How to Lead Across a Siloed Organization  [[3. Resources/Readwise/Full Document Contents/Articles/How to Lead Across a Siloed Organization|Full Document Contents]] Molly Rosen. ## Document Notes Title: [Challenges in Cross-Functional Leadership] - - - tags: - leadership - cross-functional Author: [Unspecified] Source: [Harvard Business Review] Reference: [Link](insert link here) date created: 2023-02-15 ## 📝 Summary: The article discusses the challenges faced by CEOs in getting their executive teams to work together effectively. It emphasizes the importance of cross-functional collaboration and identifies the need for leaders to develop "lateral agility." The concept of lateral agility involves leaders working across different departments to achieve enterprise goals while maintaining a focus on their own team's objectives. It highlights three key traits of successful cross-functional leaders: expanded mindsets, connective skills, and innovative practices. ## 📖 Main Content: The article begins by describing a scenario where a CEO's executive team couldn't come up with a plan for integrating their company's brands into one digital platform. This inability to collaborate across functions is a common issue faced by CEOs. The article mentions that cross-functional collaboration is essential for staying competitive in today's complex business landscape. ### Obstacles to Cross-Functional Leadership: - Organizational complexity, increased work spanning multiple functions, and the need for faster decision-making are challenges in cross-business collaboration. - The pandemic, geographically dispersed teams, and lack of enterprise-wide incentives further hinder collaboration. ### What Sets Successful Cross-Functional Leaders Apart: - Successful cross-functional leaders possess "lateral agility," the ability to move effectively across different departments while maintaining balance. - They prioritize enterprise objectives over personal or functional goals. - They seek to understand the motivations and constraints of colleagues and stakeholders, building trust and seeking win-win solutions. - They use simple practices like "making purple" (collaborating to create something better together) and prioritize relationship-building with key stakeholders. ## 🔮 Future Research: Future research could explore how organizations can promote cross-enterprise collaboration intentionally. It could also investigate the impact of lateral agility on organizational performance and culture. ## 🧪 Hypotheses: - Organizations that invest in developing lateral agility in their leaders will experience improved cross-functional collaboration. - Lateral agility training and development programs can be designed to enhance leadership effectiveness in cross-functional environments. ## 📊 Methodology: Potential methodologies for future research include surveys and interviews with organizations that have implemented lateral agility programs. Data analysis could involve assessing the impact on collaboration, decision-making, and innovation. ## 💡 Implications: Developing lateral agility in leaders can lead to more effective cross-functional collaboration, faster decision-making, and the successful implementation of organizational strategies. It can help organizations break down silos and improve overall performance. ## 📖 References: No additional references provided in the article. > [!note]+ Document Notes > Title: [Challenges in Cross-Functional Leadership] > > - - - > tags: > - leadership > - cross-functional > Author: [Unspecified] > Source: [Harvard Business Review] > Reference: [Link](insert link here) > date created: 2023-02-15 > <!-- deep-read:sections start --> ## 📝 Summary: The article discusses the challenges faced by CEOs in getting their executive teams to work together effectively. It emphasizes the importance of cross-functional collaboration and identifies the need for leaders to develop "lateral agility." The concept of lateral agility involves leaders working across different departments to achieve enterprise goals while maintaining a focus on their own team's objectives. It highlights three key traits of successful cross-functional leaders: expanded mindsets, connective skills, and innovative practices. ## 📖 Main Content: The article begins by describing a scenario where a CEO's executive team couldn't come up with a plan for integrating their company's brands into one digital platform. This inability to collaborate across functions is a common issue faced by CEOs. The article mentions that cross-functional collaboration is essential for staying competitive in today's complex business landscape. ### Obstacles to Cross-Functional Leadership: - Organizational complexity, increased work spanning multiple functions, and the need for faster decision-making are challenges in cross-business collaboration. - The pandemic, geographically dispersed teams, and lack of enterprise-wide incentives further hinder collaboration. ### What Sets Successful Cross-Functional Leaders Apart: - Successful cross-functional leaders possess "lateral agility," the ability to move effectively across different departments while maintaining balance. - They prioritize enterprise objectives over personal or functional goals. - They seek to understand the motivations and constraints of colleagues and stakeholders, building trust and seeking win-win solutions. - They use simple practices like "making purple" (collaborating to create something better together) and prioritize relationship-building with key stakeholders. ## 🔮 Future Research: Future research could explore how organizations can promote cross-enterprise collaboration intentionally. It could also investigate the impact of lateral agility on organizational performance and culture. ## 🧪 Hypotheses: - Organizations that invest in developing lateral agility in their leaders will experience improved cross-functional collaboration. - Lateral agility training and development programs can be designed to enhance leadership effectiveness in cross-functional environments. ## 📊 Methodology: Potential methodologies for future research include surveys and interviews with organizations that have implemented lateral agility programs. Data analysis could involve assessing the impact on collaboration, decision-making, and innovation. ## 💡 Implications: Developing lateral agility in leaders can lead to more effective cross-functional collaboration, faster decision-making, and the successful implementation of organizational strategies. It can help organizations break down silos and improve overall performance. ## 📖 References: No additional references provided in the article. <!-- deep-read:sections end --> ## Highlights - Organizational complexity, more work spanning multiple functions, and the need for faster decision-making have made cross-business collaboration table stakes for staying competitive. ([View Highlight](https://read.readwise.io/read/01hma122f6vwgr7pbxca11q15n)) - We also found that leaders feel ill-equipped in how to lead across. Their experience and development is in traditional vertical leadership ( ([View Highlight](https://read.readwise.io/read/01hma12fgm4meghw9dvfqehw83)) - They think enterprise-first, consistently putting enterprise objectives above functional, team, or personal goals ([View Highlight](https://read.readwise.io/read/01hma12xs8n63bjh3d0cx82dta)) - hey believe their role is to find expertise everywhere. They exhibit the humility to integrate the expertise of others, acknowledging that the greatest path to success is to assemble the right team, rather than trying to do it all themselves. ([View Highlight](https://read.readwise.io/read/01hma135g5q4jzxs2t97yny70t)) - They build understanding and trust by proactively seeking to clarify the motivations and constraints of colleagues and stakeholders ([View Highlight](https://read.readwise.io/read/01hma13fq6mf4gn2sq2ywdj283)) - They find ways to win together, seeking and creating solutions that leverage next-level negotiation skills to make all stakeholders feel a part of the solution. ([View Highlight](https://read.readwise.io/read/01hma13myxn57r2gxrd9et2wka)) - They “make purple” with their cross-functional colleagues. As one leader told us, “I bring red, you bring blue, and together we create something purple ([View Highlight](https://read.readwise.io/read/01hma14455ym2xadhvn5pz4dqp)) - They reach across, prioritizing relationship-building with those stakeholders most important to getting work done. ([View Highlight](https://read.readwise.io/read/01hma14a32zvgrsfq0pygthjav)) - Take inventory of how well you’re managing cross-functional relationships. ([View Highlight](https://read.readwise.io/read/01hma14g46y1eb2bd5gcfcr2br)) - Assess how much time you’re taking to lead across versus leading your own team. ([View Highlight](https://read.readwise.io/read/01hma14kbbhqfcqk278xp87bq0)) - Be a student of your own organization. Take time with peers outside of your department to understand what their goals are, what challenges they’re facing, and what motivates them ([View Highlight](https://read.readwise.io/read/01hma14tknej6bg6t80dzm7pr2)) - Note: Question: What is lateral agility? Answer: Lateral agility is the ability to move side to side quickly while maintaining balance. Question: What is the key challenge that every CEO mentioned in the CEO research study? Answer: The key challenge that every CEO mentioned was their frustration at not being able to get their executive teams to work together. Question: What is the obstacle to cross-functional leadership according to the document? Answer: The obstacle to cross-functional leadership according to the document is organizational complexity, more work spanning multiple functions, and the need for faster decision-making. 1. What is lateral agility and why is it important for cross-functional leadership? 2. What are some obstacles to cross-functional collaboration that leaders face? 3. Can organizations intentionally develop lateral agility in their leaders? If so, how?