Here's how you can effectively lead cross-functional teams as a project manager.

Building trust is very important, you can achieve that by: - engaging teams - aligning scope of the project - understanding and documenting dependencies for the teams - establishing cadence as per culture of the organization to review/discuss status of project

I believe Trust is the fundamental pillar for any successful relationship whether it is personal or professional. In the professional setting when a leader encourages dialogue, supports the team to fail forward, celebrates success and most of all when the leader handles any issues with empathy, the team will trust their leader because they will feel valued and heard.

In a self-managed, cross-functional team, trust is a key factor. As a manager, you need to work on gaining your team's trust through coaching, mentoring, and leading by example. It is also important to ensure that the team's goals are clear enough to foster a sense of ownership and collaboration. Each team is unique, and as a manager, you should pay careful attention to your team. Provide coaching and mentoring when needed, but also allow the team to organize themselves. This approach helps them become self-organized and fosters trust among team members.

In my professional journey, I've found that trust is built upon three fundamental pillars: authenticity, logic, and empathy. When you present your true self, demonstrate expertise, and genuinely empathize with others, you cultivate trust. Authenticity breeds connection, logical reasoning instills confidence, and empathy fosters meaningful relationships. These elements are crucial for establishing trust in both professional and personal interactions

In my experience I see that to become a successful leader trust plays very important role.Talk and treat transparently to each one of your team mates.Just by saying nothing works trust builds when it is bought into action!!

For me a simple but efficient tool is to define clear RACI's for your team. Discuss with your them who is R = responsible: who does the work. They must complete the task or objective or make the decision. A= Accountable. Person who is the “owner” of the work. He or she must sign off or approve when the task, objective or decision is complete. C= Consulted: People who need to give input before the work I = informed: People who need to be kept “in the picture.

In my experience, it is crucial to have clearly defined roles within a cross-functional team. However, these roles must align with the concept that team goals and responsibilities are shared collectively by the entire team, rather than being individual duties. This fosters ownership and better knowledge management within the team. Additionally, each team should establish a well-defined workflow and work agreement. This helps to have responsibilities clear and outlines how to act if a problem arises. This clarity enables team members to assist if an item becomes blocked and to request help from others when needed. Clarified roles + Collective responsibility + Defined workflow = Success

If the responsibilities and KPIs are not clear for each one, then you will not be able to track anything whenever there is a problem because everyone will blame others. That's why always: 1- Make core functions and supporting functions and add weight for each one. 2- Have a clear KPIs 3- Have a shared overview or plan for the team so whenever someone is late, he/she need to know they will affect other team members. 4- Each task has a focal point and if not available they can get back to 2nd person to check with.

Managing cross-functional teams is challenging due to their diversity, but with the right work agreements, goals, and collaboration, this diversity can become an advantage. The team should define their own ways of working, fostering ownership of their deliverables. Each team member should understand enough about others' expertise to test, validate, and assist when needed. This approach ensures that everyone focuses on the squad's overall outcomes, promoting ownership, collaboration, and success. Encouraging team-building activities and regularly updating work agreements will systematically enhance collaboration and improve performance.

Navigating the complexities of diverse teams can be challenging, but embracing this variety leads to thriving cross-functional projects. As a project manager, follow these steps to foster collaboration: Knowledge Sharing: Encourage team members to share their expertise, breaking down silos and enhancing collective understanding. Collaborative Tasks: Assign tasks that require collaboration, allowing team members to experience the benefits of diverse perspectives firsthand. Celebrate Diversity: Highlight the value each team member's unique background and expertise adds to the project, building respect and appreciation among team members.

Collaboration is amazing but it's time waste if not managed in a good way because the outcome could be vague. That's why if there is any collaboration activities, brainstorming sessions, etc. It's important to set time, duration, deadline and expected outcome to it. Otherwise, we will keep having meetings and discussions without outcome.

Effectively leading cross-functional teams as a project manager involves adeptly managing conflict. I’ve found that acknowledging diverse perspectives and fostering open communication are key. I establish clear goals and expectations upfront, ensuring everyone understands their roles and responsibilities. When conflicts arise, I try to address them promptly and constructively, facilitating productive discussions to find mutually beneficial solutions.

There is a saying leaders who talks less drives results faster!!Rather than just creating a presentation or just mouthing the numbers we should put all our efforts into action that’s when we seem we are driving through the mended results and hence proven!!

In my experience this one plays a vital role..No matter where we are or what we do adapting and being flexible is the right key.We can drive through any challenges when we adapt and be flexible towards our goals

I would add Outcomes and Measurable targets to the list, once teams and individuals can better appreciate where their work is heading they can autonomously work toward that goal and outcome, better still if you embed ways to measure the success in incremental steps along the way. Examples of Key results that the team can directly affect can be found all over the place by searching for "OKRs", why not allow your team(s) to create their own key result then work together to acheive it.