From Silos to Synergy: How Boards Can Spark Cross-Collaboration for Unstoppable Teams

Have you ever witnessed a company with a brilliant strategy but a dysfunctional execution?

Departments operating in isolation, priorities shifting like desert sands, and a general sense of disarray can plague organisations lacking a unified direction.

Often, the culprit is a fractured culture – one where collaboration, let alone cross-collaboration, remains a distant dream.

This isn't just a theoretical problem.

I've seen countless companies struggle with this as a board coach.

The solution? Boards transforming themselves into catalysts for a culture of cross-collaboration, where teams not only collaborate within themselves but seamlessly work across functions for a greater purpose.

Collaboration vs. Cross-Collaboration: Bridging the Gap

Collaboration, a mainstay in today's business world, involves teams working together to achieve a common goal.

It's the foundation for effective teamwork.

However, cross-collaboration takes it a step further.

It's the strategic integration of diverse skills and perspectives from different departments to co-create innovative solutions.

Imagine an orchestra – collaboration ensures each musician plays their part, while cross-collaboration is the harmonious blend of instruments that creates a masterpiece.

The Boardroom Blindspot: From Lone Wolves to Collaborative Champions

Let's consider an example.

One client company, despite a sound strategy, faced execution paralysis.

Departments operated in silos, priorities fluctuated wildly, and employees felt lost.

Upon closer inspection, the root cause was a board leadership team with a "go it alone" mentality.

Individual directors pushed their own agendas, breeding confusion and distrust.

This exemplifies the danger of a boardroom blindspot – a lack of focus on cross-collaboration that trickles down and undermines the entire organisation.

So, how can boards become the wind beneath an organisation's collaborative sails?

Charting the Course: Building a Foundation for Cross-Collaboration

1. Core Values: The Shared Compass

The first step is establishing a strong foundation.

Assemble the board and collaboratively develop a set of core values that encapsulate the company's mission and vision.

These aren't just words on a plaque; they become the compass guiding every decision.

For example, if "innovation" is a core value, board discussions should actively seek out cross-departmental perspectives to fuel creative problem-solving.

2. Leading by Example: Actions Speak Louder Than Words

Directors set the tone. Every interaction, every decision, sends a message.

Here's where the "walk the walk" mentality shines. Hold yourselves accountable to those core values.

This demonstrates commitment and inspires a collaborative spirit throughout the organisation.

3. Transparency: Building Trust Through Open Communication

Don't shy away from sharing challenges and setbacks.

Open communication builds trust and allows employees to understand the bigger picture.

Imagine a chessboard – without transparency about the overall strategy, individual pieces (departments) can't make informed moves.

Regularly update employees on progress, challenges, and how cross-collaboration is contributing to the company's goals.

4. Celebrating Wins (Big and Small): Fueling the Fire

Recognition fuels motivation. Acknowledge cross-collaborative achievements at all levels – it reinforces positive behaviors and keeps everyone aligned.

Publicly commend teams that successfully broke down silos and celebrate the innovative solutions they co-created.

This sends a powerful message that cross-collaboration is valued and rewarded.

From Boardroom to Breakthrough: The Ripple Effect of Cross-Collaboration

By leading with a unified vision, embodying the company's core values, and building cross-collaboration, directors become the driving force behind a high-performing culture.

Remember, culture isn't built in isolation; it's built through consistent actions that demonstrate a shared direction.

By bridging the gap between collaboration and cross-collaboration, boards can empower teams to move beyond departmental walls and create a symphony of success.

Would love to hear your thoughts on this. Please share in the comments below.

Till Next Time,

Vijay Mistri