Overcoming the Challenge of Cross-Team Buy-In
Strategies to foster genuine commitment and collaboration
In my experience of working with coaching clients such as CTOs, CIOs, and their engineering leaders, I have noticed a common challenge in committing to a shared goal. Although they may believe that they are in agreement with their colleagues, the intricacy of cross-team initiatives often results in individual leaders prioritizing the success of their own teams.
Despite their conviction of being aligned with their peers, many discover that the complexity of cross-team initiatives often creates conditions where individual leaders default to focusing on what they can control, which is the success of their own teams, rather than working together to address the challenging resource allocation, prioritization of requirements, and transparent trade-offs required for capturing the total customer value of new software products or internal transformation programs.
I recall being one of five direct reports to the Chief Data & Analytics Officer. While we attested to aligning on shared strategy, our behaviors reflected otherwise. Unfortunately, we didn’t take the time to align as “One Team,” leadership behaviors where we hold each other accountable for the broader objectives, nor did we create psychological safety that enabled the straight-talk conversations that needed to occur. As a consequence, we reverted to organizational silos, captains of our own ships, focusing on what we thought was best, losing much of the value associated with the power of the fleet.
We often see "One Team" as the people we directly manage rather than our staff of peers. A powerful mindset shift is to think of your team of peers as your primary team. By shifting the perspective of success, leaders can genuinely align and role-model the behaviors associated with cross-team collaboration and high performance. In his insightful exploration of The Five Dysfunctions of a Team, Patrick Lencioni points to a lack of clarity and buy-in as one of the primary culprits of this issue.
His insights mirror what I hear from my coaching clients, that having clarity of each other's objectives and genuine buy-in is critical for mobilizing diverse teams towards a common goal. Whether rolling out a new software, launching a cross-functional product, or adopting a new workflow, securing buy-in across teams can feel like a heavy lift and sometimes like navigating a minefield. The root of the issue often boils down to a need for more clarity, perceived value, and fears of added workload or change.
Overcoming these hurdles requires clear communication of the ‘what’ and the ‘why,’ and a strategic approach to foster genuine commitment and collaboration.
Strategic Actions to Create Buy-In:
Here are some strategic actions to help secure buy-in and foster commitment across teams:
Clarify the Vision: Start with crystal-clear communication about the project’s objectives, each team's role, and importance to the organization. Understanding ‘why’ helps teams see the value in stepping out of their silos and working together.
Foster Open Dialogue: Create a space where everyone can talk openly by investing in creating a psychologically safe environment. Beyond just giving updates, develop opportunities for peer teams to have a voice, address their concerns, and make them feel like they're part of shaping the project. This kind of involvement builds a sense of ownership and dedication.
Align on Shared Goals: Ensure everyone is on the same page about what we're trying to achieve. Rather than just dividing up tasks, ensure everyone understands and is committed to the shared end goal. When goals are clear, commitment follows. Define Objectives and Key Results (OKRs) to drive alignment on success and clarify dependencies across the “One Team.” Host discussions throughout the quarter to check in and discuss progress.
Define Roles Clearly: With several teams in the mix, it's crucial to spell out who's responsible for what. A system like RACI (Responsible, Accountable, Consulted, Informed) can help clarify roles, preventing confusion and overlaps making it easier for teams to commit to their parts of the project.
Lead by Example: We need to practice what we preach. Showing our commitment to higher-level objectives and demonstrating prioritization across groups to support the greater good sets the tone and motivates our teams to mirror that focus.
Keep the Momentum Going: Celebrate small victories and milestones along the way. Acknowledging cross-team partnerships and organizational alignment keeps everyone motivated and focused on collective success.
Maintain Engagement: Keep the lines of communication open throughout the program or product delivery. Creating processes to proactively address risks and concerns where it is safe to deliver accurate status updates keeps everyone on board and committed.
Learn and Adapt: Take the time to reflect on the initiative regularly. Discuss what is working, what isn’t, and how you can improve the next iteration with a supporting and measured plan to address it. This action will solidify commitment to future releases and strengthen the conditions for high-performing teams.
By understanding the importance of cross-team buy-in and employing strategies focused on clarity and engagement, we can break down silos and improve collaboration, turning everyday challenges into opportunities for growth and collective success as “One Team.”
👉How do you build commitment with the teams you work with? What strategies do you use to improve collaboration across teams? Please connect and share your perspective.
#career #leadership #commitment #collaboration #teamwork #clarity #raci #innovation