LEADERSHIP ALIGNMENT INTERVENTION

The Leadership Alignment Intervention™

A 120-Day Leadership and Accountability Engagement

When the way a capable leader is leading no longer matches what the role, the team, or the organization needs, the cost becomes real.

Trust weakens. Accountability slips. Execution gets harder. Results suffer.

Another training program is not enough.

Cultural Alignment Solutions helps organizations uncover what is really happening, identify where leadership and expectations have become misaligned, align the people involved around what must change and what each person owns, turn expectations into observable leadership behaviors, build accountability and follow-through into the work, and verify whether meaningful change actually occurred.

From “something isn’t working” to clarity about what must change, who owns what, and what evidence will prove it.

Executive leadership conversation and facilitation

When This Engagement Is the Right Fit

A critical leader’s behavior is causing relational, cultural, or operational disruption.

Feedback has been provided, yet change remains inconsistent or hard to confirm.

The organization needs unbiased stakeholder insights without turning development into an audit.

An executive is stepping into a broader role and must quickly grow essential leadership skills.

The team is capable but currently silent, cautious, fatigued, dependent, or lacks clarity.

A key leader requires a clear development path with accountability, measurable outcomes, and defined milestones.

What the 120-Day Engagement Includes

Leadership & Organizational Alignment

One leader at the center of the engagement
One organizational leader accountable for supporting and reinforcing the change
Up to eight key stakeholders who experience the leader’s impact
Alignment around what must change, what each person owns, and how progress will be measured
One team recalibration session when the team itself is part of the alignment work

Truth, Assessment & Behavioral Alignment

A structured leadership intake that surfaces the context, expectations, prior feedback, assumptions, and potential bias already shaping how the situation is being understood
A leadership assessment package that reveals how the leader is operating, how their leadership is being experienced by others, and where the most meaningful gaps exist
A Leadership Truth & Alignment Report that brings the intake, assessment findings, stakeholder experience, and organizational context together into one clear picture
Three to five observable leadership behavior commitments tied directly to what must change

Application, Accountability & Verification

Eight biweekly, real-work leadership coaching sessions focused on helping the leader apply the agreed behavior commitments to current people, leadership, and business challenges
Monthly coaching and alignment with the leader’s manager to evaluate movement, strengthen how they develop and hold the leader accountable, reinforce expectations, and address barriers to change—with additional targeted coaching when needed
Action, Accountability, and Follow-Up tracking tied to the agreed behavior commitments and real-work actions
A midpoint evidence review and final verification of whether meaningful change actually occurred
A sustainability plan and direct organizational recommendation for what should happen next

The 120-Day Engagement Framework

PHASE 1 | DAYS 1–30

Establish & Evaluate

Get clear on what is really happening, where the gaps exist, what each person owns, and what must change.

Outcome:
A shared picture of the leadership reality and 3–5 observable behavior commitments.

PHASE 2 | DAYS 31–90

Engage & Apply

Move the work into real leadership situations through coaching, practice, accountability, manager development, and consistent follow-up.

Outcome:
New leadership behaviors are practiced, reinforced, and evaluated in the work—not just discussed in coaching.

PHASE 3 | DAYS 91–120

Expand & Verify

Determine whether the change is holding, revisit the evidence, and establish what is needed to sustain the progress.

Outcome:
Verified movement, a sustainability plan, and a direct recommendation for what should happen next.

AI Enhances the Work. It Does Not Replace the Leader.

This is not a coaching program.

Beginning in the application phase, AI can help the leader prepare, reflect, rehearse, pressure-test thinking, and strengthen follow-through.

The leader still owns the discernment, the decision, the conversation, and the accountability.

AI is the Enhancer, Not the Answer™.

We Do Not Measure Participation. We Measure Movement.

Meaningful change is evaluated across four evidence streams.

Leadership Experience

What are the leader, their manager, and key stakeholders experiencing at baseline, midpoint, and final?

EVIDENCE STREAM 1

Observable Behavior

Are the agreed leadership behaviors showing up consistently—especially when pressure rises?

EVIDENCE STREAM 2

Accountable Action

Are commitments being acted on, completed, evidenced, reviewed, and followed through?

EVIDENCE STREAM 3

Team & Business Impact

Are the team and business indicators connected to the original concern moving in the intended direction?

EVIDENCE STREAM 4

Baseline, midpoint, and final evidence are reviewed together to determine whether meaningful change actually occurred. No single assessment, score, or conversation is treated as proof of change.

QUALIFICATION

What This Engagement Requires

“You cannot ask a leader to change inside a leadership relationship that refuses to change with them.”

Meaningful change cannot rest on the leader alone. For this work to succeed, the organization must be willing to support, reinforce, and participate in the change.

A leader who understands why the engagement is happening and what the organization needs to see change

A manager who is willing to actively develop the leader, reinforce expectations, hold accountability, and participate in the work

Access to the people whose experience can help us understand what is really happening and whether it is changing

Clarity about what needs to change and what meaningful improvement must look like in the work

Willingness from everyone involved to be honest, act on agreements, and follow through consistently

Recognition that this engagement does not replace HR, performance management, legal review, or organizational decision-making

BOUNDARIES

When It Is Not The Right Engagement

This work requires a genuine opportunity for change. It is not the right engagement when:

The organization has already decided to exit the leader and is looking for this engagement to validate or document a decision that has already been made.
The primary need is an HR investigation, legal review, clinical support, or disciplinary process.
The leader’s manager is unwilling to participate, reinforce expectations, or examine their own role in the leadership relationship.
The organization expects the leader to change while remaining unwilling to examine or change the conditions that may be reinforcing the problem.
The engagement is intended primarily to build a case against the leader rather than create a genuine opportunity for change.

You Already Know Something Is Not Working.

The next step is to uncover what is really happening, understand what it is costing the team and the business, and get clear on what must change, who owns what, and what meaningful progress needs to look like.