Getting Started With Icebreakers

Are you about to start a new (digital) project? Are you talking with colleagues about this year’s goals? Or do you want to give a new idea a strong start? Chances are you’ll soon be scheduling a number of meetings to get things moving together.

But how do you make sure the right topics surface in those conversations? What are the actual goals? When is an idea truly successful? And how do you create a sense of safety, especially when a digital project, for example, often requires many new skills from you and your colleagues?

A strong start makes all the difference. That’s why we recommend beginning your session with an icebreaker. In this article, we explain why this method is so valuable and share practical examples you can start using right away!

Why an icebreaker?

In our view, an icebreaker is essential for almost any meeting where content is discussed: weekly check-ins, interim evaluations, brainstorming sessions, or the kick-off of a new (digital) project. Always start these meetings with an icebreaker.

An icebreaker does exactly that: it breaks the ice within a group. It’s a short exercise or prompt, often with a humorous element or one that literally gets people moving. Which icebreaker you choose depends on the goal of your meeting. The exercise itself doesn’t necessarily have to relate to the topic at hand. Its purpose is to pull people out of the rush of the day and create mental space for reflection or innovative thinking. It can also help create a socially safe atmosphere and soften hierarchical boundaries. Plenty of reasons to give it a try.

How does it work?

In this article, we share three icebreakers we often use ourselves: a drawing exercise, a movement-based exercise, and a get-to-know-you activity.

The drawing exercise

Organizations that work with us already know this: our workshops start with a creative icebreaker, often a drawing exercise. And yes, our internal meetings start this way too. The assignment is simple:

• Step 1

Before the meeting, formulate a question. For example: What expectation did you walk in with today? Or: What do you hope this project will bring? Or: Where do you hope this team will be a year from now?

• Step 2

Grab a sheet of paper (we like to use colored paper), some markers, and optionally stickers, stamps, or other materials.

• Step 3

Time to draw! Give everyone five minutes to draw. A few people will inevitably say they can’t draw (neither can we), but that’s completely fine. Reassure them that it will work out. After a bit of resistance, most people dive in anyway and stepping slightly outside your comfort zone is great for creativity.

• Step 4

Ask everyone to share their drawing with the group.

Result: In just five minutes, you’ve made everyone’s perspective on a particular question visible. There will likely be moments of recognition and probably some surprises too. You’ve created an open and innovative atmosphere. Well done, you!

Get moving

Are you working with a somewhat larger group whose members already know each other a little—or perhaps very well—and want to focus on collaboration? This exercise is always a good one.

• Step 1

Come up with a question in advance that applies to everyone. For example: How far did you travel this morning? Or something more subjective: Who’s more of a thinker and who’s more of a doer? Who’s more analytical, who more intuitive?

• Step 2

Ask the question and have the group position themselves along a line between the two extremes (you can mark these with sheets of paper on the floor).

• Step 3

Reflect together: How do people assess themselves differently from others? How are you perceived? Who surprises you?

Result: it really doesn’t matter whether the question is perfect, whether the outcome is “accurate,” or whether everyone is standing in exactly the right spot. The goal is to get people talking, observing one another, and relating to each other. You’ve also literally gotten everyone moving, creating space for reflection and new ideas.

Two truths, one lie

This icebreaker works well for both groups that already know each other and groups that don’t at all. It helps prepare a group for collaboration by encouraging people to share something about themselves and setting a relaxed tone for the rest of the meeting.

For larger groups (say, more than ten people), you can divide participants into smaller groups.

• Step 1

Ask everyone to come up with three statements about themselves, only two of which are true.

Example: I’m good at public speaking, I’ve visited 53 countries, I’m allergic to cucumber.

• Step 2

Each person shares their three statements. The rest of the group guesses which one is the lie.

• Step 3

The lie is revealed.

Result: you’ll notice the atmosphere becoming lighter and more relaxed. Who knew that colleague played basketball at a high level, or that another solves 16 Sudoku puzzles every week? Sharing something personal that others didn’t know helps build social safety and breaks down hierarchy.

How can you use this tomorrow?

Take a look at your calendar for the coming weeks. Which meetings are coming up, and which ones are you leading? Perhaps because you’re managing a project or because you’re in a leadership role. Which meeting do you often leave thinking, “I feel like we could have gotten more out of that”?

In the lead? Great, start with an icebreaker right away. Think about the goal of the meeting. Want to encourage innovative thinking? Choose a drawing exercise or another creative format. Focusing on collaboration within a new group? Try a movement-based exercise or something like two truths, one lie, or share your superpower (what’s something you’re exceptionally good at that hardly anyone knows?).

Not in the lead? Bring the idea to your manager. Share this article and explain why you think it will work. What do you hope to get out of it, and does that align with the goals of your team, your manager, or your organization? Prepare it well and agree on who will facilitate the icebreaker: you, with your manager’s support, or the person leading the agenda.

You may encounter some initial resistance. People often need to step slightly out of their comfort zone for an icebreaker. But that’s exactly the point. Emphasize that you’re simply trying something new, and that you have nothing to lose: at most, ten minutes. Revisit it briefly at the end of the meeting. Chances are others will have noticed a lasting effect from that early “loosening of the brain.”

Good to know

There are endless variations of these work formats. We’ve chosen the ones we’ve seen work best in practice, but feel free to explore and find what suits you. A quick search for “icebreakers” will get you far. Or talk to a Scrum Master, agile coach, or product owner in your network (trust us, they’re everywhere).

More blogs in this series will follow soon, including explorations of the brainwriting method and Liberating Structures such as TRIZ (Theory of Inventive Problem Solving).

Photos: Caecilia Rasch