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Abstract: This article discusses the concept of cross-silo leadership and key practices for breaking down organizational silos. It argues that as organizational structures have become more complex, traditional vertical leadership has given way to more collaborative cross-functional approaches. The abstract outlines key points from the article, including how cross-silo leaders cultivate collaboration through establishing shared goals, fostering interdependence, and facilitating social bonds. It also discusses how they enhance communication using multiple channels, promote transparency, and engage in active listening. Leaders must also develop a "networked mindset" through valuing relationships over silos, thinking systematically, and embracing ambiguity. The article presents strategies for cross-silo leadership such as redesigning structures, rotating staff, empowering failures at interfaces, and modeling collaboration. Overall, it positions cross-silo leadership as critical for driving effectiveness in networked environments by dissolving barriers between groups.
In today's complex organizational landscape marked by cross-functional collaboration and matrixed teams, traditional hierarchical structures are giving way to more agile and adaptable models. Organizations are shedding silos in favor of permeable boundaries that allow the free flow of ideas, resources and decision-making across divisions. This transition requires a new breed of leader adept at navigating complexity, building bridges between groups and empowering cohesive efforts across organizational silos.
Today we will explore the key characteristics of cross-silo leadership with a focus on cultivating collaboration, enhancing communication and developing a networked mindset.
Cultivating Collaboration
Research asserts that flattening structures and dissolving silos necessitates collaborative leadership approaches. Cross-silo leaders understand that collaboration is not just a "nice to have" but rather the defining factor for success in matrixed environments where influence must replace authority (Pina e Cunha et al., 2014). These leaders move teams from a mentality of "us vs. them" towards collective ownership of outcomes. Three core tactics for cultivating collaboration include:
Establishing Shared Goals: Cross-silo leaders frame organizational goals in a way that balances departmental interests with overarching objectives. Goals are transparent and integrated rather than competing so teams see how their work interconnects (Sullivan, 2012). For example, healthcare provider Mass General Brigham developed population health goals measured across its network of hospitals, clinics and community partners. This united previously siloed groups around improving overall community wellness.
Fostering Interdependence: Rather than allowing silos to work independently, cross-silo leaders foster genuine interdependence by designing initiatives requiring cross-functional inputs and outcomes (Cook & Johnston, 2000). They help teams understand where core competencies lie across divisions to facilitate resource-sharing, joint problem-solving and integrated planning. For instance, a government agency implemented quarterly "collaboration cafes" where teams pitch partnership ideas to break down barriers.
Facilitating Social Bonds: In addition to task-oriented collaboration, cross-silo leaders also cultivate social bonds critical to fostering cooperation. They encourage relationship-building through team-building activities, regular informal interactions and cultural exchanges (Mathieu et al., 2008). For example, a tech company schedules monthly "lunch and learns" where silos teach one another about their work through interactive demos and Q&As over shared meals.
Enhancing Communication
Collaboration also hinges on cross-silo leaders prioritizing clear, consistent and multi-directional communication flows. Research links effective communication practices to higher employee engagement and stronger inter-silo partnerships (Kahn, 1990). Leaders can establish these practices as follows:
Utilizing Multiple Channels: Rather than relying solely on emails and meetings, cross-silo leaders employ a range of formal and informal communication channels from documentation repositories to social networking platforms (Strode et al., 2016). This variety accommodates diverse learning and engagement preferences across silos. An automaker uses an internal website, Yammer account, tip jars and feedback wall to share updates across its global facilities.
Promoting Transparency: Cross-silo leaders also emphasize open-book management with transparent information sharing about priorities, budgets, challenges and wins (Pina e Cunha et al., 2014). This builds understanding and trust between silos used to working independently with limited visibility. A healthcare insurance provider holds weekly open forums where any employee can pose questions to c-suite leaders.
Engaging in Active Listening: Two-way communication is also bolstered through cross-silo leaders' commitment to listening with empathy to various perspectives (Glaser, 2014). They foster psychologically safe environments encouraging candid yet respectful dialogue. For instance, the head of a nonprofit asks staff members to periodically “switch seats” to hear different silos' point of views on initiatives.
Developing a Networked Mindset
Beyond specific collaboration and communication techniques, cross-silo leaders reshape mindsets through developing a network orientation. They cultivate an ecosystem thinking that recognizes interdependence, sees the big picture across boundaries and leverages diverse strengths (Cross & Parker, 2004). Key aspects include:
Valuing Relationships over Silos: Cross-silo leaders prioritize developing strong professional networks internally and externally rather than narrow silo focus (Kilduff & Brass, 2010). They connect teams to strategic partners who can facilitate broader problem-solving. For example, a manufacturing firm hosts annual "supplier summits" where internal divisions mingle with vendors to spark new innovations at the intersections of their work.
Thinking Systems not Parts: With a systems lens, cross-silo leaders understand how initiatives in one area might impact others (Senge, 1990). They avoid optimizing a single silo at the expense of the whole organization. Conversely, a tech startup piloted a "rotational roles" program where employees periodically job-shadow peers to gain holistic perspective.
Embracing Ambiguity and Emergence: Networked ecosystems breed unpredictable dynamics requiring adept navigation of grey areas (Stacey, 1995). Cross-silo leaders are comfortable with uncertainty, can leverage disruption, and empower grassroots solutions occurring at silo interfaces. A utility provider's empowered "innovation councils" incubated new solutions from crowd-sourced staff proposals.
Cross-silo leadership demands cultivating collaboration, enhancing communication flows, and reshaping mindsets - all with the goal of breaking down walls dividing groups to optimize organizational performance. Equipped with these competencies, leaders can drive outcomes through networks of empowered, mutually supportive teams rather than hierarchies of isolated silos. The following section explores specific strategies leaders might employ.
Strategies for Cross-Silo Leadership in Practice
While collaboration, communication and mindset serve as foundational elements, cross-silo leaders also require tangible strategies tailored to their organizational contexts. Four approaches with examples below highlight actions leaders can take:
Redesign Structure and Incentives
Implement matrix or team-based structures blurring silo lines and making coordination essential for success. A tech firm transitioned from functional to geographic regions structure better leveraging local expertise.
Tie compensation and career progress to cross-silo relationship building or integrated initiative execution. An energy company added a "network factor" to performance reviews evaluating breadth and depth of professional connections.
Foster Hands-on Experience
Rotate teams through temporary roles in other divisions for immersive understanding. A manufacturer instituted six-month "exchange programs" pairing plants with different product focuses.
Seed integrative "skunkworks" projects for cross-functional experimentation outside usual silos. A bank prototyped new fintech services through internal hackathons bringing together branch staff and engineers.
Destigmatize Failure at Interfaces
Encourage teams to pilot high-risk, high-reward partnership ideas recognizing imperfect first attempts build more over time. A university designated a "safe space" lab empowering cross-department experiments even if all didn't succeed.
Highlight learnings rather than faults from unsuccessful collaborations to maintain psychological safety for future endeavors.
Lead by Modeling Collaboration
Actively engage, take ownership, and negotiate between silos to solve organizational dilemmas. The manufacturing COO mediated a production dispute through collaborative problem-solving.
Showcase personal cross-silo network, how it contributes value, and make relationship-building a leadership priority. A nonprofit director shared how local connections informed strategic planning.
In their application, strategies will likely differ according to each company's culture, structure and industry dynamics. However, the underlying actions of redesigning work, hands-on learning, embracing failures and demonstrating collaborative behaviors themselves constitute a tangible blueprint cross-silo leaders can enact to achieve networked performance. The following conclusion provides final reflections.
Conclusion
The trends of specialization, broadened scope and flattening hierarchies signify that cross-silo leadership is increasingly pivotal for driving organizational effectiveness. However, dissolving boundaries between groups also introduces complexity that traditional command-and-control approaches fail to navigate. Leaders must cultivate true collaboration, enhance multi-directional communication flows and develop a networked mindset to optimize outcomes through teams rather than isolated silos.
While crossing boundaries introduces ambiguities, properly applied strategies from relationship-building to experimental partnerships can help overcome silo barriers. Leaders play an influential role in demonstrating hands-on collaboration and fostering its norms, behaviors and mindsets across their organizations. With matrixed teams becoming the prevailing work structure, developing cross-silo competencies emerges as a core leadership capability for the future.
Overall, deconstructed silos demand reconstructed methods of empowering teams operating at the nexus of divisions. Leaders adept at navigating complexity through cross-functional networks will prove pivotal in optimizing organizational agility, creativity and productivity in current business landscapes. Cross-silo leadership looks beyond hierarchical functions or roles to cultivate genuine collaboration as a path toward strategic advantage. Its greatest promise may lie not in any individual strategy, but rather in reshaping mindsets and culture toward permeable boundaries and shared responsibilities across an organization's boundaries.
References
Cook, J., & Johnston, J. (2000). Core processes of interdepartmental collaboration. Journal of Business and Psychology, 15(1), 119-131. https://doi.org/10.1023/A:1007739606761
Cross, R., & Parker, A. (2004). The hidden power of social networks: Understanding how work really gets done in organizations. Harvard Business Review Press.
Glaser, S. R. (2014). Conversations: Creating and sustaining a collaborative culture. Industrial and Commercial Training, 46(3), 121-126. https://doi.org/10.1108/ICT-10-2013-0067
Kahn, W. A. (1990). Psychological conditions of personal engagement and disengagement at work. Academy of Management Journal, 33(4), 692-724. https://doi.org/10.2307/256287
Kilduff, M., & Brass, D. J. (2010). Organizational social network research: Core ideas and key debates. The Academy of Management Annals, 4(1), 317-357. https://doi.org/10.1080/19416520.2010.494827
Mathieu, J., Maynard, M. T., Rapp, T., & Gilson, L. (2008). Team effectiveness 1997-2007: A review of recent advancements and a glimpse into the future. Journal of Management, 34(3), 410-476. https://doi.org/10.1177/0149206308316061
Pina e Cunha, M., Vieira da Cunha, J., & Kamoche, K. (2014). Intertwining organizational cultures and behaviors: A socio-dynamic perspective of misalignments. Journal of Management & Organization, 20(1), 32-51. https://doi.org/10.1017/jmo.2014.4
Senge, P. M. (1990). The fifth discipline: The art and practice of the learning organization. Currency.
Stacey, R. (1995). The science of complexity: An alternative perspective for strategic change processes. Strategic Management Journal, 16(6), 477-495. https://doi.org/10.1002/smj.4250160606
Strode, D. E., Huff, S. L., Hope, B., & Link, D. (2016). Coordination in interconnected organizations: Examining vertical information systems. Journal of the Association for Information Systems, 17(3), 165-202. https://doi.org/10.17705/1jais.00416
Sullivan, J. (2012). Skills mastery and problem solving in leadership training for health managers: An experiential approach to improving quality in districts. Human Resources for Health, 10(1), 1-12. https://doi.org/10.1186/1478-4491-10-1
Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Chair/Professor, Organizational Leadership (UVU); OD Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.
Suggested Citation: Westover, J. H. (2024). What Cross-Silo Leadership Looks Like. Human Capital Leadership Review, 14(1). doi.org/10.70175/hclreview.2020.14.1.13
