Article
Reducing Silo-Mentality and Getting Teams to Collaborate
August 24, 2020
Develop A Collaborative Environment
The team leader plays a key role in creating a team culture or climate. If you want to work with a team where there’s an expectation that people will collaborate, and where team members actively look for ways to support one another, it is up to you to consciously build that team.
When assembling a team, whether new hires or from within the organization, look for people who are team players. That means that their competitive spirit is aimed at achieving goals and winning for the team, rather than on raising their own status or trying to one-up their colleagues. Some people view the world as a zero-sum game, where there are limited resources and they must compete to get their fair share. This is the opposite of an attitude of abundance that assumes that we can all win if we work together and there is enough for everyone. Competitiveness is fine when it comes to the organization’s external competitors but has a decidedly negative impact when it is social competitiveness and winning at the expense of other team members.
Our own research at Hagberg Consulting Group makes this abundantly clear. Social competitiveness – people who feel the need to compete with their co-workers – is negatively correlated with openness to input, listening, building partnerships, building relationships, information sharing, and forthrightness. Not the profile of an effective team member!
Stack ranking is a procedure, popularized in the 1980s by GE’s CEO Jack Welch, of ranking employees according to a bell curve. In that system, the top 10% are designated as top performers, while the bottom 10%, seen as a drag on the organization’s effectiveness, are routinely let go. Stack ranking fosters internal competition of employee vs. employee as they strive for high marks, and it stifles innovation. “In a hyper-competitive workplace,” wrote Max Nilson in Business Insider, “where management is essentially asking employees to outperform the people sitting next to them, employees don't have an incentive to share ideas or collaborate.” People focus on their own performance, “rather than working together toward broader goals. And at its most extreme, employees may focus on preventing others from excelling.” After all, you might not want to help a fellow team member because you may be the one who gets fired if he does better than you. [“Why Stack Ranking Is A Terrible Way To Motivate Employees,” Max Nilson, Business Insider Nov. 15, 2013] No wonder people experienced it as a morale killer.
On the other hand, here are some suggestions for building a collaborative, cooperative environment:
- Strengthen relationships. It is important for the leader to continually look for ways to build cohesion and strengthen relationships and bonds between members. Whether it is a meeting whose primary focus is helping team members get to know each other in more depth, a team dinner once a month, or a planning off-site that includes activities that help members get together just for fun and socializing, can go a long way toward increasing team coherence. Also, beware of having such a rigorous and rigid agenda-focus in your meetings that you don’t leave any time for informal discussion and personal sharing. This may not always be possible or desirable, but should be built in whenever feasible.
- Encourage communication between team members. The team leader also needs to encourage communication between team members and avoid relying on the “hub and spoke” style, where communication is primarily one-on-one between the leader and individuals. That style is familiar and comfortable for independent-minded entrepreneurs, but it is not helpful for building teams or evolving solutions to complex problems that require communication and collaboration among various specialties. Encourage team members to develop deeper connections amongst themselves, so that decisions do not always revolve around you. (Why? Because if you are not available at crunch time, how will decisions be made?)
- Beware of silos. In rapidly growing organizations there is always a threat that organizational silos will develop, and teams will focus narrowly on their own agendas and priorities, even to the point of resenting or stereotyping “those people over in sales,” and so on. To counteract this tendency, you need to foster communication between teams, and organize regular meetings between them to coordinate efforts, develop mutual understanding, and learn to collaborate.
- Promote cross-functional teamwork. When silos do develop and people think primarily about their own team or functional agenda, they lose track of what others need and the challenges they may be facing. This mind-set can lead to a reluctance to communicate, coordinate, or cooperate, even to share information or resources with other individuals, departments or teams. As the leader, if you see this happening, let everyone know that you want every team member to be aware of, and sensitive to, not only the projects others are working on, but what they need in order to be most effective. When teams and team members are called upon to cooperate with other teams to work on certain problems and projects, you can make this collaboration more fruitful if you discuss with everyone involved areas where the teams need to work together, what each needs from the other team, and how they can partner most effectively.
- Organize cross-functional meetings . Interdependent teams should meet regularly to clarify mutual goals and roles, sort out ongoing issues and problems, create plans and solutions together, and support each other. Product and Engineering, for example, could meet once a month or even more often, to share what they are working on, what their priorities are, what problems they are facing, and coordinate their efforts. As the leader, help everyone understand what each team needs from the other(s), their problems and priorities, and encourage them to develop empathy rather than looking at the other group as “them”. Be careful to discourage any “us versus them” thinking or negative stereotyping of the other group.
- Encourage active participation in meetings.
Encourage team members to participate and openly share their ideas and perspectives. Do your best to get people involved. Facilitate dialogue between team members. Draw them out. “Maria, we haven’t heard from you on this new initiative. What do you think about it?” Or, “That’s a good idea. How can we build on it?”
- Reduce the fear factor.
Be sure your attitude and demeanor in meetings does not intimidate others, but makes them feel that their presence and their ideas are welcome and appreciated. On the other hand, some people may need to be motivated by the awareness that there will be consequences if they don’t deliver. So this is another area where a balance of leadership styles and approaches may be needed.
- Build a team culture of collaboration.
Starting with your own example, encourage team members to make a strong personal commitment to the success of other members, and not be focused entirely on their own achievements. This requires a spirit and expectation of collaboration and cooperation between team members and fostering a strong common identity, rather than an “us versus them” mentality.
- “How can I help with that?”
As team leader, a major part of your job is to find out what people need, where they are stuck, where they might need more resources, and facilitate the solution. Team members can follow your example, talk to each other about what they are working on, and ask, “How could I help you with that?” Often there is a way to contribute directly to someone else’s part of a project because of the diversity of backgrounds and expertise, but even if there is not, just letting others know you have their back and are available if they need you promotes a spirit of collegiality and mutual support. And don’t forget: on a team, each person’s achievements and successes are not just for the individual, but contribute to the success of the whole.
- Don’t avoid problems. Effective problem-solving and decision-making involves surfacing troublesome issues and bringing up differing views for consideration. When there are problems between the groups, don’t let them fester. Discuss what is and isn’t working and how the communication and collaboration can be improved. The leader needs to actively guide this process, to bring out the best ideas and insights.
- Re-assess your role
. Learn to see yourself not so much as “the boss” or “the decider” but rather as a facilitator of effective problem-solving and communication.
- Model collaborative behavior.
Getting to the core of an issue and making the right decision also requires the leader to model collaborative behavior, not an easy task for those who have largely been individual contributors, but an essential role to learn to play.
share this
Related Articles
Related Articles
The Recognition Paradox:
Why Truly Outstanding Leaders Thrive by Indifference to Personal Glory
Let's talk about the elephant in every startup room: trust. As a founder, you're a visionary, a risk-taker, a relentless force of nature. You've battled against impossible odds, fueled by ambition and a singular vision. These very traits, which propelled you from an idea to a burgeoning business, are often celebrated as the hallmarks of entrepreneurial genius. But here’s the uncomfortable truth: those same strengths, left unchecked, can become the insidious forces that destroy the very trust your startup desperately needs to survive and thrive. Research reveals a stark reality: trust isn't a "nice-to-have" soft skill; it's the indispensable capital that underpins every successful venture. It's the bedrock of high-performing teams, the fuel for innovation, and the hidden engine of organizational resilience. Ignore it at your peril, because the cost of low trust isn't just a dip in morale—it's a direct hit to your bottom line, your talent pipeline, and your legacy as a leader. Trust: The Unseen Currency of the Startup World In the chaotic, high-stakes environment of a startup, trust is amplified. It’s the "first step of genuine and effective leadership” , and without it, people simply won't follow you. This isn't just about warm feelings; it's about hard business metrics. Companies with high trust factors report a staggering 74% less stress, 13% fewer sick days, and 40% less burnout among employees. Employees in high-trust organizations are also 50% more likely to stay long-term , drastically cutting turnover costs and retaining invaluable institutional knowledge. When trust flourishes, collaboration ignites, leading to more innovative solutions and superior problem-solving. Google's own Project Aristotle, a deep dive into team effectiveness, concluded that high-performing teams are simply impossible without trust. This is the "Founder Effect" in action. Your behavior, whether positive or negative, is magnified due to your central, often singular, role in shaping early-stage culture and strategy. Unlike larger, established corporations, your startup's very DNA is a direct reflection of you. The Three Pillars: Your Trustworthiness Litmus Test Research consistently points to three fundamental pillars of trustworthiness: Ability, Integrity, and Benevolence . Here’s the critical, often misunderstood, part: trustworthiness is a product of these three, not a sum. A zero score in any one pillar results in zero trustworthiness overall . Let that sink in. You can be a brilliant strategist (high Ability), but if your team perceives you as dishonest (zero Integrity), your trust account is empty. You can be the most ethical person in the room (high Integrity), but if you consistently fail to deliver on promises (zero Ability), trust evaporates. And perhaps the most insidious blind spot for many founders: you can be competent and honest, but if you lack genuine care and kindness for your team (zero Benevolence), you will not be trusted. Authenticity is the bedrock upon which these pillars stand. It's about transparency regarding intentions, a willingness to admit mistakes, and an unwavering adherence to your core values. Without genuine authenticity, any attempt at building trust will be perceived as manipulative, leading to skepticism rather than genuine trust. The Startup Crucible: Why Founders Fall Into Traps The startup environment is a unique pressure cooker. High uncertainty, relentless pressure to scale, and limited resources create a volatile landscape. This constant flux demands rapid iteration and quick decision-making. But this urgency can lead to "hasty decisions" and "sub-optimal risk-taking behaviors". This is where "Founder's Syndrome" (or "founderitis") often takes root. It's a pathological pattern where your initial strengths, vital for launching, transform into weaknesses that hinder growth. It's an "autoimmune disease" that ultimately undermines the very organization you worked so hard to build. The journey is often lonely, exacerbating stress and leading to mental health struggles that are 50% more common for founders than the general population. This pervasive stress "clouds judgment" and "hampers long-term planning," directly eroding trust. When you neglect your own mental health, you inadvertently "undermine the importance of the mental health of the people you are leading". The Trust Builders: Founders Who Get It Right Despite the inherent challenges, many founders successfully cultivate deep trust. They understand that it's a deliberate, multi-faceted process rooted in specific leadership qualities and behaviors. 1. Demonstrating Ability and Adaptability: Founders build trust by consistently delivering on promises and demonstrating competence. This means being agile and willing to pivot when necessary, learning from mistakes, and adapting to market shifts. Positive Example: Daniel Dines of UiPath. UiPath, now a $10 billion company, wasn't an overnight success. Founder Daniel Dines navigated multiple major pivots, from an outsourcing company to a consumer products foray that "didn't work," before finally productizing their services into what became UiPath. His willingness to learn from "early missteps and failed attempts" and adapt the business model demonstrated his ability and built trust through resilience and consistent effort. This adaptability reinforces the "Ability" pillar, showing stakeholders that the founder can steer the ship through turbulent waters. 2. Upholding Unwavering Integrity: Integrity is non-negotiable. Founders who "walk the talk"—consistently upholding values, maintaining honesty, and ensuring fairness—build profound trust. Positive Example: A Transparent Tech Startup. One tech startup embraced transparency from day one, openly sharing both successes and challenges with all team members. This commitment fostered a culture of trust, attracting and retaining top talent who valued an environment where their voices were heard and contributions recognized. This transparency, rooted in integrity, empowered employees to propose bold solutions and challenge the status quo, driving sustainable growth. Investors also explicitly expect founders to adhere to both the "letter and the spirit of the law" and to behave ethically. 3. Cultivating Benevolence and Psychological Safety: Trust is deeply relational. Founders who show genuine concern for their team's well-being, demonstrating empathy, respect, and kindness, foster psychological safety. Positive Example: Airbnb's Foundational Trust. When Airbnb launched, convincing strangers to rent out their homes was a massive trust hurdle. Founders Brian Chesky and Joe Gebbia tackled this head-on by prioritizing trust and safety. They implemented rigorous verification processes, secure payment systems, and user reviews. These measures, born from a deep understanding of user concerns and a commitment to their well-being, were crucial in building a safe and reliable platform, fostering a vibrant community, and ultimately disrupting the hospitality industry. This commitment to user and host well-being exemplifies benevolence. The Trust Destroyers: Traps Even the Best Fall Into Even with good intentions, founders can inadvertently erode trust. These behaviors, often amplified by startup pressures, can be catastrophic. 1. Lack of Transparency and Inconsistent Communication: When your actions don't align with your words, credibility fades. Information silos and inconsistent messaging breed distrust. Negative Example: Mark Zuckerberg and Facebook's Data Scandals. Mark Zuckerberg, despite his vision, faced significant trust erosion at Facebook due to a perceived lack of transparency and inconsistent communication regarding user data. Revelations about Cambridge Analytica exposing personal data of 87 million users, followed by admissions of hackers accessing 50 million users' information, and investigations revealing data sharing with major companies like Netflix and Amazon, shattered public and investor trust. This "say-do gap" between stated privacy commitments and actual practices profoundly undermined integrity and transparency. 2. Compromised Integrity and Unethical Conduct: This is the most catastrophic trust destroyer. Unchecked ambition and intense pressure can lead founders to believe "the rules don't apply to them". Negative Example: Elizabeth Holmes (Theranos) and Trevor Milton (Nikola). Elizabeth Holmes's ambition to revolutionize healthcare at Theranos morphed into manipulation and deceit, fabricating capabilities her technology couldn't deliver. This led to investors, employees, and patients suffering the consequences. Similarly, Trevor Milton, founder of Nikola, succumbed to pressure to deliver on promises, leading him to "embellish—no, outright fabricate—the capabilities of Nikola's technology." When the truth emerged, his reputation crumbled, and investors lost millions. These cases vividly illustrate how a fundamental compromise of integrity, driven by ambition and pressure, leads to "shattered credibility" and "burnt bridges". Misleading investors about revenue isn't just unethical; it can be criminal securities fraud with severe legal implications. 3. Absence of Benevolence and Empathy: Neglecting the human element—empathy, respect, and genuine care—is profoundly destructive. Negative Example: Travis Kalanick at Uber. Travis Kalanick, Uber's co-founder, was ultimately forced to resign by an investor revolt due to his "brash and at times inappropriate behavior" that "repeatedly raised eyebrows" and was blamed for creating a "toxic culture". This lack of benevolence, characterized by disrespect and a disregard for employee well-being, directly eroded trust and led to significant talent drain. Publicly humiliating team members, disengaging emotionally, or adopting a "one-size-fits-all" leadership approach with diverse teams all signal a profound lack of care. 4. Micromanagement and Control-Freak Tendencies: This signals a fundamental lack of trust in employees and creates a vicious cycle of distrust. Negative Example: The Bottleneck Founder. Founders who feel the need to oversee every decision create significant bottlenecks, disempowering employees and stifling creativity. Talented team members often leave because they don't feel trusted or valued. Micromanagement explicitly communicates, "I no longer think you are the right person to do this job". This toxic behavior destroys morale, causes employees to delay decisions, and withholds valuable insights. It's a direct attack on the "Ability" pillar of trust, implying incompetence and leading to lower performance, decreased morale, and higher turnover. 5. Impulsivity and Resistance to Adaptation: Constantly shifting priorities or clinging rigidly to outdated methods undermines trust in your ability to lead effectively. Negative Example: The "Analysis Paralysis" Founder. Some founders, despite the need for agility, are "incredibly rigid," preferring "familiar methods" and struggling to let go of past successes. They may suffer from "analysis paralysis" when faced with incomplete information, a common occurrence in startups. This rigidity can manifest as dictatorial behavior and a struggle to accept alternative viewpoints. This stifles innovation, as employees hesitate to propose new ideas if they believe the founder won't be receptive. The Path Forward: Rebuilding and Sustaining Your Trust Capital The good news is that trust, even when broken, can be rebuilt. It requires deliberate, sustained effort and a profound commitment to self-awareness. Lead by Exemplification: Your actions must consistently align with your words. Admit missteps openly and share the steps you're taking to rectify them. This consistent "say-do" message builds profound credibility. Prioritize Open and Consistent Communication: Establish platforms for transparent dialogue, like town hall meetings and regular updates. Actively seek input, schedule regular check-ins, and create safe spaces for genuine dialogue. Cultivate Self-Awareness and Mental Well-being: Address your own fears and psychological traps. Prioritize your mental health, as it directly impacts your judgment, empathy, and ability to lead effectively. Foster Psychological Safety: Normalize failure as part of growth, encourage open dialogue, and reward calculated risks . This creates an environment where employees feel secure enough to challenge the status quo, admit mistakes, and contribute new ideas. Empower and Delegate: Move beyond micromanagement. Clearly define ownership, empower teams to make decisions, and model trust by delegating effectively . Embrace Adaptability and Humility: Be willing to pivot and learn from mistakes. When you demonstrate the humility to adjust strategy, it reinforces trust in your leadership and judgment. The Ultimate Competitive Advantage Trust is not merely a desirable attribute; it is the fundamental bedrock of high-performing, resilient organizations. Unequivocally demonstrates that founders who prioritize and actively cultivate trust unlock unparalleled levels of employee engagement, productivity, innovation, and overall organizational success. Your journey as a founder is fraught with challenges, but the most formidable ones often come from within. By consistently embodying competence, upholding ethics, and demonstrating genuine care, while actively mitigating the psychological traps and pressures inherent in the entrepreneurial journey, you can build and sustain the high-trust environments essential for navigating today's complex business landscape and achieving long-term, sustainable growth. Trust, in essence, is your ultimate competitive advantage. Are you ready to wield it?
The Trust Advantage: Build It or Break It
