To bridge the Silos, leaders needed to connect on both a personal and professional level. We took an approach designed to address and eliminate the communication issues among the five teams. The company realized that something had to change. Worse still, leaders may take a Do As I Say, Not As I Do approach, which leads to even more aggressive disengagement. A vicious cycle begins, and without the intervention of leaders, the situation worsens. This can lead to dissatisfaction and disengagement with the work being accomplished, which only reinforces the damage done. Relationships were damaged or non-existent, affecting the success of business goals. Each team was isolated from the others, trapping themselves in an Us vs Them mentality. Communication breakdowns all too easily occur in departments and projects with multiple teams, especially when interaction between teams isn’t actively encouraged. Five Senior Leaders, who managed twenty managers/supervisors with three hundred employees, were reporting to the Executive Leader with every problem they encountered, rather than resolving the issues themselves. One of the Fortune 100 companies we’ve worked with approached us with a challenge.
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