The leaves are already starting to change in my neck of the woods as we are midway through our Oktoberfest schedule, heavy into season pass sales, and rolling out some of our winter early booking specials. I am really amazed at the effort that's required by all to deliver the various offering operationally and still do it with a smile. Looking over this year's conference schedule, there are a couple of classes about bridging the gap between departments that gave me the idea for this month's article. Recently as part of the resort's on going employee development program, we discussed just such a thing on the resort level. The following tool is a good precursor to those sessions and to encourage you to think about change as we move into the next season.
PS it's not to late register for the conference or to volunteer to lead one of the sessions.
Rich Morehouse
HUG Treasurer 2014
Tools for Cross Department Teamwork
Silos occur naturally because of the way organizations are structured. Each part of a company reports up to a manager who has responsibility only for that part of the company. But none of the parts is truly independent. Each relies on others to perform its function, and the company performs well only when each of these sometimes many parts or units work closely together.
The Up Side of Silos
Able to utilize experts in different areas
Keep focus on expertise: Pride and sense of ownership
Budgetary reasons: competition for resources CAN contribute to efficiency
Accountability and responsibility is more focused
The Down Side of Silos
What are the challenges?
Experts only look at their own perspective
Pride in expertise becomes self importance
Budgetary reasons: competition for resources promotes 'hoarding' -- lack of contribution
Accountability and responsibility isn't for the entire company
Results in:
1. non-aligned priorities (vision and communication of that vision)
2. lack of information flow
3. lack of coordinated decision-making across divisions
Tower Vision
Managers tend to look up and down only within their own silos--never looking around or across--so all they see, and tend to think about, is their own silo. They don't know what is happening elsewhere in the organization or how their actions impact other areas. They act primarily in the interest of their own silo.
This makes sense. After all, when you are a division manager, your priorities naturally and appropriately center on your division. You may not even be thinking about other groups. And when you have to make decisions that may affect other silos, you are conditioned to think about your own silo first.
Polarity Management
When two sides of an issue or situation cannot exist together, but neither is wrong. Simplified think of breathing a continuous process
INHALE EXHALE
TOO MUCH CO2 NOT ENOUGH O2
BREAKING BARRIERS
Priorities
Every manager is part of a silo and has been frustrated when his or her priorities did not align with someone else's in a different department. (Can you remember telling a colleague that whatever you needed was really important? Or telling another colleague that you were doing something that has a higher priority? We have all been on both sides of the equation.)
Common Goals
Often there are multiple competing goals that are prioritized differently by different managers... once managers determine priorities, it is important to discuss them with everyone whose actions will be affected. It is important that all staff is aware and understand how they can contribute individually!
It's not about proving who is "wrong" and who is "right."
Silo managers have different priorities and why they believe that they are doing the best thing for the company when they are doing the best thing for their silo.
When managers have been given responsibility and authority, it is only natural that they will choose to exercise them--and not always in moderation. When decisions to re-prioritize do get made, it is because collaboration or communication has allowed a shift in perspective. (or taking the blindfold off!)
Motivate and Communicate
Once the common goal is identified, each member of the management team must figure out how to motivate and communicate the expectation that we HELP each other.
Bottom line: "it's not my job" should be far from any staff member's consciousness
Execute and Measure
1. Set time frame
2. Establish benchmarks
3. Hold each employee accountable; Provide encouragement, recognition for doing the right thing.
Collaborate and Create
Knowledge, communication and collaboration build creativity and confidence.
1. WHO are your resources? Knowing players will help... (org chart)
2. Send staff to cross-departmental training sessions (build relationships)
3. Encourage constructive feedback from outside departments. (Remember it's not always WHAT you say, it's HOW you say it!)
Change your Perspective; Change Everything