In another post, I outlined eight strategies for achieving constructive, cross-departmental communication. Reflecting on this topic took me back to one of my most memorable learning moments as an emerging leader.
Early in my career, I was promoted to a leadership role overseeing statewide services for a large public sector organization. I was both excited and daunted by the challenges ahead.
At one of my first meetings in this role, I stood before more than a hundred staff members from multiple units. As I looked from face to face, some people looked scared, wary, or angry, while others appeared eager to help.
The first bomb dropped before I could really get going.
One team member spoke up to complain that some of the organization’s problems were the result of actions by people in another department. I was confronted with the classic “finger-pointing” behavior that derails efforts to foster teamwork.
It was immediately clear to me (and to everyone else at the meeting) that a key challenge in my new position was to find a way to bring these people together as a productive team. I’d risen through the ranks, had seen this type of territorial behavior, and knew that squabbling between departments could cripple an organization.
In that moment, I flashed back to my “best boss ever” and other leaders who had made me feel talented and valued. I was comfortable taking risks under their leadership, confident that I had their trust, and did some of my best work for them. Conversely, when I worked for less effective leaders, I doubted myself and tended to play it safe. I was not as confident in my abilities and not proud of the results I produced.
I had learned first-hand how important a leader’s style was to my own productivity. I also realized that people who feel the need to defend their work or protect their territory often push others away, instead of trying to collaborate.
How could I get my new team on the right track? Instead of responding to the finger-pointing complainer, I decided that I had to set the tone for my team, just like the others who’d done the same for me.
I looked out to the group and offered my vision: “We are all here to achieve the same goals. We will seek to understand each other. We will seek to support each other. We will all achieve our goals together.” From that point, we began the hard work that faced the team.
What happened after I laid out my vision?
Of course, people still came to me to complain about others. I asked them to work out their differences together, and often offered an approach to resolving the issue with mutual respect and fairness. I continued to focus my efforts on designing processes for good communication, issue resolution, and team productivity. Over time, things changed for the better.
My way of leading has evolved to insist on respect for all members of the team, inclusive communication, and focus on the work, not on differences. I am still learning, and some days I am more successful at it than others.
From my first leadership position until the one I hold today, I have always felt that leadership is an honor and a responsibility. The responsibility part is that I must model and support a productive work environment. I strongly believe that practice will serve any leader well.
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