Align Employee Aspirations with Strategic Goals

Strengthen Your Bottom Line

Importance of Alignment

At When Toys Age, our job is to deep-dive into management mentality, culture innovation, and employee expansion.

When expectations aren’t met, companies often look in the same places for answers — new product development, organizational restructuring, changing leadership…etc. But we don’t solve our company’s predicament by redirecting attention & concealing it with false hope. We know that.

We all trace our company’s productivity and profitability directly back to the performance of our employees working toward accomplishing individual goals that align to support the company’s strategic goals.

Top-down alignment, when communicated throughout the organization, provides direction, and bottom-up alignment, then, uncovers the destination.

Without solid alignment to company strategy, every bit of motion becomes a challenge. Employees resist change and place personal agendas before the company’s. Managers struggle to rally the support needed to deliver management expectations. We start patching gunshot wounds with band-aids. Misalignment is the reason we see such high turnover. Rather than looking to top-down measures as a catalyst for transformation, why not look start from the fundamentals and strengthen our bottom line?


Source of Misalignment

Why do companies acknowledge this and still do everything they can to ignore it?

The answers is: traditional mentality sees employees as merely soldiers hired to complete tasks & hit numbers, and not as potential leaders who steer the company. Companies are willing to invest in employees only if they promise calculated value that fits within the box they created, or box z, as we call it. They believe that management steers the company in the right direction, and other employees are simply present to carry out orders — and you know, give a little more if they have the ability. Where, then, does the innovation fit in?

If we don’t see potential in our people, can we truly say that we see potential in the company?

Because that’s what differentiates a leader from everyone else — the ability to see what others don’t see. We see potentialThat’s our job.

And if we don’t see potential in people, do we have a right to blame them for recognizing their own potential? Can we blame them for wanting to leave, for turning to their own agendas if we never made the effort to align their agendas back to our goals?

Goal alignment must be established during the hiring process & consistently clarified, and with your help, we’ve been building a formula to measure this during the hiring process and continuously track success.


Growing a Company VS Growing a Business

This isn’t about catering to the individual, it’s about seeing and developing potential. Its about thinking ahead. It’s about growing our company, and NOT just our business.

The Employee-Company relationship is supposed to be a mutually beneficial one. Let me lay it out for you.

Business Exchange: Complete task. Earn money.
Company Exchange: Build the company. Build the individual.

So we must ask ourselves this: Did we hire an employee to grow our business, grow our company, or both?

If the answer isn’t instinctive, then perhaps it’s time to examine how important the company is to us, and whether or not we’re the right person to lead it.


It’s a marathon, not a sprint.

This isn’t as radical as discarding everything we know about the company. It’s about recognizing & developing potential, creating a culture that fosters innovation, integrity, value, and transforming management mentality & behavior to encompass these virtues.

At When Toys Age, we’ve developed our own set of systems and metrics to evaluate barriers and unlock potential in both individuals and within organizational processes. We train and build leaders by promoting leadership mentality, understanding their power, holding people responsible to their actions and goals, and aligning aspirations with company goals. We don’t teach them to be managers, we guide and allow them to be leaders. That’s our specialty.

If this sounds interesting to you, consider becoming an innovation ambassador, and bring our program to your team & company. Strengthen your bottom line and build your team from there. I promise you, it’s a better view.

Thanks for reading and Happy Monday!


Hillary Wen