Pitstops > Pitstop to Align™

Alignment: How clear are your people on the Top 3-5 business priorities & results at this time?

Leaders are often surprised, even frustrated, by the answer to this question. That is because data puts clarity regarding priorities and results (i.e. alignment) at a disappointing 63% for most units and teams.

Alignment tops the list of performance losses for many projects & teams. However, ‘getting it right’ can have a transformative effect.

How could alignment boost your team?

Pitstop to Align™ boosts alignment by up to 25% over a period of 4-6 weeks, driving ownership, collaboration and performance as a result. 

Alignment is key to responding with speed and agility to the challenges presented by increased economic uncertainty, the opportunities too.

Is Everybody Pulling Together?

However, just when alignment is most needed, short term pressures, hybrid working ad concerns about engagement risk pulling people in different directions.

What is Misalignment Costing You?

Units or teams with 75%+ alignment are rare.  Yet, even such above average teams can be up to 25% misaligned, where:

  • One in 4 people (25%) may be pulling in a different direction
  • Up to 25% of management time & attention is misdirected
  • Up to 25% of resources are underutilized or even wasted
  • Responding to opportunities & threats is 25% slower.

In a fast-moving environment change is inevitable, with priorities shifting as a result. Thus, alignment requires ongoing adjustment.

How quickly can you re-align?

If your team is out of alignment by just a few degrees today, you could find yourself far off-course by year-end. Pitstop to Align™ ensures a dynamic approach to alignment.

Objectives: Pitstop to Align™ boosts alignment by up to 21% in 4-6 weeks to:

Accelerate key business priorities, by focusing time, attention and resources where they matter most/can have the greatest impact.

Increase confidence / reduce risk around key business results by ensuring that they are the key focus for all.

Rally the team – energizing and engaging them – to accelerate and sustain momentum for the next few laps

Boost levels of ownership and accountability in respect of key priorities and results.

Boost levels of speed and agility, enabling the unit/team to respond more swifty to change.

Boost the effectiveness of collaboration & teamwork to deliver on key business priorities/initiatives.

What is the impact?  Client Stories:

‘It turned out that we were not as aligned as we thought…'

Dave Gribben of Below the Line talks about the impact of Pitstop to Align™, in getting ‘really, really clear on what we were about and what our priorities were'. He shares the benefits including enabling his team to speed up, taking ‘noise out of the system' and maximizing accountability.

More Client Stories >>

68% Purpose: The Team in need of a ‘Compelling’ Purpose

“I am blue in the face communicating our mission and strategy” said the CEO in a frustrated tone. “Surely everybody knows it by now!?!” he added with a look of disbelief. The data had just revealed otherwise – the score for “clear and compelling purpose” was a disappointing 68%.

71% Collaboration: Welcome to the Matrix!

The organization had become a network of teams, with most leaders (63%) participating on two or more committees or teams.  The transition from hierarchy to matrix promised greater speed and agility, but it had a surprising hidden cost, with up to 71% of leader time spend on internal collaboration.

23% Misalignment: Pulling Together to Deliver the Strategic Agenda

Delivering the strategic agenda would depend on all departments and teams pulling together.  But for an organization traditionally organized along rigid functional lines, cross-functional collaboration wouldn’t be easy.  The data showing 23% misalignment came as little surprise.

Explore the Science behind Pitstop to Align™:

How focused and aligned is your team?

Have we got a clear purpose to keep us on track?

Is there absolute clarity on the results to be achieved?

How does it work?  An overview of Pitstop to Align™:

Pitstop to Align™ typically takes place over 6-12 weeks and includes the following:

Analytics: Team + Stakeholders
4 x Virtual Pitstops
2 x Data-Led Coaching
2 x Leader Pre/Post Briefs
1 x Winning Move Adj.

Want to go deeper?  FAQs on Pitstop to Win™:

How will you know if your unit or team needs Pitstop to Align™?

When your car is out of alignment you can feel it – the steering wheel pulls and there will likely be a rattle or vibration that gets louder the faster you go. But what about your team?  How will you know when alignment is slipping? What are the signs to look out for?

Here is a list of the most common reasons to focus on alignment, which ones are relevant to your team?:

  1. People are pulling in different directions. It does not feel like a cohesive team.
  2. Priorities are not clear or there is a lack of clarity regarding the results to be achieved. This results in poor accountability.
  3. The focus of attention shifts from one quarter to the next.  Perhaps it does not shift, leading to a demand for greater agility.
  4. People are busy, but they don’t feel like they are making sufficient progress.  There is a lot of firefighting and a risk of burn-out.
  5. You want to engage and energize people in a bottom up approach to goal setting.
  6. With many competing projects and priorities vying for attention, some areas are being neglected.
  7. There are hidden agendas, turf wars and boundary disputes / politics.  There is evidence of silo-ed thinking & poor cross-functional collaboration.
  8. People say one thing but do something else. Decisions are taken but don’t get acted upon.
  9. It is hard to say ‘no’. Trade-offs are not being made.
  10. Some resource allocation decisions don’t seem to make sense.

Pitstop to Align™ provides a triple lock on alignment – working on 3 levels:  The first is Priorities, the second is Results and the third is Purpose.

Central to the process is a series of 4 online pitstops over 3-4 weeks as follows:

How to calculate the cost of misalignment?
Misalignment can result in wasted time, effort and resources.  So, 25% misalignment could mean that up to 25% of time, effort and resources for a team are being misdirected, even wasted.
Pitstop to Align™ typically boosts alignment by up to 21%, which can be calculated as saving between 2 and 4 hours per week per person.  Of course the business impact is likely to be much greater.

Research published in the Harvard Business Review suggests that a 20% increase in what some describe as ‘clarity enabling practices'1  can result in:

  • 23% Operational productivity
  • 14% Market capitalization
  • 1.4% Sales growth

Alignment is a primary performance loss for many teams – a key barrier to a team realizing its full potential and spending more time in the Zone of Peak Performance™.

Nothing can propel a team towards peak performance like optimizing its alignment.  Thus, the power of Pitstop to Align™.

Pitstop to Align™ most directly explores the following parts of the pitstop meta-model:

However, alignment is complex and multivariate – it is not just linked to one or two variables but is connected to many aspects of a team's performance and potential.  In this way it is linked directly and indirectly to many of the factors shown in the pitstop meta-model.

Alignment is one of the keywords used to describe the array of ‘design' factors at the top of the model  (right people in the right roles, doing the right work, etc.).

The team at the bottom of the pitstop model is misaligned – with the dynamics of the team causing it to fracture and pull in different directions.  In this way alignment can be linked to factors such as Tension & Cohesion, Communication, Trust & Respect, etc.

Alignment is also represented at the centre of the model, indeed it is a key factor in the performance of the car.  This represents the alignment of strategy and execution, as well as the alignment of the firms offerings with the needs of its customers/stakeholders.

The first step in the journey to peak performance is Pitstop to Perform™, followed by Pitstop to Align™ and then Pitstop to Win™.  

Pitstop to Perform engages your team in an analysis of its performance potential and the factors (called Performance Losses/Gains) that determine how much of that potential is realized.

Pitstop to Align™ tackles the number 1 performance loss for many teams – that is alignment.  It generates clarity and agreement as to priorities, results and purpose.

Pitstop to Win™ is about translating agreement on priorities, results and purpose into action by harnessing the power of the personal and intrinsic motivations of team members.

In F1™ alignment can be easily adjusted. Mid-race, during the pitstop, the team can replace the nose cone of the car in a matter of seconds. If only teams could dynamically re-align with such speed!
To energize and engage your team with the issue of alignment we reframe the conversation using imagery and concepts from F1™. Your team will check its ‘nose cone' adjusting with speed to ensure that it remains on track for success.
Covid and remote working have amplified pressure on alignment, thereby providing a new impetus for Pitstop to Align™:

What leaders say about Pitstop to Align™:

  • 'The gap between our competitors and ourselves is not something that I worry about' said the big-brand CEO.  He paused as people listened with some surprise.  'The gap that matters to me most is between our present performance and what we are really capable of... between our performance and our potential' he added pointing to the graphic and the figure of 33% (the percentage of his teams full potential that was presently being exploited).  'Imagine if only a fraction of that 33% of untapped potential was exploited - it could re-shape our industry' he proclaimed in an excited tone.
    Big-brand CEO
  • The real impact has been in terms of ownership and accountability, accompanied by a new clarity and sense of purpose.
  • There were conversations that needed to happen within our team... The pitstops made it safe for people to say what they were thinking. Issues of personalities and politics were put aside. The result is a new energy and focus for us all.
  • I had assumed that people knew what the key priorities were - it was an eye-opener to find that they did not. Today, I can be confident that there is clarity as well as buy-in to the key priorities for the team.
  • Recognizing and celebrating progress… That is the big take away. We need to do it more often!!
  • This will help us to bring out the best in each other… There is less concern about hidden agendas now.
  • Talking through my own personal motivations - I found that very good. Helped me to get clearer on my own goals and enlisted some supporters on the team.

  • We are making more progress than I thought… that is very encouraging, and it strengthens our resolve to keep going with this project.

  • Even though we had been working together for years, I learned a lot about what motivates my colleagues…  There were many surprises… good surprises!

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    Gordon Dale
    Muffin Group
  • Many people admire the great skills of the world’s most successful motorsports teams and wish that their corporate team could operate at that level. Now they can learn how to do it with the Growth Pitstop.

    Derek Daly
    F1™ Racer (64 Grand Prix races)
  • Growth Pitstop... dissects the cross-functional requirements for growth, and their engaging Formula-1 model is more than a metaphor: chapter by chapter, their book provides an actionable agenda that managers can use for accelerating growth in their firms.

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Your Performance Agenda: Where would you like to focus?

Priorities & Projects

Click on any of the above to explore related research & insights.

Your Performance Agenda: Where would you like to focus?

Talent & Team

Click on any of the above to explore related research & insights.

  1. These centre on 3 practices of ‘good management' relating to targets, incentives and monitoring/measuring according to Nicholas Bloom, Raffaella Sadun and John Van Reenen in “Does Management Really Work?', Nov. 2012 and are described as ‘clarity enabling practices' by Karen Martin in her book Clarity First, McGrath Hill, 2018. []