October 23, 2025 • 24 mins
We lay the foundation for a seven‑part mini‑series all about Creating Alignment With Your People — what it means, why it matters, and how to actually build it within your business.
In this opening episode, we talk about why the right people, in the right seats, doing meaningful work determines 90% of business success. I walk through the big picture of people alignment and the three dimensions that define it — so you can see how clarity, alignment, and accountability all connect to build a thriving, people-driven business.
Episode Highlights
- Why people alignment determines the health and success of your business
- Clarity–alignment–accountability framework as operating system
- Why the right people matter more than the right plan
- Defining the “core” of your team
- What it means to have the right person, the right seat, and the right contribution
- Why alignment is about clarity and connection—not control or conformity
- The three dimensions of people alignment and how they drive performance, culture, and growth
- Preview of the six follow‑up episodes on each dimension
Resources & Links
• Learn more at ClearAuthenticBrands.com
• Books Mentioned: Good to Great by Jim Collins, Built to Last by Jim Collins, Traction by Gino Wickman
Mark as Played
Transcript
Episode Transcript
Available transcripts are automatically generated. Complete accuracy is not guaranteed.
Amy Dardis (00:13):
I'm your host, Amy Dardis.
And in today's episode, we'rekicking off a brand new
seven-part mini series all aboutcreating alignment with your
people in your organization.
So what it means, why itmatters, and how we actually
build it within our business.
So over the next six episodes,we'll unpack each element in
(00:36):
detail.
But today I just want to giveyou an overview of the full
picture, the foundation you'llneed to lead your people with
clarity and alignment.
So why does people alignmentmatter?
Well, here's the thing is Itruly believe that your people,
(00:56):
your team, are your greatestasset.
And getting the right people onboard, getting the right people
aligned is 90% of your businesssuccess.
Like without the right people,I think businesses stay stuck.
They deal with all kinds ofinternal drama and friction
anywhere from people bickeringand not working well together to
(01:21):
people not performing well,being disengaged, double
standards, not fulfilling theservice and the operations to
the level of excellence that isrequired.
All kinds of issues stem frommisalignment.
And so we talk about thisframework: clarity, alignment,
(01:44):
and accountability.
Clarity is making sure that weare clear around our vision, our
purpose, our brands, beingauthentic to who we are, being
very clear about that.
And then alignment is thenmaking sure our people, our
processes, and our messaging allalign around that.
(02:06):
It's bringing this clarity fromsomething that's just written
on a page to something that isactive and living and breathing
within our business.
So we are going to be divinginto people because if you get
nothing else right, this willstill transform your business.
(02:27):
Whereas if you were to geteverything else right but this
wrong, this would wreck yourbusiness.
So, like this is the power thatis people talking about people,
talking about people processesand people alignment is one of
my favorite subjects that I getall kinds of fired up about
because it's people, it'spurpose, it's gifting, it's
(02:51):
living out our calling and ourcontributions the way that we
were uniquely designed to.
And we all work, we all spendthe majority of our time
contributing in some way.
So, why can't that be apositive, life-giving thing?
(03:11):
So, over the next sevenepisodes, we're gonna break that
down and what that looks like.
So, I want to start off with acouple of quotes from some of my
favorite authors, from some ofmy favorite books.
You've probably mentioned heardme mention a few of these by
before now, and if not, well,these are great books.
(03:32):
These are some of my favorites.
So, Jim Collins has written acouple of amazing books.
So, in his book Good to Great,he talks about the difference
between businesses that reallywere able to just transform
(03:53):
their business and and what thedifference was between these
businesses that just operatedlike at this level to businesses
that really were just amazing.
And he says this but this quotefirst who, then what?
So when before we worry aboutstrategy or the plan or what
(04:17):
we're doing, the great companiesdidn't start with the plan,
they started with the people.
So it was about making surethat you got the right people on
the bus, you got the wrongpeople off the bus.
And once you had all the rightpeople on the bus, you could
decide where you were going.
(04:38):
Gina Wickman talks about thisas well in his book Traction.
He talks about having the rightpeople in the right seats.
It's not enough to just hiregood people.
They actually have to fit yourculture and they have to fit
their role.
And so we will be breakingthese concepts down of what does
(05:01):
it mean to hire the rightpeople?
And then Jim Collins also wroteanother book, Built to Last.
And he talks about, he has thisquote that says, building a
visionary company requires 1%vision and 99% alignment.
So I agree that 99% alignment.
(05:23):
I think that 1%, it's 1%, butman, like it's a really
important 1%.
And that that vision is thisclarity piece of knowing who you
are, knowing the types ofpeople you need on board,
because you can't align theright people unless you know who
(05:45):
they are and you know whatyou're looking for, because it's
not just people you like, it'snot just people who are good at
the job and have experience.
There's there's elements to itthat make them the right fit.
And when we have thisalignment, that is what really
(06:07):
drives the rest of our business.
Your people will drive yourprocesses, your people will
drive your customer experience,your people will drive your
marketing, your messaging, yourreputation.
It all comes back to yourpeople.
So if you get that right, theywill help you do amazing things
because they will bring theirbrilliance and their ideas and
(06:29):
they will work together and theywill trust each other and they
will collaborate, and work willbe fun, and it will be
meaningful, and it will beimpactful, and that is truly
what changes a business.
But it starts with you as theleader first understanding what
to do and how it works.
(06:50):
So I want you to visualize theclassic Venn diagram.
Yes, we are going back to like1990s, fourth grade, like the
Venn diagram.
We have these two big circles,and the circles have this
overlapping section.
(07:10):
So, in the sense of yourbusiness and in the sense of
your team, imagine that you eachperson is a circle, and each
circle represents that person'sunique personality, their unique
experiences and backgrounds,their unique skills and
abilities.
That's a lot of differentthings, right?
(07:32):
Like that's a lot that could begoing on there.
And depending on how manypeople you have, maybe you have
a team of five people or 10people or 20 or 50 or 100, like
there could be a lot of circlesthat you're you're working with,
you know?
And it's the the more circlesyou get, the more and more
(07:57):
important this becomes.
But it is still importantwhether you have a team of five
people or whether you have ateam of 50 people, because if
you start with five and you wantto grow and you want to scale
and you want to add more circlesto that, this core piece is so
important.
So with all of these differentcircles overlapping, we have
(08:21):
this common core center thatunites everybody.
And it is having this theseshared commonalities, this
shared purpose, this sharedvalues, this shared vision and
(08:45):
expectations that connectseveryone.
That there has to be somethingthat connects everyone.
Because if not, it'sdisjointed.
You might have someoverlapping, you might have some
not overlapping at all.
And if you don't have thiscommon ground, one, you don't
know who you even need to bringin.
(09:07):
You don't have the words or themessaging to be able to attract
the right kind of people whoare going to fit in well.
And then you don't have the thefilters, the questions, the
process in order to make surethat the person you're bringing
(09:28):
on board is the right person.
So, what does that mean?
What does it mean to be theright person?
Well, we're not going to knowunless we define it.
So, as leaders, our job is tofirst define the core and then
build everything else around it.
So, this is that 1%.
We are defining this 1%, andthen we're going to align
(09:55):
everything else around it.
So this ends up being this,what we're going to talk about
is part of the clarity phase inthe Clear Authentic Brand
Framework.
We have clarity, alignment,accountability.
So the first thing we have todo is define this core in the
(10:16):
clarity phase.
And then alignment is how do westructure our hiring process,
our recruiting process, ourmessaging process?
How do we, how do we actuallymake sure that we're living out
this clarity part?
So when we're talking aboutpeople alignment, it's not about
(10:38):
control or conformity.
It's just about creatingclarity.
So we're not trying to clonepeople.
We are not trying to haveeverybody be the same.
We we want the uniqueness, wewant the different strengths, we
want the different backgroundsand perspectives and
personalities, but it has to beanchored by a shared purpose, a
(11:03):
shared conviction, a sharedvision.
There has to be something thatanchors it.
Otherwise, we just have all ofthis friction and we have people
going in 10 differentdirections, and there's nothing
that grounds us, there's nothingthat roots us.
So great leadership is definingwhat this unity looks like, but
(11:27):
without killing individuality.
So people alignment, it's aliving process.
It's not just like a one-timehire.
It continues to evolve aspeople and as people evolve, as
the business grows, as you'reconstantly dealing with either
adding new people to the mixbecause you're growing, or
(11:51):
you're having to replace peoplebecause life happens and there's
just no such thing as a hundredpercent retention rate.
So there are three dimensionsof people alignment.
The book traction that GenoWickman wrote, he talks about
(12:12):
two, which is right person andright seat.
But I've found along the waythat I truly believe that there
are three.
So the right person, who arethey?
So when we look at the rightperson, we're talking about who
they are as an individual.
We're talking about theirvalues, their personality, their
(12:32):
character, and how they fitwithin the brand of your
business.
And again, over the next sixepisodes, we're gonna dive into
each of these.
So I will go quickly over theseright now, knowing that there's
more to come on these.
So within a right person,there's four main areas that
(12:56):
they need to align.
So they need to align with yourbrand's values.
So do they believe what youbelieve?
Do they share the samestandards and convictions for
how we choose to operate, forwhat is going to guide us in the
way that we behave, in the waythat we make decisions as a
(13:18):
business?
They need to align with workstyle.
Work style is how do you well,it's how do you work, but it's
um it's looking at your pacethat you work with out of.
This took me longer to discoverthat this was a really
(14:18):
important aspect of alignment.
And I'll share a more aboutlike my personal story with that
when we dive into that episode.
So we have aligning withvalues, we have aligning with
work style, we have aligningwith personality traits.
So, what are the inherentcharacteristics that an
(14:38):
individual needs to have inorder to thrive within your
organization?
And then we have the fourtharea, which is aligning with
non-negotiables.
So there are certain things,there are certain boundaries
that you will have that you willand will not tolerate within
your culture.
And so clarity here, calling itout, being very specific, this
(15:02):
will serve you so well in thefuture.
It will really help make futuredecisions and assessments on
alignment much easier, lessvague, more tangible, and more
actionable.
So calling out thosenon-negotiables, again,
something that a lot ofbusinesses don't realize the
(15:25):
power of doing that.
So that those four things sumup whether or not a person is
the right person for yourorganization.
And I also want to add adisclaimer here doesn't, if
someone's not the right person,it doesn't mean that they're
(15:47):
bad.
It it doesn't mean that they'rewrong.
I mean, I think God created usall uniquely.
We have unique personalities,we all have different
motivations, differentpersonalities, different ways of
doing things.
And there are areas where somethrive in certain circumstances
(16:11):
and conditions, and othersthrive in something in a
completely differentenvironment.
The important thing is todefine your brand's environment.
Like what does your business,your brand, your culture, your
leadership how does that thrivebest?
(16:36):
How does it operate at itshighest potential?
We want to clearly write thatout very tangibly, very
practically, and then findpeople who align.
Not that we like force it tofit, it's not, you know, square
(16:58):
square hole round peg.
It's it's finding, it's justit's finding people that fit.
And that just will changeeverything because it creates
alignment instead of frictionand tension.
So the next area, the the thesecond dimension of alignment is
(17:22):
making sure that that person isin the right seat.
So this is all about like whatthey do.
This is the focus on capacity,skill set, and role.
This goes back to a uniquepersonality, this goes back to
unique God-given gifting.
So, do they have the skills,the energy, and the ability to
(17:43):
do the job well?
Are they positioned where theirstrengths can make the biggest
impact?
Traction talks about this getit, want it, have the capacity
to do it idea of, but it'sreally this idea that not all of
(18:04):
us are created to thrive inevery area.
And I guess I'll just sharelike a super quick story here.
So thriving in a being in theright seat, and I guess I've
mentioned this before, so maybeit won't be that hard to wrap
(18:25):
your head around.
I spent 10 years of my adultcareer in different jobs that
were the wrong seat.
I was spending time in rolesthat focused on details and
numbers and spreadsheets.
(18:46):
When I look at a spreadsheetwith numbers, my brain freezes.
If we had five people in a roomand they told us all to do a
math problem, I'm the lastperson to answer.
And not just by a little bit,by like, give me an extra 20
minutes.
Like my brain freezes when Ithink about numbers and math and
(19:12):
spreadsheet.
It's very slow, it's verypainful.
So it's not to say that I won'tget it or can't comprehend it,
but it's it's not it's notpretty.
However, if we're talking aboutpeople and relationships and
gifting and words, and you tellme a story, and I I can
(19:34):
literally paint the picture inmy head and ask you a hundred
follow-up questions because it'sjust it's there.
It's like the the the light ison and the fire is going, and it
is, I can't even slow it down.
That's the difference between,you know, being in the right
(19:55):
role versus being in the wrongrole, and cannot wait to dive
more into that.
So, third dimension ofalignment.
We have right person, we haveright seat, and the third
dimension is the contributionand impact.
So it's why they're here.
And this focus is on the valuethat they add, not only the
(20:20):
value that they add to you, butthe value that that role adds to
them.
That this is growth, this ispurpose, this is meaningful
work, this is how do they makethe team better?
What contributions do theybring?
It's how does being in thatrole light them up?
(20:41):
How does it develop them?
How does it make them feel liketheir work matters?
And this coming back to thislike idea of retention, seasons
change, people will never stayforever.
You might be blessed to havesome really amazing long-term
employees, but sometimes we onlyhave people for a season and
(21:02):
they might leave because ofsomething completely beyond our
control.
And that's okay.
So the goal isn't lifelongtenure, it's meaningful
contribution.
I always like to think that themark of a good employee isn't
how long they stayed, but it'sthe value that they added while
they were there, whether theywere there like one year.
(21:25):
But it's like, was that oneyear good?
What did did was impact made inthat one year?
Did you enjoy them for that oneyear?
Was your business differentbecause of that?
Were you sad to see them go?
Not because you had to hireanother person, but because you
truly valued them.
That's the mark of a goodemployee.
(21:46):
So each person, I mean, we'retalking about work and time and
gifting in our life, right?
And God designs us uniquelywith gifts and purpose.
And I I love the variety ofthis.
I love that no single person isthe same, that everybody's
(22:07):
stories are different, thattheir gifting is different.
And one of my own passions isseeing people's gifting and
seeing them develop it.
I mean, one of my favoritethings about raising my children
is seeing their uniquepersonalities and seeing their
unique gifting and helping themdevelop in those areas.
(22:30):
I it's such a rewardingexperience to see how they are
so uniquely different, but uhincredibly just designed, you
know, and I didn't have anythingto do with that, but I get I
get this role of stewardingthem.
(22:50):
I get this role as their motherto steward their gifts and help
them develop and help thembecome these thriving, vibrant
individuals, and hopefully beingable to positively impact the
the people in their life and toto be confident to know who they
(23:14):
are in Christ, to know who theyare just as as an individual.
And I I love building up, Ilove the process of building
that up, not only in mychildren, but just in businesses
and in adults.
And so it is I I that's why Iget so excited about this
(23:36):
because I feel like work is justan amazing opportunity, if not,
if not an amaz one of thebiggest opportunities that we
have to contribute in in ameaningful way in for so much of
our lives.
So what's coming next?
Well, over the next sixepisodes in this mini-series,
(24:00):
we're gonna dive down into eachof these.
So we're gonna the next episodeis gonna be on values
alignment.
Then we'll follow that up withwork style alignment,
personality traits alignment,non-negotiables alignment,
capacity alignment, and thenfinally wrapping it up with this
contribution and impactalignment.
(24:21):
As always, you can learn moreat Clearauthenticbrands.com.
Stay tuned for next week'sepisode.
See you then.
I'm your host, Amy Dardis.
And in today's episode, we'rekicking off a brand new
seven-part mini series all aboutcreating alignment with your
people in your organization.
So what it means, why itmatters, and how we actually
build it within our business.
So over the next six episodes,we'll unpack each element in
(00:36):
detail.
But today I just want to giveyou an overview of the full
picture, the foundation you'llneed to lead your people with
clarity and alignment.
So why does people alignmentmatter?
Well, here's the thing is Itruly believe that your people,
(00:56):
your team, are your greatestasset.
And getting the right people onboard, getting the right people
aligned is 90% of your businesssuccess.
Like without the right people,I think businesses stay stuck.
They deal with all kinds ofinternal drama and friction
anywhere from people bickeringand not working well together to
(01:21):
people not performing well,being disengaged, double
standards, not fulfilling theservice and the operations to
the level of excellence that isrequired.
All kinds of issues stem frommisalignment.
And so we talk about thisframework: clarity, alignment,
(01:44):
and accountability.
Clarity is making sure that weare clear around our vision, our
purpose, our brands, beingauthentic to who we are, being
very clear about that.
And then alignment is thenmaking sure our people, our
processes, and our messaging allalign around that.
(02:06):
It's bringing this clarity fromsomething that's just written
on a page to something that isactive and living and breathing
within our business.
So we are going to be divinginto people because if you get
nothing else right, this willstill transform your business.
(02:27):
Whereas if you were to geteverything else right but this
wrong, this would wreck yourbusiness.
So, like this is the power thatis people talking about people,
talking about people processesand people alignment is one of
my favorite subjects that I getall kinds of fired up about
because it's people, it'spurpose, it's gifting, it's
(02:51):
living out our calling and ourcontributions the way that we
were uniquely designed to.
And we all work, we all spendthe majority of our time
contributing in some way.
So, why can't that be apositive, life-giving thing?
(03:11):
So, over the next sevenepisodes, we're gonna break that
down and what that looks like.
So, I want to start off with acouple of quotes from some of my
favorite authors, from some ofmy favorite books.
You've probably mentioned heardme mention a few of these by
before now, and if not, well,these are great books.
(03:32):
These are some of my favorites.
So, Jim Collins has written acouple of amazing books.
So, in his book Good to Great,he talks about the difference
between businesses that reallywere able to just transform
(03:53):
their business and and what thedifference was between these
businesses that just operatedlike at this level to businesses
that really were just amazing.
And he says this but this quotefirst who, then what?
So when before we worry aboutstrategy or the plan or what
(04:17):
we're doing, the great companiesdidn't start with the plan,
they started with the people.
So it was about making surethat you got the right people on
the bus, you got the wrongpeople off the bus.
And once you had all the rightpeople on the bus, you could
decide where you were going.
(04:38):
Gina Wickman talks about thisas well in his book Traction.
He talks about having the rightpeople in the right seats.
It's not enough to just hiregood people.
They actually have to fit yourculture and they have to fit
their role.
And so we will be breakingthese concepts down of what does
(05:01):
it mean to hire the rightpeople?
And then Jim Collins also wroteanother book, Built to Last.
And he talks about, he has thisquote that says, building a
visionary company requires 1%vision and 99% alignment.
So I agree that 99% alignment.
(05:23):
I think that 1%, it's 1%, butman, like it's a really
important 1%.
And that that vision is thisclarity piece of knowing who you
are, knowing the types ofpeople you need on board,
because you can't align theright people unless you know who
(05:45):
they are and you know whatyou're looking for, because it's
not just people you like, it'snot just people who are good at
the job and have experience.
There's there's elements to itthat make them the right fit.
And when we have thisalignment, that is what really
(06:07):
drives the rest of our business.
Your people will drive yourprocesses, your people will
drive your customer experience,your people will drive your
marketing, your messaging, yourreputation.
It all comes back to yourpeople.
So if you get that right, theywill help you do amazing things
because they will bring theirbrilliance and their ideas and
(06:29):
they will work together and theywill trust each other and they
will collaborate, and work willbe fun, and it will be
meaningful, and it will beimpactful, and that is truly
what changes a business.
But it starts with you as theleader first understanding what
to do and how it works.
(06:50):
So I want you to visualize theclassic Venn diagram.
Yes, we are going back to like1990s, fourth grade, like the
Venn diagram.
We have these two big circles,and the circles have this
overlapping section.
(07:10):
So, in the sense of yourbusiness and in the sense of
your team, imagine that you eachperson is a circle, and each
circle represents that person'sunique personality, their unique
experiences and backgrounds,their unique skills and
abilities.
That's a lot of differentthings, right?
(07:32):
Like that's a lot that could begoing on there.
And depending on how manypeople you have, maybe you have
a team of five people or 10people or 20 or 50 or 100, like
there could be a lot of circlesthat you're you're working with,
you know?
And it's the the more circlesyou get, the more and more
(07:57):
important this becomes.
But it is still importantwhether you have a team of five
people or whether you have ateam of 50 people, because if
you start with five and you wantto grow and you want to scale
and you want to add more circlesto that, this core piece is so
important.
So with all of these differentcircles overlapping, we have
(08:21):
this common core center thatunites everybody.
And it is having this theseshared commonalities, this
shared purpose, this sharedvalues, this shared vision and
(08:45):
expectations that connectseveryone.
That there has to be somethingthat connects everyone.
Because if not, it'sdisjointed.
You might have someoverlapping, you might have some
not overlapping at all.
And if you don't have thiscommon ground, one, you don't
know who you even need to bringin.
(09:07):
You don't have the words or themessaging to be able to attract
the right kind of people whoare going to fit in well.
And then you don't have the thefilters, the questions, the
process in order to make surethat the person you're bringing
(09:28):
on board is the right person.
So, what does that mean?
What does it mean to be theright person?
Well, we're not going to knowunless we define it.
So, as leaders, our job is tofirst define the core and then
build everything else around it.
So, this is that 1%.
We are defining this 1%, andthen we're going to align
(09:55):
everything else around it.
So this ends up being this,what we're going to talk about
is part of the clarity phase inthe Clear Authentic Brand
Framework.
We have clarity, alignment,accountability.
So the first thing we have todo is define this core in the
(10:16):
clarity phase.
And then alignment is how do westructure our hiring process,
our recruiting process, ourmessaging process?
How do we, how do we actuallymake sure that we're living out
this clarity part?
So when we're talking aboutpeople alignment, it's not about
(10:38):
control or conformity.
It's just about creatingclarity.
So we're not trying to clonepeople.
We are not trying to haveeverybody be the same.
We we want the uniqueness, wewant the different strengths, we
want the different backgroundsand perspectives and
personalities, but it has to beanchored by a shared purpose, a
(11:03):
shared conviction, a sharedvision.
There has to be something thatanchors it.
Otherwise, we just have all ofthis friction and we have people
going in 10 differentdirections, and there's nothing
that grounds us, there's nothingthat roots us.
So great leadership is definingwhat this unity looks like, but
(11:27):
without killing individuality.
So people alignment, it's aliving process.
It's not just like a one-timehire.
It continues to evolve aspeople and as people evolve, as
the business grows, as you'reconstantly dealing with either
adding new people to the mixbecause you're growing, or
(11:51):
you're having to replace peoplebecause life happens and there's
just no such thing as a hundredpercent retention rate.
So there are three dimensionsof people alignment.
The book traction that GenoWickman wrote, he talks about
(12:12):
two, which is right person andright seat.
But I've found along the waythat I truly believe that there
are three.
So the right person, who arethey?
So when we look at the rightperson, we're talking about who
they are as an individual.
We're talking about theirvalues, their personality, their
(12:32):
character, and how they fitwithin the brand of your
business.
And again, over the next sixepisodes, we're gonna dive into
each of these.
So I will go quickly over theseright now, knowing that there's
more to come on these.
So within a right person,there's four main areas that
(12:56):
they need to align.
So they need to align with yourbrand's values.
So do they believe what youbelieve?
Do they share the samestandards and convictions for
how we choose to operate, forwhat is going to guide us in the
way that we behave, in the waythat we make decisions as a
(13:18):
business?
They need to align with workstyle.
Work style is how do you well,it's how do you work, but it's
um it's looking at your pacethat you work with out of.
This took me longer to discoverthat this was a really
(14:18):
important aspect of alignment.
And I'll share a more aboutlike my personal story with that
when we dive into that episode.
So we have aligning withvalues, we have aligning with
work style, we have aligningwith personality traits.
So, what are the inherentcharacteristics that an
(14:38):
individual needs to have inorder to thrive within your
organization?
And then we have the fourtharea, which is aligning with
non-negotiables.
So there are certain things,there are certain boundaries
that you will have that you willand will not tolerate within
your culture.
And so clarity here, calling itout, being very specific, this
(15:02):
will serve you so well in thefuture.
It will really help make futuredecisions and assessments on
alignment much easier, lessvague, more tangible, and more
actionable.
So calling out thosenon-negotiables, again,
something that a lot ofbusinesses don't realize the
(15:25):
power of doing that.
So that those four things sumup whether or not a person is
the right person for yourorganization.
And I also want to add adisclaimer here doesn't, if
someone's not the right person,it doesn't mean that they're
(15:47):
bad.
It it doesn't mean that they'rewrong.
I mean, I think God created usall uniquely.
We have unique personalities,we all have different
motivations, differentpersonalities, different ways of
doing things.
And there are areas where somethrive in certain circumstances
(16:11):
and conditions, and othersthrive in something in a
completely differentenvironment.
The important thing is todefine your brand's environment.
Like what does your business,your brand, your culture, your
leadership how does that thrivebest?
(16:36):
How does it operate at itshighest potential?
We want to clearly write thatout very tangibly, very
practically, and then findpeople who align.
Not that we like force it tofit, it's not, you know, square
(16:58):
square hole round peg.
It's it's finding, it's justit's finding people that fit.
And that just will changeeverything because it creates
alignment instead of frictionand tension.
So the next area, the the thesecond dimension of alignment is
(17:22):
making sure that that person isin the right seat.
So this is all about like whatthey do.
This is the focus on capacity,skill set, and role.
This goes back to a uniquepersonality, this goes back to
unique God-given gifting.
So, do they have the skills,the energy, and the ability to
(17:43):
do the job well?
Are they positioned where theirstrengths can make the biggest
impact?
Traction talks about this getit, want it, have the capacity
to do it idea of, but it'sreally this idea that not all of
(18:04):
us are created to thrive inevery area.
And I guess I'll just sharelike a super quick story here.
So thriving in a being in theright seat, and I guess I've
mentioned this before, so maybeit won't be that hard to wrap
(18:25):
your head around.
I spent 10 years of my adultcareer in different jobs that
were the wrong seat.
I was spending time in rolesthat focused on details and
numbers and spreadsheets.
(18:46):
When I look at a spreadsheetwith numbers, my brain freezes.
If we had five people in a roomand they told us all to do a
math problem, I'm the lastperson to answer.
And not just by a little bit,by like, give me an extra 20
minutes.
Like my brain freezes when Ithink about numbers and math and
(19:12):
spreadsheet.
It's very slow, it's verypainful.
So it's not to say that I won'tget it or can't comprehend it,
but it's it's not it's notpretty.
However, if we're talking aboutpeople and relationships and
gifting and words, and you tellme a story, and I I can
(19:34):
literally paint the picture inmy head and ask you a hundred
follow-up questions because it'sjust it's there.
It's like the the the light ison and the fire is going, and it
is, I can't even slow it down.
That's the difference between,you know, being in the right
(19:55):
role versus being in the wrongrole, and cannot wait to dive
more into that.
So, third dimension ofalignment.
We have right person, we haveright seat, and the third
dimension is the contributionand impact.
So it's why they're here.
And this focus is on the valuethat they add, not only the
(20:20):
value that they add to you, butthe value that that role adds to
them.
That this is growth, this ispurpose, this is meaningful
work, this is how do they makethe team better?
What contributions do theybring?
It's how does being in thatrole light them up?
(20:41):
How does it develop them?
How does it make them feel liketheir work matters?
And this coming back to thislike idea of retention, seasons
change, people will never stayforever.
You might be blessed to havesome really amazing long-term
employees, but sometimes we onlyhave people for a season and
(21:02):
they might leave because ofsomething completely beyond our
control.
And that's okay.
So the goal isn't lifelongtenure, it's meaningful
contribution.
I always like to think that themark of a good employee isn't
how long they stayed, but it'sthe value that they added while
they were there, whether theywere there like one year.
(21:25):
But it's like, was that oneyear good?
What did did was impact made inthat one year?
Did you enjoy them for that oneyear?
Was your business differentbecause of that?
Were you sad to see them go?
Not because you had to hireanother person, but because you
truly valued them.
That's the mark of a goodemployee.
(21:46):
So each person, I mean, we'retalking about work and time and
gifting in our life, right?
And God designs us uniquelywith gifts and purpose.
And I I love the variety ofthis.
I love that no single person isthe same, that everybody's
(22:07):
stories are different, thattheir gifting is different.
And one of my own passions isseeing people's gifting and
seeing them develop it.
I mean, one of my favoritethings about raising my children
is seeing their uniquepersonalities and seeing their
unique gifting and helping themdevelop in those areas.
(22:30):
I it's such a rewardingexperience to see how they are
so uniquely different, but uhincredibly just designed, you
know, and I didn't have anythingto do with that, but I get I
get this role of stewardingthem.
(22:50):
I get this role as their motherto steward their gifts and help
them develop and help thembecome these thriving, vibrant
individuals, and hopefully beingable to positively impact the
the people in their life and toto be confident to know who they
(23:14):
are in Christ, to know who theyare just as as an individual.
And I I love building up, Ilove the process of building
that up, not only in mychildren, but just in businesses
and in adults.
And so it is I I that's why Iget so excited about this
(23:36):
because I feel like work is justan amazing opportunity, if not,
if not an amaz one of thebiggest opportunities that we
have to contribute in in ameaningful way in for so much of
our lives.
So what's coming next?
Well, over the next sixepisodes in this mini-series,
(24:00):
we're gonna dive down into eachof these.
So we're gonna the next episodeis gonna be on values
alignment.
Then we'll follow that up withwork style alignment,
personality traits alignment,non-negotiables alignment,
capacity alignment, and thenfinally wrapping it up with this
contribution and impactalignment.
(24:21):
As always, you can learn moreat Clearauthenticbrands.com.
Stay tuned for next week'sepisode.
See you then.
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