Don’t “Align Comms” - Align Meaning

Hook: Leadership alignment isn’t about repeating the same message - it’s about creating shared understanding that drives trust and action.

Value Summary: Many organisations focus on surface-level unity, where teams deliver consistent messages but lack true understanding. This approach often leads to confusion, disengagement, and inefficiency. Instead, leaders should prioritise co-creating meaning with their teams, fostering collaboration and trust. Research shows companies with aligned leadership teams are twice as likely to outperform financially, and those with high alignment see 58% faster revenue growth and 72% higher profitability.

Quick Overview:

• The Problem: Superficial alignment creates fragile teamwork and miscommunication.
• The Solution: Co-create meaning by involving teams in shaping strategies and decisions.
• The Benefits: Increased engagement, better decision-making, and stronger team performance.
• How to Do It: Use workshops, open forums, and foster psychological safety.

Bridge: Let’s explore how co-creating meaning can transform leadership and team dynamics.

Why Leadership Communication Fails and Three Strategies to Fix It | Humanizing Work Show

The Risks of Forcing Communication Alignment

When leaders focus too much on keeping messages consistent without fostering real understanding, they risk creating a fragile and ineffective foundation. While this might seem efficient on the surface, it often leads to deeper, more persistent challenges.

Common Pitfalls of Forced Alignment

When employees feel their voices are ignored or undervalued, disengagement quickly follows. Research shows that 34% of employees would prefer to switch teams or even leave their organisation rather than share their concerns, while 86% believe their input is not treated fairly. This lack of trust and openness causes team members to retreat, breaking down communication and collaboration.

Over-alignment can also make organisations blind to problems and resistant to change. Teams locked into rigid messaging struggle to adapt to unexpected shifts. Without a shared understanding of the principles behind decisions, they lack the flexibility to adjust effectively. This rigidity not only stifles motivation but can also damage client relationships. Leaders who prioritise controlling the message over fostering dialogue often find themselves managing frustrated, disengaged teams.

As Simon Sinek puts it:

"When you explain to people what you're trying to do, as opposed to just making demands or delegating tasks, you can build instant trust, even if it's just for that short time you're on the phone."

Miscommunication and a lack of shared understanding also lead to inefficiencies, such as duplicated efforts and missed deadlines. These issues erode morale and performance, creating a ripple effect throughout the organisation. The table below highlights the stark differences between forced communication and co-created meaning.

Comparison: Forced Communication vs. Co-Created Meaning

This comparison underscores how co-created meaning fosters engagement, creativity, and trust - qualities essential for long-term success.

The impact of these approaches becomes even clearer when looking at the numbers. Organisations with well-aligned leadership teams experience, on average, a 39% increase in employee engagement and 22% higher profitability. However, for alignment to deliver these benefits, it must be built on genuine understanding, not just surface-level agreement.

Interestingly, research shows that teams with moderate levels of task-related conflict outperform both overly aligned teams and those in constant disagreement. A healthy amount of tension, driven by diverse viewpoints, prevents complacency and encourages innovative thinking.

Finally, consider this: 97% of employees and executives agree that a lack of alignment directly impacts project outcomes. Forced alignment might create the illusion of unity, but it often undermines the shared understanding needed for true success.

Co-Creation as a Leadership Tool for Lasting Alignment

Co-creation redefines leadership by shifting the focus from top-down directives to a collaborative approach where meaning and direction are shaped together. Instead of simply delivering decisions, leaders who embrace co-creation invite their teams to actively participate in defining the organisation’s path. This method fosters a deeper understanding, stronger commitment, and alignment that can endure through times of change. The result? Teams not only feel more connected but also deliver measurable improvements in productivity and innovation.

The strength of co-creation lies in its ability to combine collective intelligence with genuine buy-in. A great example of this is 20th Century Fox’s redesign of their centralised digital supply chain. They centred their efforts on a simple yet powerful vision: "Make each film or TV element once – then use it everywhere." Through regular discussions and collaborative problem-solving, they built trust and laid the groundwork for sustainable digital growth.

Why Co-Creation Works

Co-creation offers benefits that traditional alignment methods often fail to achieve. Research shows that teams working well together are 50% more productive, yet only 20% of employees feel connected to their organisation’s culture. Co-creation bridges this gap by creating meaningful links between individual contributions and the organisation’s broader purpose.

One of its standout advantages is the ability to uncover fresh perspectives by involving diverse stakeholders. When leaders include their teams in discussions about the organisation’s mission and objectives, they tap into insights that might otherwise remain hidden. This approach often leads to stronger solutions and creative ways to tackle challenges.

Involving employees and end-users in development also reduces costs, lowers risks, and results in more practical solutions. Instead of guessing what might work, leaders can test ideas and refine strategies based on direct feedback from those who will implement them.

Perhaps most importantly, co-creation strengthens team bonds by engaging individuals who understand their strengths and feel valued. When people see that their expertise matters and their voices are heard, they naturally become more engaged. This creates a positive cycle - greater participation leads to better outcomes, which in turn encourages further collaboration.

The authenticity that stems from co-creation is something traditional communication methods simply cannot replicate. It builds trust, transparency, and a sense of shared purpose between the organisation and its stakeholders. Alignment achieved through shared creation resonates deeply because it reflects genuine collaboration rather than imposed directives.

Leadership Behaviours That Enable Co-Creation

For co-creation to thrive, leaders need to adopt behaviours that encourage collaboration and trust.

Leaders embracing co-creation must shift from a directive style to one that relies on influence and facilitation. Rather than exercising authority, they build credibility through competence and care. This involves guiding teams to uncover their potential rather than dictating solutions.

At the heart of co-creative leadership is trust and transparency. This means fostering open conversations, setting clear expectations, and following through visibly on commitments. By sharing not just decisions but the reasoning behind them, leaders create the psychological safety necessary for team members to voice ideas and challenge assumptions.

Listening deeply is another critical skill for co-creative leaders. It’s not just about hearing words but understanding the underlying concerns, motivations, and possibilities. This level of listening can help avoid conflicts and reveal insights that reshape how problems are addressed.

Co-creative leaders also excel at building a shared vision. They invite team members to help shape the organisation’s direction and co-develop a clear picture of success. Instead of presenting a polished vision, they provide frameworks that others can build upon, ensuring everyone understands both the goals and their significance.

"To me, Co-Creative Leadership is a mindset to adopt. It is about harnessing the brainpower and knowledge of the people around you."
– Steffan Surdek, Leadership Coach

These leaders strike a balance between sharing their vision and allowing others to refine it. They present ideas as starting points, not final answers, and openly welcome input. This approach requires confidence in the overall direction and humility to adapt based on feedback.

Additionally, co-creative leaders use the process as an opportunity to develop their teams’ skills. By involving employees in strategic thinking, problem-solving, and decision-making, they help build capabilities that strengthen the organisation as a whole.

The most effective co-creative leaders operate with a mindset of mutual success, seeking solutions that benefit everyone involved. They take the time to understand different perspectives and work towards outcomes that address multiple needs, rather than enforcing pre-determined decisions.

Finally, these leaders model collaboration by actively seeking ideas, participating in team activities, and staying open to learning from others. They show that leadership isn’t about having all the answers but about creating an environment where the best ideas can emerge from any corner of the organisation. This ensures that the shared meaning created through co-creation remains central and enduring in their leadership vision.

Practical Methods for Building Shared Meaning as a Leader

Turning theory into action is where leadership truly shines. By using practical methods, leaders can create shared meaning within their teams. These approaches build on the earlier discussion of co-created meaning and provide actionable steps to bring it to life.

Run Workshops to Develop Shared Understanding

Workshops are a great way to bring teams together to co-create meaning, rather than just passively receiving it. They tap into both individual and group creativity while nurturing collaboration skills.

The most effective workshops strike a balance between outcomes, process, and relationships. This means focusing not only on what the team aims to achieve but also on how they interact and the connections they build. Such sessions encourage participants to explore both the visible and hidden aspects of complex systems, reflect on different perspectives, and engage in meaningful self-reflection.

Here are a few workshop ideas that can make a real impact:

• Vision board workshops: These sessions help teams visually map out collective goals and aspirations. They take abstract ideas and turn them into something tangible, giving everyone a clear sense of direction.
• Storytelling workshops: These focus on helping leaders and teams craft compelling narratives about their work. By connecting daily tasks to the organisation’s broader mission, storytelling can inspire and motivate.
• Ethical decision-making scenario workshops: These sessions challenge teams to navigate complex ethical dilemmas together. They help establish shared values and frameworks for decision-making that can be applied in real-world challenges.

Workshops that emphasise small group activities encourage open communication, collaborative problem-solving, and collective goal-setting. By valuing every voice, they promote active listening and create an environment of psychological safety.

"Facilitative Leadership™ is more than a skill-building workshop – it is a movement that has the potential to make a huge impact." – Elena Letona, Executive Director, Neighbor to Neighbor

Set Up Regular Forums for Open Communication

Alignment isn’t a one-time event; it needs constant nurturing. Regular forums provide a space for teams to refine their shared understanding and address new challenges as they arise.

• Town hall meetings: These are excellent for fostering two-way dialogue between leaders and employees. They work best when they go beyond simply sharing information and instead encourage meaningful conversations about the organisation’s direction and challenges.
• Digital platforms: These tools allow discussions to continue outside scheduled meetings, enabling team members to share ideas and feedback whenever inspiration strikes. However, while technology is helpful, it should complement - not replace - face-to-face interactions.

The best forums share a few key traits: they value feedback, welcome diverse viewpoints, and ensure employee input shapes decisions. By keeping communication open and interactive, leaders can engage their teams and maintain alignment with ongoing initiatives.

"A clear vision inspires, but it's consistent, empathetic communication that turns vision into action and creates lasting alignment." – Adam Kerr, Consultant, Dialogue

To make these forums effective, leaders and managers need to develop strong facilitation skills. This includes encouraging participation, asking questions that uncover different perspectives, and responding constructively to feedback - even when it’s challenging.

Create Psychological Safety for Honest Dialogue

A team’s ability to build shared meaning depends heavily on psychological safety. Without it, even the best workshops and forums will fall short. Psychological safety ensures that team members feel secure enough to speak up with ideas, questions, concerns, or even mistakes, without fear of judgement or punishment.

This atmosphere is essential for co-creation, as it allows people to contribute openly and authentically. Leaders play a key role in setting the tone, but it’s a collective effort to maintain a supportive culture.

Here’s how leaders can help create psychological safety:

• Model vulnerability and authenticity: By sharing your own challenges and mistakes, you show that it’s okay not to have all the answers. This openness encourages others to do the same.
• Encourage open discussions: Create a space where team members feel comfortable disagreeing constructively, even with you. Pay attention to how you react to feedback to ensure you’re not inadvertently discouraging others from sharing their views.
• Foster empathy among team members: Provide opportunities for people to understand each other’s perspectives and experiences. When team members feel understood and valued, they’re more likely to raise concerns and challenge the status quo, which can lead to growth and innovation.

"It describes a team climate characterized by interpersonal trust and mutual respect, in which people are comfortable being themselves." – Amy Edmondson

Leaders should also address stress and wellbeing proactively, offering resources to help employees manage pressure and maintain a healthy work–life balance. Younger generations, in particular, place a high value on psychological safety when choosing workplaces, making it a vital factor for attracting and retaining talent.

A truly safe environment requires commitment from everyone. Both leaders and team members need to hold each other accountable for maintaining a space where honest dialogue can thrive.

Measuring Success: How to Check Meaningful Alignment

Creating shared meaning is only part of the equation - evaluating its impact is just as important. Without proper assessment, even the best alignment efforts can stray off course. The goal is to go beyond superficial metrics and focus on indicators that reflect genuine understanding and collaboration. Here’s how to identify and measure meaningful alignment in practice.

Signs of Successful Meaning Alignment

When alignment is in place, it becomes evident in how teams function daily. The clearest signs aren’t just in what’s said during meetings but in how team members handle challenges together.

✓ Proactive problem-solving: Teams no longer wait for instructions. Instead, they tackle issues head-on, proposing solutions and taking ownership of outcomes. This shared sense of responsibility builds both accountability and motivation across projects.

✓ Clear and natural communication: Aligned teams communicate priorities effectively, making conversations more productive and reducing misunderstandings. This clarity also speeds up decision-making, as everyone shares an understanding of goals and objectives.

✓ Adaptability during change: When circumstances shift, aligned teams adjust seamlessly without losing focus. Their shared understanding allows them to pivot quickly and make decisions with confidence.

Other indicators include improved productivity, faster decisions, and creative problem-solving. Teams also tend to report higher job satisfaction when their efforts are aligned with organisational goals and when they feel their contributions are recognised. On the flip side, warning signs like conflicting priorities, unclear roles, overlapping projects, and a general sense of busyness without meaningful progress suggest a lack of alignment.

Tools for Measuring Alignment

To measure alignment effectively, combine quantitative data with qualitative insights. A mix of methods ensures a fuller picture of how well shared meaning is taking root.

• Pulse surveys: These short, frequent surveys provide a quick way to track alignment. They can help you understand if employees feel heard, grasp priorities, and see how their work connects to larger goals.

• 360-degree feedback: Gathering input from peers, subordinates, and managers offers a well-rounded view of alignment. It highlights gaps between what’s intended and what’s perceived.

• Retrospectives: Team reviews focused on specific examples of successes and challenges can uncover areas needing clarity, offering actionable insights for improvement.

• Performance metrics: Metrics tied to shared goals across departments can show measurable progress. For instance, research shows that companies with aligned, engaged employees achieve 21% higher profitability, while organisations with aligned goals see 58% faster revenue growth.

• Feedback loops: Regular opportunities for team members to give and receive feedback help catch misalignments early. Anonymous mechanisms, like surveys, encourage openness and reduce bias.

These tools not only confirm alignment progress but also provide guidance for refining strategies over time.

Maintaining Meaningful Alignment Over Time

Alignment isn’t a one-and-done effort - it requires ongoing attention and adjustment. As organisations grow and evolve, the shared meaning that once united teams needs regular updates to remain relevant.

Regular reflection sessions allow teams to revisit their shared understanding and adjust it to current priorities. These focused discussions are more practical than lengthy strategic planning exercises and ensure alignment stays fresh.

Continuous monitoring can be built into everyday operations. This might involve structured feedback during team meetings, regular check-ins, or dashboards that flag when teams begin to drift apart.

Consistent leadership plays a vital role. Leaders who openly communicate priorities, challenges, and progress help maintain alignment by ensuring everyone understands not just what they’re working on, but why it matters.

Finally, trust is the foundation of sustained alignment. When trust is high, team members feel safe speaking up about concerns, creating an early warning system to address issues before they escalate. Celebrating milestones and recognising individual contributions also boosts morale and reinforces the practices that support shared meaning.

Ultimately, the most effective organisations view maintaining alignment as an ongoing leadership responsibility. They embed reflection and recalibration into their routines, ensuring that shared meaning evolves alongside their goals and the changing environment.

Conclusion: From Communication to Shared Meaning

Great leadership isn’t just about delivering the same message to everyone - it’s about creating shared understanding that inspires genuine commitment. Instead of focusing solely on how well messages are delivered, successful leaders work to help individuals see their unique contributions within the organisation’s broader vision. This approach fosters a truly collaborative environment where co-creation becomes the driving force.

As discussed earlier, co-creation is the cornerstone of meaningful alignment. When leaders actively involve their teams in shaping the organisation’s mission and goals, they unlock higher levels of engagement, productivity, and creativity. This process doesn’t just connect people to a purpose - it encourages natural commitment, replacing compliance with genuine enthusiasm.

The numbers make a strong case. Organisations that prioritise trust through co-creative practices see a 50% boost in team productivity. Teams that communicate regularly can achieve a 25% productivity increase. Perhaps most strikingly, leaders who build trust are 47% more effective in securing commitment from their teams. These statistics highlight the difference between teams that merely get by and those that truly excel.

"A team aligned behind a vision will move mountains." – Kevin Rose

The old top-down leadership model just doesn’t work anymore. Today’s workforce values autonomy and purpose, which calls for leaders who can embrace collaboration and openness - both in their own mindset and in how they guide others. This shift requires leaders to prioritise listening over dictating and to actively create environments where collaboration thrives.

To succeed, leaders must go beyond simply seeking input - they need to cultivate trust by aligning their actions with their words. This involves creating spaces where dialogue flows freely, feedback is welcomed, and team members feel empowered to explore bold ideas without fear [13, 73]. It’s about building an atmosphere where creativity and trust fuel one another.

By moving from message alignment to shared meaning, leaders can reimagine teamwork. Open conversations and collaborative practices build resilient teams that adapt to challenges while maintaining focus and energy. With only 21% of employees globally feeling truly engaged at work, this shift offers a powerful way to tap into the hidden potential within every team.

The decision is straightforward: stick with traditional communication strategies and hope for compliance, or embrace shared meaning to cultivate exceptional teams that thrive. The choice is yours.

FAQs

How can leaders use co-creation to establish shared meaning within their teams?

Leaders can build shared meaning through co-creation, involving their teams in open and collaborative discussions to shape common goals and values. This inclusive approach allows everyone to share their perspective, encouraging mutual understanding and a deeper sense of commitment.

To keep this alignment strong as team dynamics shift, regular check-ins and joint decision-making are key. By promoting shared responsibility and ongoing contributions, leaders can nurture a more connected and goal-oriented team environment.

What challenges might organisations face when shifting from enforced communication to co-created meaning?

Organisations transitioning from traditional, top-down communication to a more collaborative approach of co-creating meaning often face a set of unique challenges. One of the main hurdles is finding the right balance between maintaining consistent messaging and allowing the openness necessary for co-creation. Without careful management, this shift can lead to confusion or a consensus that feels tenuous and easily disrupted.

Another significant obstacle lies in bringing together a variety of stakeholder perspectives and expectations. Differences in organisational culture, communication preferences, and priorities can act as roadblocks to smooth collaboration. Addressing these issues demands strong leadership, a flexible mindset, and a genuine commitment to building trust and mutual understanding. It’s not just about talking - it’s about listening and aligning.

While embracing co-creation can lead to richer engagement and stronger alignment with stakeholders, the journey requires patience, dedication, and a well-thought-out plan to succeed.

Why is psychological safety vital for teamwork, and how can leaders cultivate it effectively?

Psychological safety plays a critical role in effective teamwork. When team members feel safe to share their ideas, take risks, and communicate openly without fear of criticism or negative consequences, it fosters an atmosphere where creativity and collaboration can flourish. This, in turn, drives stronger engagement and enhances overall team performance.

Leaders can nurture psychological safety by focusing on the following:

• ✓ Encouraging open dialogue: Actively invite diverse viewpoints and genuinely listen to what others have to say.
• ✓ Demonstrating vulnerability: Be open about your own mistakes and show a willingness to learn from them.
• ✓ Offering respectful feedback: Deliver constructive criticism in a way that supports growth and maintains respect.
• ✓ Promoting trust and inclusion: Recognise and value the unique contributions of each team member.

When leaders prioritise these behaviours, they lay the groundwork for a team culture rooted in trust, continuous learning, and mutual respect - key ingredients for cohesive and effective teamwork.

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