What's your leadership style for cross-functional teams?

As a leader, the first step is to understand the company's OKRs and identify the north star metric. Then come up with strategies for meeting this metric for each of the teams you are responsible for. I usually create RACI charts and use SMART goals for discussions with teams. Have group meetings including 1-1 meetings if required so that every member of the team understands what they need to do to meet the metric and why? This is also the time to discuss any specific training or mentorship that anyone might need to get up to speed. Having team buy in is crucial to meeting the company's goals.

I have found the most productive leadership style for cross functional teams is a transformational leadership approach, while there are many factors that come in to play with this. It is key to have open communication, empowerment, and trust and to be able to adapt to the needs of your team. Gathering a variety of perspectives to give input into decision-making leads to better decisions in my experience.

When working with teams, its important to understand each person's strengths and weaknesses. Having 1-1 conversations (open dialogue) with members on a regular basis will give you this insight. When reviewing metrics or opportunities to expand the team, look inside of the teams first and approach candidates that you have identified as someone that could potentially fill that role or offer feedback on improvements. Understanding how everyone fits into the picture as a whole can help you identify and address challenges that might arise.

Leading by example is key for managing a cross-functional team. The leader should be like a coach, guiding and getting involved in the work and decisions. This isn't just about telling people what to do; it's about showing your commitment and working hard, side-by-side. When the leader is actively involved, it makes everyone work together better, talk openly, and feel responsible for the success. This not only builds trust but also shows everyone what's expected in terms of effort and taking ownership. I find this style makes the team work faster and more determined to overcome challenges and reach their goals together.

Being an efficient leader means that you understand the backgrounds and skillsets of your team members and can communication/lead them effectively. Because we work in a global economy, having just one leadership style will not work. We need to consider the culture, team dynamics and communication styles as well. Having a RACI chart helps people stay engaged and accountable. However, for me, having frequent 1-1 conversations and an open door policy where everyone is encouraged to speak has gotten me great results.

For me the most important point here is - a leader with data is a better leader. What data makes for the best cross functional leadership and optimal team flow and healthy high-performance? The reason why I build Kokoro to support team leads, leaders of teams and any other team structure.

I have been able to drive asynchronous communication and collaboration by leveraging Microsoft Teams. One key advantage has been the reduction or replacement meetings, allowing teams to provide feedback, brainstorm, and share ideas regardless of location and time zone. This is especially important for distributed global or regional teams, enabling us to work together seamlessly and efficiently. With alternative methods to meetings, we can reserve them for when necessary, giving us more time to consider questions and answers. Additionally, by making content searchable, we can easily access information anytime and anywhere.

Just like communication is key to understanding external customers, it is key to understanding your internal teams and "customers" as well. Cross functional teams have varied backgrounds, skillsets and experience. Therefore, you need to take the time to understand them and explain things in a way that you get proper buy in. One of the tools that I've used with my teams are Trello boards. My teams can then stay organized, share ideas and collaborate much more seamlessly. Having a visual representation of who needs to do what and when comes in handy when trying to keep everyone engaged and accountable.

My experience as a cross-functional team leader taught me that we can create an inspiring environment that fosters trust and encourages learning. By leading with vulnerability and openness, we can set an example for our team to follow. We would encourage a hunger for knowledge by learning and sharing experiences. When we ask questions and listen to diverse perspectives, we make every team member feel valued and included. Embrace mistakes as learning opportunities and create a safe space for innovation and collaboration.

We don't need to wait until the team achieve a significant milestone to celebrate. Even a tiny success or advance in day-to-day activities recognition can activate the brain's reward system, increasing dopamine production and energising the team. By prioritising celebration, we can foster a culture of positivity and collaboration, driving continued success.

Goal Alignment: Ensure that the goals of the cross-functional team align with the overall objectives of the organization. Keep everyone focused on the common mission and vision. Continuous Improvement: Encourage a culture of continuous improvement where team members are motivated to learn, innovate, and enhance their skills to drive success for the team and the organization.