Alignment: What is it? Why do teams need it? How do teams get it?

Alignment can be stated as simply as, “Hold the rope and don’t let go!”

Or as densely as “The realization relationship between business process models and goals is critical to strategic alignment analysis such that… A process P with a set of end effect scenarios EP , realizes a goal G, if and only if an end effect scenario of P entails G, i.e., ∃ϵ ∈ EP s.t. ϵ |= G” (Strategic Alignment of Business Processes, Morrison, Ghose, Dam, Hinge, Hoesch-Klohe, 2001).

While there may be 50 ways to define alignment—from hold-the-rope simple to what-do-those-symbols-mean complex—agreeing to what it means for your team is critical for success. A tidy way to view team/organizational alignment is provided by Torbin Rick in his 2013 post The Importance of Organizational Alignment, “The strategy path defines what needs to be done; the culture path emphasizes how things are normally done. The best companies maintain an alignment between the two paths.” Harmony between the what and the how. Here’s a pretty picture of what this alignment might look like:

Alignment often is described simply as everyone on a team moving in the same direction or everyone in a group understanding and agreeing to move in the same direction. But imagine if you and your crew set a goal of voyaging to a distant place on the map, then set off after agreeing to head south. You’d eventually get somewhere southerly, but you’d probably learn along the way just why there are 360° on a compass and not just the four cardinal points. You’d learn the utility of getting specific about exactly where you’re going—as in defining the degree, minutes and seconds of longitude or latitude—and just how you’ll get there—as in deciding who’s going to navigate, steer, clean, cook, fish, sit watch and bail (if necessary). You’d likely also discover, if only by accident, the values and beliefs brought aboard by your crewmates, as well as the value of committing to agreements around resource use, how to settle disagreements or safety protocols, et cetera.
In other words, alignment is much more than just having everyone on the team agreeing to move off in the same general direction. After all, most teams are charged with a greater mission than just crossing the street together.
At the most elemental level, every successful individual or team endeavor has three key components: Vision, Alignment and Execution. Notice that Alignment comes after you define a Vision but before you begin to Execute. I would argue that without a clear vision of what success will look like when all the hard work pays off, alignment is virtually impossible to achieve, i.e., without a vision, what compelling, motivating, sustaining idea would there be to align around? And without alignment, there can be lots of action (sound and fury signifying nothing?), but not purposeful, sustainable, effective execution.

Every team beginning its exploration of alignment must begin with a discussion of its goals, individual roles, how it intends to handle interpersonal relationships and what practices and processes it agrees to. This discussion should establish and codify the team’s vision, values, mission, incremental goals, team agreements around norms, roles and interactions (often conflict resolution), measurement and accountability processes.
This discussion also will likely require addressing the difference between alignment and agreement. Team members need to understand that they can disagree with a group decision, but still must agree to uphold the decision because of the importance of team alignment in successful execution.
A hallmark of high performing teams is that they pull together, even when they don’t all agree. And they don’t come by this skill by accident—they practice it.

How to practice getting alignment to show up

In designing many team engagements over the years, I have found several group activities that put the focus squarely on the role alignment plays in effective execution and team success, and give teams fun, memorable ways to practice getting it to show up.

Here are a few of my favorites:

1. Silent Birthday (5 minutes)
A. Benefits: This is a good ice-breaker as it forces the team to communicate differently right away, it forces eye contact and intense focus on the individual while maintaining group awareness as it reveals something personal about each participant.
B. Objective: Line up in chronological order (from Jan. 1 thru Dec. 31) by birth month and day.
C. Process: Before beginning, one or two participants volunteer or are selected to be blindfolded throughout the activity. As the name implies, this activity is to be done in complete silence. Starting from a circle, the team communicates their birth month and day to create a shoulder-to-shoulder, chronological line. When the line is complete, and all participants are in chronological order, they will be instructed by the facilitator to state their birth month (beginning with January) and birth day, from one end of the line to the other.
D. Debrief: How did the team do in aligning around mission and goal? How well did the team execute on the mission and goal? What were the notable successes (what did team do really well)? What emerged as notable areas for improvement (where were the breakdowns)? Where did you see disconnect or lack of harmony in this team’s alignment? What was learned from this exercise that will stick with you?

2. Helium Stick (10-15 minutes)
A. Benefits: Reinforces need for clear communication, alignment on the mission and a course of action, constructive interaction/conflict resolution, and adaptability to challenges that emerge.
B. Objective: As a coordinated unit, place the Helium Stick on the ground.
C. Process: Team splits into two approximately equal groups. The groups form two lines and face each other, about three feet apart. Participants bend their elbows so that forearms are parallel to the floor, at about waist-height, and palms are facing down so that arms form a “zipper” with the group they are facing. Participants then make a fist (palms still facing down) and extend their index fingers on both hands. The Helium stick is then laid across participants’ extended index fingers. Once the stick is parallel to the floor and touching all index fingers, participants are instructed to lower the stick to the floor without any of their fingers breaking contact with the stick. Reinforce that, for this exercise to be effective, everyone’s index fingers must stay in constant contact with the stick. Allow for group discussion and adjustment between attempts.
D. Debrief: How did the team do in discussing and aligning around mission and goal? How well did the team execute on the mission and goal? What were the notable successes (what did team do really well)? What emerged as notable areas for improvement (where were the breakdowns)? Where did you see disconnect or lack of harmony in this team’s alignment? What was learned from this exercise that will stick with you?

3. Gutter Ball (20-30 minutes)
A. Benefits: Reinforces need for clear communication, alignment on mission and tactics, constructive interaction/conflict resolution, and adaptability to challenges that emerge.
B. Objective: Move a series of different size balls from one bucket to another using only gutters and without dropping or touching any of the balls while they are in the gutters.
C. Process: Team splits into two approximately equal groups. If using gutters with four strings, one person from each group shares a single gutter; if using pieces of wood for gutters, each participant picks up a single piece of wood. Once participants have gutters in hand, the groups form two lines facing each other, about three feet apart, starting at the bucket with the balls in it. One participant is selected to place a ball in the first gutter. That person rejoins the team by taking their place at a gutter. The team then rolls the ball thru the gutters until they can dump it in the target bucket. Gutter-holders are not allowed to travel/walk if the ball is in their gutter. If a ball falls to the floor, it is returned to the starting bucket before another attempt is made. NOTE: Activity can be timed for inter- or intra-team challenge.
D. Debrief: How did the team do in discussing and aligning around process and tactics? How well did the team execute? What were the notable successes (what did team do really well)? What emerged as notable areas for improvement (where were the breakdowns)? Where did you see disconnect or lack of harmony in this team’s alignment? What was learned from this exercise that will stick with you?

4. Marshmallow Challenge (30 minutes)
A. Benefits: Reinforces need for clear communication and planning, alignment on roles and process, careful resource management, constructive interaction/conflict resolution, and adaptability to challenges that emerge thru setbacks and rigid deadline.
B. Objective: Build the tallest possible free-standing tower out of the resources provided, in 18 minutes, with the marshmallow at the top.
C. Process: Team will be divided into two or more approximately equal groups (small group size is best to ensure individual participation). Each group will be provided with 20 strands of spaghetti, three feet of string, three feet of tape and one marshmallow—no other material or object (including the floor or table as an attachment point) may be used. The entire, intact marshmallow must be on the top of the structure. Cutting, tearing or eating part of the marshmallow disqualifies the team. Breaking, cutting and tearing of building supplies (except the marshmallow) is allowed. When time ends precisely at 18 minutes, teams must step immediately back from their towers. Those touching or supporting the structure at the end of the exercise will be disqualified. The tallest tower wins (as measured from base to top tip of marshmallow).
D. Debrief: How did the team do in discussing and aligning around roles, tactics, process, resource management? How well did the team execute on the what it agreed to? What were the notable successes (what did team do really well)? What emerged as notable areas for improvement (where were the breakdowns)? Where did you see disconnect or lack of harmony in this team’s alignment? What was learned from this exercise that will stick with you?

5. Team Bridge Building (1 hour)
A. Benefits: Reinforces need for clear communication (written and verbal), pre-planning and strict process management, strong alignment on plans and processes, careful management of resources and time, constructive interaction/conflict resolution, and adaptability to challenges that emerge thru technical setbacks and rigid deadline.
B. Objective: Two sub-groups of same team attempt to build identical halves of a free-standing bridge—out of eyesight of each other—and join them together at end of exercise. Extra points if bridge can hold weight (most weight wins!).
C. Process: Entire group will be divided into two or more approximately equal teams (8-12 people on each team works well). These teams will then be divided into two or more approximately equal sub-groups (of about 4-6 people). The teams/sub-groups are told they will be working together but in separate spaces, so they cannot see each other’s structures at any time during construction. During the build, sub-groups must rely on their communication skills to stay in alignment using one of these modalities…
a) Phone calls (2 calls for 2 mins.) where one member from each sub-group will meet in a neutral location, sit with their backs to each other and discuss the build (only words are shared).
b) Text messages (2 msgs.) where sub-groups will use the facilitator to deliver 120-character text messages between them.
c) Email (2 msgs.) where sub-groups will be allowed to use unlimited verbiage (no drawings) to share information.

Timing will be as such…

a) 5 minutes for activity brief and set-up.
b) 10 minutes for group discussion, planning and design. This phase is critical to developing and agreeing to the same design and aligning on how communication/check-in will take place during the build.
c) 30 minutes to complete the build.
d) 5 minutes to join sections.
e) 10 minutes for review and testing.

Materials…

a) Each team and sub-group will be provided access to the same amount of the following resources—foam core board (¼” thick), rolls of white duct tape, rolls of string, sheets of paper, scissors, box cutters, marker pens, tape measure and other fun items such as toy cars, Lego, toy bricks, straws, pipe cleaners, etc.

Reveal…

a) At the end of the 30-minute build period, participants will be asked to immediately step back from their bridge sections. The teams will then gather in one room with their bridge sections. Each team will have 5 minutes to assemble their sections for review and evaluation by the whole group.
b) Optional—strength testing will be done by the facilitator using full water bottles.
D. Debrief: How did the team do in discussing and aligning around roles, tactics, process, resource management? How well did the team execute on the what it agreed to? What were the notable successes (what did team do really well)? What emerged as notable areas for improvement (where were the breakdowns)? Where did you see disconnect or lack of harmony in this team’s alignment? What was learned from this exercise that will stick with you?

By Craig W. Culp, PCC
craig@creativeleadershipalliance.com