Como quebrar silos e guerras de turfe entre departamentos?

I cannot emphasize the importance of a shared common vision enough. A team that understands its purpose, and the bigger picture, tends to work better together. Also building diverse teams with complementing skillsets, where there is room to learn and contribute, enhances collaboration and mutual respect. Finally, clear communication and transparency by the senior leaders and people of authority in the organization w.r.t. leadership's vision, goals, accountability (this is key!), intentions and strategy helps in better clarity and leaves no room for "turf wars" or politics as they call it.

Having a clear defined acceptance criteria at the beginning is a key to avoid any turf wars. Make sure that you define the acceptance criteria for each stage of the process. Reviewing against an acceptance criteria agreed up-on by teams will result in less friction, as you are not making decisions based on your comfort/favoritism or what you feel it right.

You will need to find the value of the team's work for each stakeholder's silo/department. The value for the company or the vision may not be enough. The accomplishment needs to be personal to that stakeholder and team.

One of your first steps when bringing together a cross-functional team should always be to clearly define success - in a way that is measurable. If the goal is subjective then each team member will naturally define it for themselves based on their frame of reference. Setting clear success criteria provides a "true north" for the team as they navigate how to achieve it. This seems obvious but is often overlooked or worse assumed.

Building trust and respect within cross-functional teams is not just about being nice to each other. It's about creating an environment where team members feel valued and heard. As a leader, it's crucial to model the behavior you want to see, actively listen, and give credit where it's due. Remember, trust is earned, not given, and respect is reciprocal. Keep the vibe positive and the goals clear, and you'll see those silos crumble! 🙌💪 #TeamworkMakesTheDreamWork #LeadershipGoals

Please note that trust is not something everyone gives overnight. It is even harder to foster for remote teams. If you come across resistance, be forthcoming to the stakeholder. You may even want to ask him what it may take to gain that trust.

Paula Raven is correct. Trust takes time to build and can be even harder with remote teams. As a remote leader, I have found it's faster for me to build trust with team members than for them to build trust with each other. It takes patience, time, and constant reinforcement of the optimal behaviors.

It's not just about trust and respect, but a blend of factors that finish on that. The key is for the entire team to share the same vision, know the goal, and genuinely desire to achieve it together. Without this shared purpose, there's no real team. And without a cohesive team, building trust becomes a daunting task. Every team member must have a clear role, and all should be aware of it. When each individual understands their expected contribution and sees how it fits into the broader goal, a strong foundation for mutual trust and respect is established.

Make sure there are clear guidelines and scope for how collaborations are to take place before starting. This will help manage team expectations. Also agree on what collaboration really is. Technology is a platform and only a piece of the puzzle. Collaboration is also a learned skill so there is likely to be a level of capability building needed across the teams. Only when there is consistency and commitment to the actions needed will you see any real outcome and impact.

I would like to start with Conway's law which I like and it states Any organization that designs a system (defined broadly) will produce a design whose structure is a copy of the organization's communication structure. — Melvin E. Conway In other words if we would like to have products leveraging and panning cross organization we need to enable communication. Another thing which has worked for us is by creating smaller self sufficient teams to avoid silos.

Make sure all teams are speaking the same language. Oftentimes, words have different meanings from team to team. Some examples of words that often get misconstrued from team to team are: Campaign, Deliverable, Banner, Test, Conversion; even the term Milestone may have a different meaning on different teams. Taking time at the start to define key terms will go a long way to helping all teams collaborate and work toward common goals.

Structure, structure, structure ! All the tools available are great to do so. « A fool with a tool is still a fool » Without rules on what to place, where, how (to update), this can turn into a maze within few weeks of a project!

Living in times where digital technology helps to be more collaborative is key whereas I would still emphasise to have both virtual and F2F meetings part of Communication strategy for effective communication and collaboration.

Diversity is most effective when the positive ways in which people differ are emphasized. If you build a diverse team, but people don't realize they are diverse, they can still succumb to groupthink.

How are you going to embrace and support diversity and inclusion cross teams? It's key you know what actions you'll need to take before you start and how you want to communicate this to various stakeholders. This action opens up a conversation with your teams plus it can be a opportunity for their input and advice. If there are challenges and roadblocks you are aware of make sure you have a plan to address these early on. Sweat the small stuff up front so it doesn't become the big stuff. This also requires input from teams as they will have an awareness at times that you don't. In terms of what is happening day to day. Be open minded and actively engage in getting these insights from the front line before bringing people together.

A leader who put together a team that is not diverse is not set for success ( and lazy 😉) Of course it is easy to manage people who thinks in the same way as one does, with the same background, same region, same school same holidays destination… Is it fun ? Is it challenging for a leader to become a better leader ? Is it a benefit for a project? 3* no.

Leverage Diversity and promoting inclusivity in very useful ways below: 1. Find and Highlight strengths of each other 2. how each member can close the loop by their unique strengths: skills and experiences that can create an impact project. 3. Showcase the success through the above again and again and again......

I don't use the word failure. You either win or you learn. It's important that there are regular ways for teams to stop, reflect and do some serious thinking together. Asking what worked and why is key. But even more importantly what didn't go to plan and what were the lessons learnt? Where is the opportunity to do different and where do you make a start? These needs to be weekly reflections where there is clear actions and next steps for everyone to deliver. In time teams won't fear when something didn't go to plan. It becomes a normal part of doing business and evolving.

I agree with Ali Uren. I don't like the word failure. Things that don't go to plan are learning opportunities. We must be willing to try new things, make mistakes, and learn from them. Then, create actions around the learnings to embed and sustain change.

Be genuine as a leader when celebrating and taking into consideration of the regional differences of your team member. A shout out celebration in the USA is slightly louder that a shout out for a French, Dutch or German. Unless you like to see eyebrows lifting :) About failure. A failure is not a walk of shame. The leader is key here to foster a safe environment so that failure can be openly discussed. Better than waiting for the failure to occur, implement pit-stops. Like in Formula 1, the racing driver would not finish the race without pit stops. The pit stops help to check all aspects of the team functioning - including the mishap’s - before they become too big.

Celebrate Success and failure learnings: 1. Use common periodical meetings and forums to celebrate successes but most importantly also share learnings from failure 2. Create Cultural moment as part of every meeting to start with: small Recognitions or learnings as air happens for failures 2. Give opportunities and tools and act as a motivator to give credit to successes for your team members and take ownership for making them realise that failure is a stepping stone for success.

Conflict is necessary for growth. A healthy team or organization embraces this by creating a forum or structure in which to have safe and healthy conflict. A few techniques I've experienced are: Align on dashboards for review each session to create transparency. If you know your dirty laundry is coming out, you turn your energy from hiding it to fixing it. Establish a common language and expectation of conflict - "Thank you for your challenge" then reward its use. Opposing view points make the end product stronger. It only hurts feelings if it doesn't feel safe.

When there are two or more people involved either in a work situation or in personal life , there is bound to be a disagreement as everyone is different and unique . However , individuals need to understand that the team has a common goal and learn to leave personal egos and biases aside and come forward for transparent and open communication with an intention for a win-win situation. The mindset should be that the team should win and not prioritize individuals opinions snd priorities. As an adaptation of the Thomas Kilman model ,the best way to handle team conflicts would be to collaborate better than competing or avoiding .

Being a servant leader also involves sometimes being the salomonic judge...this means that issues and conflicts can be debated/argued and analyzed to death but like Salomon you should have the authority/respect/mandate to make a decision and it will affect one side or another (or many for that matter) but sometimes having the respect of the teams allows you to address the issue/conflict (note I did not say resolve!) by making the most value add decision. The recipients may not like it but will respect it knowing you know you impacted them and if it arises again for something different you may then leverage past decision accordingly..

Once you have alignment, which is a basic requirement, ensure incentives/bonuses are weighted heavily on the corporate, versus individual goals. Then, tactically facilitate a basic education of “walking in your shoes”, where each executive or leader is required to articulate the others’ goals and responsibilities in a workshop setting.

Another way could be to make space for informal interactions at a cross-functional team level in the beginning. This will allow everyone to connect at a more human level. Doing this early helps to find ways out of conflicts much easier. I've seen this approach can help address problems even before they occur.

💡Collaboration starts when we have things in common, learn to first seek the common grounds💡 To break down silos and turf wars between departments, it's crucial to seek common ground and share values that prioritize collaboration and mutual success. Open communication, fostering a culture of transparency, and emphasizing shared goals can facilitate understanding and bridge divides. Encouraging cross-functional teamwork, recognizing individual contributions, and celebrating collective achievements help build trust and promote a collaborative environment across departments.

Silos and turf wars happen for various reasons. One thing that has consistently worked in stopping them is 'truing' back to the scope of responsibility [for each person/group] as defined by a company's delivery methodology and the stakeholders for the initiative. Having this information documented and available when people/teams try to over reach makes it that much easier to end the chaos.

Three additional ideas i’ve seen in action to foster a stronger cross-functional collaboration between competing divisions: 1. Design common and mutually agreed KPI scorecards By aligning on mutual KPI and measurement of progress towards these competing goals a better picture emerges of what really matters for each division. 2. Create a common plan and regularly review progress towards common agreed objectives This helps to address the identified outstanding issues and promotes collaboration opportunities towards these goals. 3. Seek synergies and a win-win partnership during interactions Over time, with a better clarity about goals, processes and working style, on both sides, the relationship can strengthen, mature and grow.