1. Agile Musings by Jack Wendel
Creating Team Unity
Obtaining team unity is critical in driving success, especially in an agile environment. But
before we discuss unity we must first define it. There are three levels of unity a team can
achieve:
1) Acceptance – team members acquiesce to the will of the leader. This is the
lowest level of unity.
2) Agreement – The team agrees with the decision of the leader. The disadvantage
of agreement is that disagreements often happen after the initial discussion
concludes.
3) Alignment – The team is fully committed to the vision and outcome.
A key distinction with alignment is that it does not require a consensus of opinion. And
even though some team members may disagree with the decision, they can still align
with the decision because it may be best for the team or simply be one of many viable
options.
A simple example of alignment would be the decision on a logo. There may be multiple
designs and many may be good but, in the end, a single design must be chosen. In this
case team members may have a favorite. But if the design chosen is not the favorite of a
team member, that member can still choose to align with the design that was chosen. In
this case the team member has put the team above themselves and chosen to align with
the final decision even though it is not their favorite logo design.
A key point that is often missed by leaders is that they must not go first while discussing
options or opinions in the decision making process. If the leader expresses their opinion
first it may result in other team members shutting down simply because their opinion
differs from that of the leader. The end result is that team members may not give an
honest response due to a self-imposed desire to simply agree with the leader. By waiting
to express their opinion, the leader fosters more open discussion and communication.
Additionally team members feel like their opinions are heard and valued if there is not an
expressed preference shown before discussions begin.
The good thing about the approach of achieving alignment is that it can easily be applied
in all areas of your life. As long as you are interacting with other people, this concept can
be applied to achieve team unity and the desired results.
There are five steps to create alignment:
1) Discuss the three levels of unity with those involved. Emphasize that the end
goal is alignment, not simply acceptance or agreement.
2) Clearly articulate your vision, strategy or program. Having a common goal can
often help to overcome lack of agreement and still achieve alignment. People
really need to understand the “why” behind a decision in order to fully align with
it.
3) Create an environment that is safe for dissent. This is the leader’s role. The
leader must exercise self-control and resist the urge to react negatively towards
differing positions expressed during discussions. Strong reactions to opposing

2. opinions send the message to the team that expressing differing opinions will
have negative consequences and will result in team members shutting down
during discussions. Even something as simple as a facial expression can send a
negative message to the team. In fact, a leader should go so far as to affirm any
opinion that is contrary to theirs. This reinforces to the team that it is safe for
dissent, there are no negative consequences and people will feel increasingly
free to express their opinions. It is in this environment that innovation thrives.
4) Take time to consider your decision. Options must receive proper evaluation so
that the final decision is neither impulsive nor results in procrastination.
5) Announce your decision and seek alignment. Reinforce to the team that you
gave all options proper consideration before coming to a final decision. Ideally
each team member should be asked for their alignment with the decision. While
not absolutely necessary, discussing with the team why you came to the specific
decision often aids in achieving alignment.
Note that alignment often is not a one-time event but an ongoing process. This is
especially true if obstacles are encountered. These challenges may cause team
members to question the decision and current direction. It is especially crucial during
these times to discuss the situation with the team and have the team members reaffirm
their alignment.
In order to achieve exceptional results, it is crucial that the leader create an environment
of trust. But trust goes both directions. It is not enough to create the environment of trust
that results in open dialog; the leader must also create trust by being open and
transparent in the decision making process. It takes an exceptionally strong leader to be
willing to “lay all their cards on the table” and explain why they came to their final
decision. The leader does not need to defend their decision but to simply explain it.
As a leader don’t settle for agreement but drive for alignment. Obtaining team alignment
is a critical step in achieving exceptional results.