Cross (Dys)Functional Teams

The Importance of the Cross Functional Team

Cross functional teamworking is not a new concept as many industries have been working in this fashion for many years and many organisations’ senior leadership teams are in effect cross functional teams. For industries like Engineering, setting up cross functional teams both within the organisation and with other organisations to work on major projects is now second nature. Just think about the aircraft manufacturing sector; companies like Airbus and Boeing rely on other companies to manufacture distinct parts of their aircraft and then bring all the relevant parts together at their assembly plants. This all requires expert project management capability alongside the ability to work as high-performance cross-functional teams and the attitude to be a fully collaborative and effective team member.

Some cross functional teams, though, can be subject to what is termed the ‘silo mindset.’ This is where the various team members are simply focused on their own function and department’s goals as opposed to fully buying into the aims and goals of the cross functional team. These ‘function’ team members become simply a ‘representative’ of the function and treat the cross functional team as their ‘B’ Team as opposed to their ‘A’ Team. An example of a cross functional team where ‘silo’ mentality can be present is where the organisation’s senior leadership team is composed of the ‘Heads of Department’ of the various functions and most likely led by the General Manager, Chief Executive or equivalent. If all the team members simply take on a ‘functional’ representative role then the senior leadership team will be seen as potentially dysfunctional and ineffective. This actually defeats the purpose of the team in that a senior leadership team should lead by example, display effective team leadership, and team membership. They should be seen as a ‘role-model’ team. Sadly, many senior leadership teams can be seen as disunited and ‘fractured’ due, in part, to internal politics, egos and a lack of understanding around teams and team dynamics. This can have a hugely negative ‘ripple’ effect across the organisation.

In this short article I would like to highlight what can go wrong with senior leadership cross-functional teams and suggest some simple and effective ways to ensure that your cross functional teams (regardless of seniority) can get off to the best possible start and achieve high-performance.

Mindset. Firstly, the set-up of the cross-functional team can go wrong from the very start as the mindset of the various functional ‘heads’ is not what it should be. The mindset is possibly still that of a ‘silo’ and ‘functional’ nature and cross-functional team members can go into the first meeting with solely their ‘department hat’ on. The mindset must be that while the team member is representing the function, they are there to lend their experience and expertise to ensuring that the cross functional team hits its goals and fulfils its purpose. It is not about ‘flag waving’ or ‘getting their way’ – it is about collaboration, cooperation, debate, and final agreement as to the best possible outcomes. The ‘silo mentality’ must be left ‘at the door’ – you are joining a team and a team that needs to work together to achieve its purpose and its specific goals. Every cross functional team member has to treat every team that they are a member of as their ‘A’ Team. There cannot be a situation where you have ‘A,’ ‘B’ and ‘C’ teams!

Below are some questions that need to be considered at the very start of the team’s formation:

? Have you agreed the exact purpose of the leadership cross functional team?

? What specific aims and goals have the team to deliver so that the team’s purpose is fulfilled?

? Are the team members there as 'representatives' of their function or are they there to be fully inclusive, committed, and accountable members of the cross-functional team?

? Are all team members fully committed to the cause'?

Measurement: Many ‘function’ members of the cross-functional team join the team and take on actions on behalf of the team. The challenge is that the team member may not be recognised for the actions that they take on and deliver on behalf of the cross functional team. They are measured using archaic and ‘function only’ objectives, usually based on a standard role description as opposed to a specific objectives document that outlines what the individual must achieve across all the functions and teams that they work with, and in. Many cross functional team members I have spoken to over the years highlight that this is a real issue, as performance ratings, bonus and potential salary increase are at stake. If the rewards are dependent on the objectives in the original objectives document and are focused solely on their function role then it is no surprise that as time goes on the individual may focus on the core function objectives as opposed to the objectives they are carrying out on behalf of the cross functional team. Leadership Team members must have a meaningful percentage of their measures (and renumeration) based on the outputs of the cross functional team they are a member of. Being assessed purely on competencies won’t fully engage and commit the average function ‘head’ to be a fully committed and accountable leadership team member.

Some questions:

? Are all team members going to be measured on and recognised for their cross functional team objectives? How will this happen?

? Are these cross functional objectives specifically written into the individual’s objectives document for the year?

? Is the percentage of measurement and reward for leadership team objectives the right one to drive team commitment and achievement?

Leadership: This can be one of the key reasons as to why cross-functional teams struggle to get going and be truly effective. If the team leader has not got the capability and knowledge of teams and team dynamics, then the team can struggle to get out of the ‘starting blocks.’ It is surprising just how many senior leaders do not possess the required knowledge of teams and also do not possess the necessary team leadership skills. Assuming that a senior leader has these skills based on a ‘successful’ career to date can be dangerous! I’ve lost count of the number of teams that have been ‘successful’ in spite of their leader! The team leader needs to be able to facilitate a group of ‘function’ individuals and be able to ensure that the team starts to gel and work well together, having enabled them to fully buy into and engage with the team’s purpose and specific aims and goals. Many senior team leaders despite having lead teams for years still need support via training and coaching to ensure they develop their team leadership skills whilst still ensuring that the leadership team forms sufficiently well to be able to focus on delivering the purpose and the goals.

So:

? Has the Senior Leadership Team leader got true cross functional team leadership capability?

? Do they have the necessary knowledge of teams, team dynamics and team performance?

? What support in being given to senior leadership team leaders? Who is training, coaching, and mentoring them while they lead the cross functional teams?

‘Diving’ into Task. This is the downfall of many teams and not just cross-functional ones. The desire to ‘get things done’ before seriously looking at how best the team is going to operate can mean the difference between high performance results and total disaster resulting from conflict. Time must be taken at the very start of the leadership team’s life to work out how the team is going work together and be that cohesive unit, devoid of ‘silo mentality’ that will deliver excellence. The only way to do this is to have a facilitated round table (or virtual) meeting whereby the needs and expectations of every team member is discussed, and the outcomes detailed in a Team Contract or Charter. Very few teams do this, and they plough on with the tasks and wonder why morale drops and why people are generally getting demotivated as time progresses. Every cross functional team should ensure they have a team contract or charter that covers (at a minimum) their Purpose, their Aims and Goals, how they will work together (Needs and Expectations) and an agreed Review process. Senior Leadership teams should be leading by example in this respect and I would expect that every senior leadership team will have a formal Team Charter in place. I wonder just how many actually have this in place?

Review, Reward and Recognition. It is imperative (as it is with any team) that the team reviews its progress regularly to ensure it is on track to hit its goals. It is also imperative that the team reviews its team charter to make sure that all the agreed processes, and desired attitudes and behaviours are being demonstrated consistently, competently, and confidently. In addition, the team needs to make sure it recognises the efforts and achievements of both the team as a whole, and the individual team members, ensuring that individual success is reflected in that team member’s own individual performance review. Above all the team needs to celebrate every ‘small win’ on the path to achieving the overall key aims and goals. This applies to all teams and not just to senior leadership teams.

Senior leadership teams are an example of a cross-functional team, and these teams are vital to the successful completion of projects and organisational objectives. The mindset that every senior team member must be focused so that they treat every team they work in as their ‘A’ team. They have to ditch the ‘silo’ mentality. Every cross functional team member must have detailed roles, responsibilities and objectives that are specific to their commitments to the team they are a member of. They need to be wholly accountable for these objectives and they should be measured in such a way that is meaningful and powerful enough to enlighten the team member that if they don’t deliver for the team, then their overall reward and compensation may limit their progress within the organisation. Senior leadership teams are hugely important to the organisation but like all teams they need to be supported to work effectively and productively.

If you are looking to develop your teams directly then contact me through LinkedIn or via email at [email protected] Alternatively call me on ++ 44 (0) 776 416 8989.