Alison DeSchryver
Alison DeSchryver is an ICF-certified executive coach, facilitator, and organizational consultant, who supports clients across the private, government, and social impact sectors. Alison’s two decades of experience span organizational strategy, program and project design, business development, team and leadership growth, and change management across professional services, international development, and higher education. Having managed numerous teams and complex projects in the U.S., Africa, and Latin America, Alison is passionate about partnering with leaders to identify and keenly leverage their strengths to effectively uplevel themselves and transform their organizations.
Through Georgetown University’s Institute for Transformational Leadership, Alison carries certifications in organizational consulting and change leadership as well as in executive coaching. She earned an MPA from the George Washington University Trachtenberg School of Public Policy and Public Administration, a BA in Political Science from Emory University, and is certified to administer DiSC and EQi 2.0.
Secret Superpower: “Through a combination of deep listening and analyzing patterns, I love being able to help clients spark connections they’ve never noticed before. These new insights can open up new possibilities and cultivate pathways for desired change to occur.”
Blog: The Importance of Leadership Team Alignment
by Alison DeSchryver
A strongly aligned leadership team often functions as an organization's operating system. When leaders move in the same direction with shared clarity, that coherence cascades throughout the entire organization. This alignment creates the stability to execute during good times and the resilience to hold together when challenges arise. This is particularly vital for organizations that have invested in building better organizations through a strategic approach to organizational development.
Yet, many high-performing leadership teams fall out of alignment more often than they realize. When teams are aligned, there is shared energy, a clear sense of direction and priorities, and a visible commitment to the work ahead. Slowly, often in ways that are difficult to notice, things begin to shift. Meetings take longer and feel less productive. Decisions that once felt settled get revisited, and the same strategic questions resurface. You start to see more “meetings after the meeting,” where something is discussed together, but the real conversations happen elsewhere.
This is leadership team alignment drift. If you have led or supported a senior team for any length of time, you have likely seen it happen...