How can you use different perspectives to improve cross-functional team performance?

Understanding your cross-functional team members on a deeper level is the cornerstone of successful project management. As a Certified SAFe Agile Solutions PM, I've seen firsthand how this knowledge fuels collaboration, empathy, and streamlined communication, all critical in achieving project goals within the SAFe framework. Kudos to the author for highlighting this fundamental step towards improved team performance! #AgileProjectManagement #CrossFunctionalTeams #SAFeCertified"

Build trust by being interested in others, with sincerity. Positive cross functional teams are contingent upon positive relationships. Carefully take notes in the form of a bubble-chart/map with a list of all teammates on each team. Include notes about people to guide conversations to build genuine connections with others (family, favorites, time-zones, specialized skills, etc). It takes time as a living document. Also key: create a larger bubble chart of cross functional teams so it’s easy to understand each team’s goals and remain consistent. Those soft skills grow connections that later open the gate to positive outcomes in communication. This strategy reduces response time when something key is needed. Do a lunch/coffee, even virtually.

You don't go into a team environment assuming everyone thinks the same way. The benefit of a team is the multiple perspectives that members bring. otherwise, you'd be performing a solo project.

Understanding who your teams are is the first important step to take. Learning and understanding their functions and challenges is critical to forming strong relationships. Getting to know them and what makes them tick also goes a long way.

I'm excited to be invited as one of the experts to share insights on improving cross-functional team performance. In today's dynamic workplace, cross-functional collaboration is key to driving innovation and success. By understanding team members' diverse strengths and perspectives, communicating effectively, fostering trust, encouraging creativity, managing conflicts, and celebrating achievements, we can create a collaborative culture that brings out the best in everyone.

Sometimes just picking up the phone can be the most effective communication tactic as it can save prolonged back and forth via chat and is free from both the on-camera pressure and scheduled nature of video conferencing.

Agree with @Stephanie Kowalyk that a quick phone call can be most effective, with the addition of sending a recap email to keep all aligned.

Communication that requires daily and quick decisions can be made by phone or instant messaging. However, in order for a cross functional project/work to reach the desired targets on time, it is also needed to be managed with the communication of "Project Management”. Depending on the scope and stage of the project, weekly, bi-weekly or monthly structured communication through review meetings would be useful. In this way, the risks in the project, the measures to be taken, tasks earlier than planned or delays and details such as "no go dates" can be systematically evaluated.

Set up clear parameters as a team for how you will communicate. This also includes methods and frequency of communication. Be across any communication needs your project teams may have so you create an inclusive experience.

Informal chats that are even just about “how’s the weather wherever you are” can help to break the ice prior to the start of a collaborative meeting.

Building trust starts with you. If you are not open and trusting to your team, they will not trust you. Be open. Be brave. And give something of yourself to your team and they will give it back to you.

You build trust when you clearly state your motive and intent so make this your starting point. Your team need to know you are good for your word. Organizational truth telling is essential to connected, healthy relationships so make sure you build the skill and environment to deliver this for employees.

I agree, one of the key objectives of bringing cross functional team together is to encourage creative and innovative thinking. By definition, different functions may look at same situation will likely look at the same business situation or problem from their own perspective and bringing out such diverse perspectives can be critical to solving the problem holistically.

When a cross funtional team is formed from different departments/backgrounds; it is crucial to create an environment encouraging contribution. Especially at early stages of the team or creativity/innovation stages; project leader/sponsor is expected to create this inclusive environment for "each team member".

Our teams have had some great success in scheduling routine ‘Lunch ‘n Learn’ gatherings. A new idea, exciting development or design tool, interesting updates to existing technologies currently in or anything else that drives the team to achieve innovative growth together. Food is always a great way to get the creative juices flowing, and different teammates (interns all the way to executive leads) take turns guiding the meetup. Either bring your own lunch, or catered lunches from vendor teams. As they say, breaking bread together brings ideas out while also building team spirit and community. It paves the way for more introverted individuals to feel comfortable sharing thoughts and ideas with large teams. Plus, all love a delicious meal!

One important key phrase when it comes to encouraging creativity and innovation : Listening with respect. I.e. you listen to all ideas, you are grateful for all ideas, even if in the end not all ideas will be used. And even better is if you can explain why you haven't used the ideas for the moment and that they may be used in the future, or why the ideas are not going to be used. And do not only use the ideas/voices of the dominant group (often white males), otherwise your diverse idea pipeline will soon dry up. It is quite probable that you will need to silence dominant voices at the beginning, if they have kneejerk negative attitudes to the diverse ideas. It may take some work to start, because diverse voices are used to being silenced.

To do this I create consistent space for the team to trial ideas and knowledge back in the workplace. A key area after trialling ideas and knowledge, is to debrief and share lessons with the broader team and business. It's about identifying what worked but more importantly the lessons to do different. We focus on innovating from gaps, threats and risk in every debrief. It's a game changer.

In my experience, when passionate functional experts from different areas come together some apparent conflict can arise. This can be expected particularly when the point of discussion is important to more than one function. As the leader it is important to anticipate that and help all recognize that there are multiple perspectives and each may be valid. The key to find an enduring solution is to address each of the valid perspectives to the extent possible.

This is the storming portion of building a team. It also goes back to trust. Your team needs to learn to trust each other. That if they have disagreements, they can either come to a collaborative result or compromise, or possibly the ability to agree to disagree. Trusting each other to come through disagreements and the results leave them better than what they were before is key.

One thing I have found helpful in managing conflicts or disagreements is, to set a North Star for the team as a whole. It could be the the organization mission statement, the goal of the Business unit or the leaders vision. For example, conflicting priorities can be resolved based on a discussion of what is best from the perspective of a common goal set for the organization's product suite rather than what is simply best for the product . This enables a common thread for cross functional members to bond with, resolve matters based on what is best for the consumer/customer rather than for a particular function etc.

Change the language from conflict to resolution to move people's mindset and in turn behaviour. It's always key to set clear parameters for how challenges and disagreements will be resolved in the early stages of a project. Not when trouble arises.

What I've found helpful is to celebrate successes & learnings in different ways like team lunches, awards, notes, retrospectives. Praise be specific & sincere. Don't just say "good job." Celebrate small wins, major successes. Being nice with a simple "thank you" goes a long way.

I agree with Ed. People make the simple things hard. Not sure why. Are they afraid of showing feelings and true appreciation because it might shine the light on someone else other than themselves?