By: Zach Miller

Kristin Kaufman is the founder of Alignment, Inc.®, an inspiring organization through which she questions alignment and explores how people, teams, and organizations can connect their values with their actions to create lasting impact. She has spent nearly two decades guiding leaders and companies toward clarity and purpose. Her work has impacted major organizations and institutions across various sectors.

Before starting her consultancy, Kristin held influential executive roles in the corporate world, overseeing billion-dollar operations and building global distribution infrastructures. Her experience helped transform New York City’s public school leadership, leading her to the mission of teaching others how alignment can transform lives and leadership from the inside out. Kristin is also a bestselling author, known for her Is This Seat Taken? series, which focuses on reinvention and meaningful encounters. In this exclusive interview, she reflects on her journey, shares the philosophy behind her work, and reveals why alignment should be at the center of effective leadership today.

Q1. Kristin, thank you for joining us. Your journey spans decades of corporate leadership, executive coaching, and authorship. Could you begin by sharing how the idea of “alignment” first crystallized for you and why it became the central philosophy behind your work?

Kristin Kaufman: You know, given our innate uniqueness, all of our journeys will be different… that goes without saying. However, ideally, when our lives become integrated between what we love to do, what we are good at doing, and most importantly, having it tied to something much greater than ourselves… that is when we reach our greatest fulfillment. And that is what I termed: Alignment.

About 20 years ago, I had quite simply ‘lost the plot.’ My life and career had been a series of accomplishments, achievements, awards, and rewards. I had experienced success on pretty much every level. Yet, I was no longer fulfilled. What ‘filled me up’ in my 20s, 30s, and even early 40s no longer worked for me. I was, as I now refer to it, ‘out of alignment.’ As I navigated my career, I realized MANY (most) have experienced that feeling. Many of us may still be ‘good’ at what we do, yet we may not love it as much anymore. In my experience, we reach a crossroads when how we spend our time and efforts is not tied to a greater purpose or to something ‘greater than ourselves.’ We face burnout, boredom, and unhappiness in our careers.

That was when I ‘dug deep’ and embarked on my journey toward greater self-awareness and ultimately embraced my true calling. This was when my concept of Alignment crystallized and became ‘front and center’ in my work.

Q2. During your time with the NYC Leadership Academy, you coached over 1,200 principals and top executives under Mayor Michael Bloomberg and Chancellor Joel Klein’s reform agenda. What did this experience teach you about the relationship between leadership alignment and large-scale systemic change?

Kristin Kaufman: There can be no large (or small) scale systemic change without strong, convincing leadership. Period. Coupled with this, and tied directly to this conviction, a state of cooperation and collaboration between leaders and their teams emerges… aka: leadership alignment.

We had the good fortune of working under the seminal leadership of Chancellor Joel Klein. He demonstrated a centered, unflappable, and passionate desire to change the course of the New York City public school system. We began our tenure there when 50% of the 1.2 million children in this system were reading below grade level. There was a dire need for change, and a real sense of urgency to shift the trajectory.

There is simply no denying that when a leader is committed to change, community emerges from disparate parts, and the team becomes ‘one for all and all for one.’ Passion trumps everything, and the unified approach to address the situation becomes the unspoken mantra. It was (and still is) an uphill battle in the NYC public school system, yet alignment around the cause becomes the ‘renewable energy’ to keep pushing for improvement.

Q3. Having served in senior leadership positions at various organizations, what were some pivotal lessons you carried from corporate America into building Alignment, Inc., and how do they still inform your coaching methodology today?

Kristin Kaufman: There are so many, way too many to include them all! Starting my career at a renowned company was (and still is) a gift. The company culture was the gold standard of values and corporate culture, and all of us lucky enough to work there were transformed. We learned from the best, full stop.

Here are a few timeless lessons I learned from two remarkable men. While I’ve gained many major business and political insights, these simple principles can transform even the toughest situations. I’ve applied them throughout my life, career, and Alignment work. Dave Packard shared these tips with us in 1998, originally from a 1958 keynote, and they’re even more relevant today.

• Speak and think first of the other fellow. Do unto others as we would have them do unto you.

• Build up the other person’s sense of importance. This builds rapport and trust. Resist the urge to ‘tear down’ or become prideful.

• Respect the other person’s differences in all ways. Learn and grow from them. Allow people to be who they are, and meet them where they are.

• Be sincere in appreciation. Recognize others and give authentic praise, not empty accolades.

• Eliminate the negative. Criticism seldom builds relationships. Constructive feedback is the cornerstone for growth, yet, only if given in love.

• Avoid openly trying to ‘reform people.’ Every person knows that he/she is not perfect.

• Try to understand, truly understand, the other person. Empathy is key.

• Check first impressions and rash assumptions. Try to follow Abraham Lincoln’s instructions: “I do not like that man… so I will try to get to know them better.”

• Take care of little details, like our tone of voice, our smile, the way we greet people … these little things can make a huge difference.

• Develop a genuine interest in people. Sincerely desire to get to know others.

So, from my perspective, ‘life wisdom,’ as offered by Dave Packard, equates to career wisdom. From my perspective, the integration of two is the basic manifestation of alignment, which is the core tenet of my company and my methodology.

Q4. Your “Is This Seat Taken?” trilogy received endorsements from thought leaders such as Stephen Covey, John Maxwell, and Marshall Goldsmith. How did writing these books deepen your understanding of personal and professional reinvention, and how do you see your readers applying these lessons in their own leadership journeys?

Kristin Kaufman: Writing these books was cathartic for me. The thoughts and concepts became cemented through my exploration and writing of them.

The first book, Is This Seat Taken? The Random Encounters that Change Your Life, grew from stories I collected over time, showing how chance meetings can shape our lives.

The second book, Is This Seat Taken? It’s Never Too Late to Find the Right Seat, was actually written as a direct request from my clients. It came from the harsh realization that many individuals find themselves in a position in life not planned, expected, or desired. It shares stories of people who reinvented their lives and careers later in life, some even starting at 87, proving it’s never too late.

The third, Is This Seat Taken? No, I Saved It for You, is my most personal. It explores growth through living in the present and recognizing our shared human experience, and it ends with a workbook to help readers find alignment.

In a nutshell, these books offer insights into my beliefs that there are four basic pillars to finding and embracing alignment:

1. Success is personal; it begins with self-awareness and creating our own benchmarks.

2. Encounters are never random; each one can spark meaningful events.

3. We always have the power to choose our attitude, no matter the circumstances.

4. Life itself gives us purpose, and it’s never too late to fulfill our destiny.

Q5. Many organizations you work with, from healthcare systems to Fortune 500 firms, are facing increasing complexity and disruption. What strategies do you use to help leaders and teams stay aligned in environments where change is constant and often unpredictable?

Kristin Kaufman: In leadership, when a team is only 80-90% aligned, it will cost you 100% of the momentum and propulsion of the team and organization.

Make no mistake, alignment does not mean agreeing on every single thing. It DOES mean that the leadership team and the board of directors are 100% aligned around the mission, vision, strategy, culture, and execution… so that all these aspects row in the same direction.

Just like an Olympic rowing team, even a millisecond of misalignment can cost a podium finish.

My role is to ask tough questions, guide complex discussions, and help leadership, the C-suite, and the board align on shared goals, even when tradeoffs are required.

These questions focus on three areas: Strategic Alignment (where we’re going), Leadership Alignment (what we’re doing together), and Operational Alignment (how we’re doing it). They address strategy, capital allocation, metrics, risk, culture, and whether systems drive the right behaviors. There’s no single formula because each organization’s path is different.

Since nothing is permanent, we must constantly stay aware, adapt quickly, and remain agile to stay relevant and competitive.

Q6. Looking ahead, how do you envision the role of alignment evolving as organizations become more global, diverse, and digitally driven? What core principles will remain timeless, and where do you see new opportunities for innovation in leadership development?

Kristin Kaufman: The basic core tenets of strong global companies will remain, especially in the fast-changing market climate. They are fairly basic, yet the ‘shiny objects’ can often distract leaders from keeping them as priorities. Things like:

• Keeping centered on WHY we do what we do. Simon Sinek nailed this perspective, and it will remain a non-negotiable going forward.

• Keeping our customers at the center by building loyalty, ensuring satisfaction, and turning them into fans.

• Remaining agile, data-driven, financially disciplined, and innovative is the ‘ticket to entry’ in today’s world. All the decisions in these areas need to feed into and support an aligned strategy to the common vision and mission for the organization.

Yet, it is the HOW that will change. AI and new technology are essential, as are flexible work models and talent development. Emotional intelligence, compassion, empathy, and vulnerability will increasingly hold organizations together. Leaders must remain open, agile, and adaptable.

Finally, I believe as human beings, we have the greatest opportunity to grow and build capacity within ourselves and our teams. Humans will always be central to work, making soft skills vital. Personal growth, self-awareness, and honesty now matter more than command-and-control approaches. Leaders who align empathy with genuine influence to build authentic, mutually beneficial relationships will outperform AI and automation.

Summary

Kristin Kaufman is here to show that leadership is not about titles or positions but about purpose, clarity, and the courage to align action with belief. Through Alignment, Inc.®, she has shown individuals and organizations how to connect with their values and translate them into meaningful outcomes. Kristin’s work has crossed industries and changed lives as she has guided Fortune 500 companies and helped public school leaders rethink education. Her books offer stories of transformation and second chances that inspire readers to view their own potential in a new light. Kristin offers a grounded alternative to fast-paced leadership: slow down, reflect, and build from the inside out. According to her, alignment is a lifelong practice that leads to resilience and a lasting impact.

Disclaimer: The information provided is for general informational purposes only and is not intended as professional advice. Readers should consult with qualified professionals for guidance related to leadership, organizational development, or any other business-related decisions.