Make Space for Something Better
As leaders, a key part of our job is alignment. Even in highly autonomous environments, we must galvanize the team around mission, vision, principles, strategy, and tactics. And often, we need to enforce conformity in areas like codes of conduct, organizational processes, common tools, and knowledge sharing. In some contexts, such as with early-career employees, even more rigor may be beneficial.
But alignment is in tension with continuous improvement. Organizations must evolve their processes, tactics, and even foundational elements like strategies and principles. When we push for adherence to guidelines, are we leaving space for the organization to adapt and grow?
And there’s another tension at play: rules can clash with expertise. Senior team members often see when “breaking the rules” achieves better outcomes. Overemphasizing rigidity may stifle your most valuable contributors.
Navigating these tensions is challenging but essential. Here are four approaches I’ve used to balance alignment with flexibility and make space for something better.
1. Sell Stories, Broadcast Rules, Coach Principles
I’ve seen organizations struggle when they underemphasize any of these tools.
Stories and rules without principles: Clear rules and vivid success stories provided guidance, but without principles, senior contributors didn’t know when or how to bend the rules. Localized rulebooks emerged, leading to inefficiency and frustration.
Principles and rules without stories: Broad principles and reasonable rules were clear, but the missing stories left the “why” behind the organization’s vision untold. Execution became fragmented without a cohesive narrative.
Principles and stories without rules: At times, I’ve underinvested in rules, leaving teams to work harder to find direction. Paradoxically, this lack of structure also made growth harder: clear rules provide fast feedback and a foundation to build on.
Now, I treat all three—stories, rules, and principles—as essential leadership tools. Stories inspire and align. Rules provide clarity and efficiency. Principles connect the two, offering guidance on when to adapt.
2. Demonstrate Safety to Disagree
A few years ago, I observed master mediator Diane Musho Hamilton lead a divisive conversation. She began by taking a controversial position, surprising and even offending participants. This move created space for others to express their perspectives, showing that disagreement was not only welcome but essential.
As leaders, we can create similar safety by modeling openness to dissent. One technique I’ve used is the “rule of two”: when presenting a proposal or inviting feedback, I include two meaningfully different, valid options. By framing multiple possibilities, I encourage discussion and signal flexibility.
This practice has been invaluable in contexts where teams felt boxed in by leadership opinions. It opens the door to innovation and ensures diverse perspectives are heard.
3. Foster Experiments
Some questions can’t be resolved through discussion alone. When disagreement persists or uncertainty remains, I encourage experiments. Experiments show openness to change while driving action.
I’ve found it especially valuable to let a small team or group of experts lead these efforts. These individuals are often curious, empathetic to the current situation, and trusted to evaluate outcomes. If the experiment succeeds, they can advocate for broader adoption.
Design experiments thoughtfully to ensure success.
Define clear questions.
Manage risks appropriately.
Set reasonable budgets and timelines.
Provide measurable results.
Poorly designed experiments can waste time, money, and trust, but simple, well-structured tests often build alignment and confidence.
4. Bring Important Questions to Conclusions
When I watched Diane Musho Hamilton facilitate that divisive conversation, she didn’t just open space for disagreement. She guided the group toward resolution. With perspectives laid out, she rebuilt trust and helped participants align on a path forward.
As leaders, we must do the same. Whether through experiments, discussions, or feedback loops, it’s critical to bring important questions to a conclusion. Set explicit timelines for experiments or debates, clarify decision ownership, and ensure the team commits to the outcome.
I’ve also found that emotional attachment to specific outcomes can stall progress. Before concluding, listen carefully to those who feel strongly, helping them empathize with alternative views. Use one-on-one conversations if needed to address concerns and build understanding.
Closing Thoughts
One of my strengths as a leader is caring deeply about what we do and how we do it. I love to dream and create together, aligning teams around shared goals. But in the past, I’ve held on too tightly to visions, strategies, or tactics, limiting opportunities for growth.
A mentor once advised me not to “grasp.” They encouraged me to hold ideas lightly, with both conviction and curiosity, ready to adjust or let go entirely in the face of new insights. This advice resonates deeply with me. It reminds me that while alignment and guidance are critical, so is fostering the wisdom and adaptability of the team.
Continuous improvement requires more than just words. It demands actions that demonstrate openness to change and diverse perspectives. By balancing stories, principles, and rules; fostering safety to disagree; encouraging experiments; and driving resolution, we can lead teams that are both aligned and adaptable.
How do you navigate the tension between alignment and flexibility? I’d love to hear your thoughts.
