“Things Are Fine” Is Not Fine – A Leadership Reality Check
Updated: Feb 1
Dr. Donya Ball is a renowned leadership expert, keynote speaker, author, executive coach, and professor specializing in organizational development. She captivates audiences and readers around the world with her thought leadership, including her TEDx Talk, "We are facing a leadership crisis. Here's the cure."
This is not a status update. It is a warning sign. A “things are fine” approach typically emerges when friction underneath the surface is strong, when teams are doing what they need to but they aren’t purposeful.
Evidence shows alignment isn’t merely a sense of warmth. It has been shown to be a measurable accelerant for engagement, performance and long-term success.[1]
When alignment is ambiguous, people stop pressing the hard questions. This is not because all is right, but because they don’t see exactly what the organization’s impact may be.
The difference between fine and aligned
You can have an organizational functioning but not be aligned. People show up. Tasks get done. Metrics look okay. But function by itself does not build strategic momentum.
Actually, research indicates that strategic alignment in which objectives and actions are closely interrelated across levels in the organization is positively associated with performance outcomes.
In the absence of alignment, teams tend to do stuff but don’t realize how their work aligns with the company’s bigger goal, which diminishes their motivation to engage.[2]
Fine is compliance. Alignment is commitment.
Fine keeps people showing up. Alignment moves things forward.
When “fine” becomes the ceiling
When leaders accept “fine” as their answer, they cease to ask deeper questions. To align, you need clarity, strategic conversation, and decision making on purpose.
Strategic alignment research suggests that clear alignment across organization goals can drive engagement and strengthen the ability of teams to contribute to strategy implementation.[2] Misalignment, by contrast, correlates with “low-performance” and a disparity between goal statements and real performance.[3]
Organization alignment, in particular by coordinating organizational structure, goals and leadership behaviors, has also been identified as one of the major influences on sustainable performance in current research.[4]
Why purpose is the bridge to alignment
Purpose is a filter, it links meaning and action. Research has found that alignment of individual and team goals with organizational purpose leads to greater clarity, a greater sense of belonging and increased strategic action.[5] In the absence of this connection, people may accomplish tasks in the technical sense but ultimately still feel disconnected from the organization’s purpose.
Focusing on the goal does not always happen automatically, it is a deliberate action through communicative and shared understanding and, in line with the value system of the organization.[6]
How leaders go from fine to aligned
Name the gap openly. “Fine” is not failure, but it certainly is not success. Leaders have to be ready to say, “We are not in alignment,” without pointing blame.
Communicate purpose clearly. Before approving initiatives, establish alignment on purpose. This means that the team can see the direct relationship between what’s happening and how this leads to impact.
Invite real dialogue. Alignment is maintained through conversation, not necessarily consensus. Encourage disagreement, questioning, and uncomfortable conversations without penalty.
Model alignment publicly. Leaders can’t ask teams to be linked to purpose they themselves, under stress, also miss. Consistency inspires trust even more quickly than mission statements.
Measure what matters. Companies and organizations that track only quantifiable outputs overlook alignment gaps. Alignment has to be measured on clarity, engagement and morale, and what links between goals and results.
The leadership reality
Fine is easy. Alignment is intentional. Fine avoids conflict. Alignment requires courage. Alignment is not a buzzword. It is a measurable leadership discipline, one associated with higher engagement, higher performance, and better organizational health.[7]
So the question is no longer whether everyone is okay. The real question is this, are you willing to do what it takes to shift from fine to fully aligned?
Because leadership is not just about stability. It’s about making sure that what is stable is also meaningful. And that is where real impact starts.
Dr. Donya Ball, Leadership Expert, Keynote Speaker, Best Selling Author
Dr. Donya Ball is a renowned keynote speaker, transformative superintendent, and passionate author. With over two decades of experience, she also serves as a professor and executive coach, mentoring and guiding aspiring and seasoned leaders. She has authored two impactful books, Adjusting the Sails (2022) and Against the Wind (2023), which address real-world leadership challenges. Her expertise has garnered national attention from media outlets like USA Today and MSN. Dr. Ball’s TEDxTalk, "We are facing a leadership crisis. Here’s the cure," further highlights her thought leadership.
References:
[1] (Gede & Huluka, 2023)
[2] (Gede, 2025)
[3] (Tessitore, Corsini, & Iraldo, 2023)
[4] (Stanikzai & Mittal, 2025)
[5] (Armstrong, 2025)
[6] (Nayak, 2025)
[7] (Lasa, Pedroni, Komm & Lavallee, 2024)
