Busting Silos: Leading Organizations

Sometimes, things hit you in the face.

Sometimes, patterns are easy.

Sometimes, messages repeat but in new and different ways.

Thus has been the case for me over the summer.

In working with three clients the notion of ‘silos’ has emerged as the reason for poor teamwork, missing deadlines, and general dissatisfaction. Fingers have been pointed, heated words (verbally and in emails) have been tossed about, and goals have stagnated.

A few case studies are in order. The first couple demonstrate problem silos while the third shows what progress can happen when silos never get built.

The first such silo I observed was rather unusual. Often, when we think of silos in an organization it is because there has been a structure imposed by ‘someone above’ which hinders productivity and goal attainment. In this situation, the silos were being erected by individuals! How so?

Their behavior included creating onerous processes for simple tasks, retaining the ability to veto any input or decision from someone outside their function, and ultimately to shut down their function without input from everyone. Functional leaders were free to change dates, skip meetings, and cancel deliverable actions with virtually no input from anyone. Silos were created specifically to block progress.

The second example occurred in working individually with an executive of a start-up. One of his frustrations was the lack of cooperation among teams. His company is small with only 40 employees. Yet given the nature of new product design, the software and hardware teams were consistently working in silos. As we discussed his organization–and in particular, his expectations for the design teams–it became clear that he had set up the organization to be competitive. So over the summer, he worked on his ability to communicate the need for people to work together while keeping the integrity of their design. He recognized collaboration and instances of cross-functional success.

Well, just about a week ago he called and was quite stirred up. He was in the process of establishing a new customer support function to launch their product to the mass market. However, he was frustrated over the reaction of one of his managers. This particular manager was upset because he was being asked to start the new support function–hire, train, and design processes–but the organization would eventually not report to him. He admitted he wanted to avoid the discussion and would instead have the new team report to the manager. I quickly told him “ok, but this is an opportunity to build a cross-functional team without the silos you experienced a few months ago.”

Nothing was said at first. Then he said “you’re right”. He realized this was the best chance to build collaboration and to avoid silos and especially the mentality that comes with them. He went right to the manager and discussed how this was the perfect opportunity to shape the future. So far, no silo in sight.

The third example, the good one, was a request from a client I worked with about three years ago. It was in a start-up mode that eventually transferred to an existing agency for implementation. The start-up and transition had gone well. This time the request was to help with the next level in their strategy.

Their strategy.

You see, the email came jointly from the two organizations. While one of the executives is responsible for the program today, the request came from both leaders. What struck me immediately was that both leaders felt responsible for the next phase. Then, in my first few meetings with both of them it became clear and apparent that they felt a kinship in ensuring the future success. Neither pointed a finger, laid blame, tooted an individual horn, or felt the need to one-up the other. They were, have continued to be, and want to be in the future jointly responsible for the success.

So it occurs to me that silos are created–whether imposed by a senior manager or erected by functional departments–when the organization lacks:

  • clear goals–what is the outcome, how it relates to the overall organization, why it is important, clear (and simple) processes to support the collective goals, communicate clearly and often
  • accountability–who has prime responsibility and who needs to be consulted
  • collaboration–a core belief and behaviors that working together will reap success for the organization, build trust, and sustain growth

While this may sound like “teamwork 101” I think it goes deeper.

Take, for example, the first example where silos were created by functional groups and individuals in order to shield themselves from working with others and towards the goals. Silos had become in this case, bunkers and shields.

So, how can leaders avoid silos? Keep in mind clear goals, accountability, and collaboration. Work towards clear vision with the team, track progress together, and consistently reinforce the message that everyone must work together. As in the case of the second example, even when progress is made, you have to continually look out for silo creation. And as the leader, recognize and praise progress.

Lastly, keep in mind the core lesson of the third example. It’s a joint strategy. Start with this and silos will likely be avoided, as this client has been able to do so largely for the past three years.

As a leader, the challenge is to avoid building silos and that when you see someone erecting one, to bust it down quickly.

 

© Copyright 2016, Dynamic Growth Strategies.  All rights reserved.

Revisiting: Putting Vacate Back into Vacation

Some six years ago I blogged about the need for putting vacate back into vacation.  In other words, why you should unplug from the workplace while on vacation.

To read the original blogpost, click here.

Almost immediately this got me into trouble.  I had several clients scoff at it.  I even had a prospect call and say he wanted to cancel our next meeting and would never hire me because of what I wrote.

Wow, I thought.  Either I hit a nerve or maybe I was wrong.

In either case, this particular post has continued to be one of my most popular.  While it wasn’t meant to be controversial, it was meant to make people think.

To think about the linkage between being a leader, trust, and technology.

However since publishing,  I’ve also had a number of clients and people in general say that they resonated with it and, in particular, it’s message.  That’s reassuring.  I always I try to reinforce that I’m not advocating reckless leadership.  Rather, responsible leadership.

Yet, I think it’s time to update the original posting with a few practical tips.  These, in particular, are due to our ever-connectedness world and continual-advancing technology.

Tips for wisely staying connected on vacation:

  1. Remember why you are on vacation–family, friends, experiences.  You’ve taken time off and probably fronted money to enjoy the time off.  So strive to do so.
  2. Make it clear before you leave how you can be contacted.  Do so with only a select few who may need to contact you.  Set parameters on when, how, and frequency.  I know one executive who only lets his assistant know and she then acts a gatekeeper (and I’m thrilled he came up with this idea after reading my blog.)
  3. When possible, delegate your signing authority via passwords or company policy.  That’s why such policies exist!  And train your delegate on what to review.
  4. If you will receive calls, screen judiciously.  You pay for voicemail; use it.
  5. If you will check emails, consider doing so late at night when most likely the kids are asleep and you are winding down from the day.
  6. If there are systems you need to routinely check (and which can’t be monitored by your delegate), likewise do these at night.
  7. Strive to keep any night work to a maximum of 30 minutes.  Consider doing it only every other night.
  8. If appropriate and possible, use out-of-office autoreplies for email and change your phone greeting.
  9. Don’t take paperwork with you.  At best, take a WOTR (Work On The Road) folder with you.  Keep the folder small including only critical documents or summaries.  I know of one CEO who always does this whether on a business or pleasure trip–she’s learned that it forces her to prioritize and summarize information even during non-travel times.
  10. If in doubt or confused, go to #1.

Look, I’m practical.  I realize the advancement and availability of technology.  I see how it integrates into our lives.  I’ll admit that at a family reunion last year it was handy to text people in order to find them.  I get it.

But, I stand beside the main point of my original blog post.  That is:

A leader must train their team so that they become self-sufficient.  Doing so not only allows for greater commitment, creativity, and loyalty from the team but it also frees up the leader to concentrate on further developing the organization (including their own development).

Avoid the temptation to stay in-touch with your office while on vacation.

Put vacate back into vacation.

 

 

© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.

Commitment is an Action, not a Word

In the past few months, I’ve seen what a role commitment can play in the success for an organization.

And when I use the term commitment, I mean actions not words.  Time and time again, I’ve met people who will espouse an opinion or provide direction only to find out later that they don’t follow their own lead.

Keep in mind I’m not referring to blindly adherence to your ideas.  Rather, true commitment comes from application of ideas and philosophy.  Leaders have to be in the trenches and be ready to make changes as warranted.  This aligns to Sartre’s original philosophy as well as his own actions on commitment and building authentic relationships.

The first such example unfolded over the past two years as the congregational president for a local Reform Jewish temple changed the culture from complacency to commitment.  He doubled-down, so to speak, this year when he focused on the need for commitment in actions rather than just words during his high holiday speeches.  He directly challenged congregants to act, not just talk about acting.

And it’s working:

  • membership and contributions have increased
  • participation in committees, programs, and events is burgeoning
  • increased pride and connection to the temple is evident in just about every aspect associated with their operation

It’s perhaps that last one on the list which builds a promising, sustainable future for them.

But he’s not the only leader I’ve observed in these past few months who put commitment into action.

I’ve had the opportunity to witness a turnaround of sorts for the Compliance function in an international financial firm.

Simply put, the Chief Compliance Officer changed the culture of the organization by:

  • involving a variety of people in planning, goal-setting, and priorities–she included people throughout the organization at a variety of levels and functions along with key internal partners
  • setting the tone by actively participating in the changes and monitoring success–she attended each meeting, completed tasks, and led by example
  • providing clear feedback including corrective actions and recognizing successes–she did so decisively and quickly

All of these were necessary to turn the organization around.  She underscored her commitment not through emails, presentations, and overviews.  Rather, she rolled up her sleeves and worked alongside her team to meet the challenges head-on.

It’s working for her and the organization:

  • they have launched several new initiatives aligned to international fraud protection guidelines
  • governmental oversight ratings have increased for the company
  • stock price has stabilized after years of decline
  • they successfully opened a new Polish base of operations on-time with less than 3 months planning

So is it all about commitment?  Well, yes but there’s another factor that comes into play.

Trust.

I’m a firm believer that commitment breeds trust.  Not only have I witnessed it in these two examples, I’ve seen it repeatedly in businesses and nonprofits–large and small, local and national, service-providers and widget-producers.

Commitment and trust both require action, not just words.  Leaders have to not only send messages, they have to live these messages.  They become more than role-models.  They become participants:

  • they do as they say
  • “we” is more important to “I”
  • challenges are met head-on by all
  • they build a solid team

As a leader, look in the mirror.  Check to see if your actions match your commitment.  Check for the above four items.  It’s ok to make adjustments.  Better you than someone else.

© Copyright 2015, Dynamic Growth Strategies.  All rights reserved.