Breaking Down Silos Takes More Than Another Meeting

I have experienced workplace silos everywhere I have worked, regardless of whether the organization was large or small, corporate or nonprofit, in person, hybrid or virtual. The setting changes, but the challenge is often the same. People get busy, teams focus on their own priorities, information stays within departments, and employees are not always sure what other teams are working on. Before long, people who technically work for the same organization can begin to feel like they work for completely different companies.

What is interesting is that today we have more tools than ever to help us stay connected. So why do silos still exist? In many cases, it is because tools do not create collaboration. People, habits, expectations and culture do.

Having the Tools Is Not the Same as Using Them Well

Think about the technology many organizations already have. Microsoft Teams gives us chats, channels, groups, meetings and other ways to communicate across departments. SharePoint and similar platforms allow employees to share documents, collaborate on projects and access information without everything living in someone’s inbox or on someone’s computer.

Simply giving employees access to these tools does not mean they know how, when or why to use them. Sometimes we assume everyone knows how to use the technology or that everyone uses it the same way. Organizations can be much more intentional about establishing communication norms and helping employees understand how collaboration tools are meant to support the way the organization works.

Meetings Should Create Connection, Not Just Fill Calendars

Meetings are another opportunity to break down silos, but only when they are used intentionally. Not every team meeting needs to be packed from beginning to end with agenda items determined by the manager. Sometimes teams need room to talk about what they are working on, where they are stuck, what is happening in their department and where another team may be able to help.

Those conversations may seem informal, but they can uncover opportunities for collaboration that would never appear on a formal agenda. At the same time, organizations should examine whether back-to-back meetings have become the norm. A culture that values collaboration should also value people’s time, focus and wellness. Employees need space to actually do the work, think, build relationships and sometimes simply have a conversation with a colleague. More meetings do not necessarily mean better communication.

Create Ways for People to Connect Beyond Their Roles

Some of the best collaboration happens when people who normally would not work together have a reason to connect. Employee resource groups, cross-functional committees, employee contests, cultural celebrations, volunteer projects and special initiatives can all create those opportunities.

These experiences allow someone in finance to work with someone in operations, communications, HR or programs on something completely different from their normal responsibilities. They build relationships, and relationships often make future collaboration easier. When I know you, understand what you do and feel comfortable reaching out to you, the invisible wall between our departments becomes a little smaller.

Do Not Underestimate Internal Communication

Sometimes employees simply do not know what is happening elsewhere in the organization. An internal newsletter can be a relatively simple way to change that by sharing organizational updates, celebrating employee and team accomplishments, introducing new employees, highlighting projects and explaining what different departments are working on.

Internal communication should not only happen when leadership has something employees “need to know.” It can also help employees feel connected to the larger organization and understand how everyone’s work fits together. That broader visibility can reduce duplication, create new connections and help employees see opportunities to support one another.

Leaders Have to Model It

Perhaps most importantly, breaking down silos cannot be something leaders tell employees to do while continuing to operate within silos themselves. Leaders set the tone through the behaviors they model and reinforce. Do they share information? Do they invite other departments into conversations early enough to contribute? Do they encourage employees to reach across organizational boundaries? Do they recognize collaborative behavior?

Leaders also influence whether employees feel comfortable asking questions, challenging assumptions and offering ideas. If employees learn that information is power and should be protected, silos will continue. Culture is built through the behaviors an organization encourages, rewards, tolerates and addresses, and collaboration is no different.

Silos Do Not Disappear by Accident

There probably is not one initiative that will eliminate silos. A new collaboration platform, another standing meeting, an employee newsletter or a team-building activity will not solve the problem by itself. But together, intentional practices can begin changing how people communicate and work.

Technology can support collaboration. Meetings can create connection. Internal communications can build awareness. Cross-functional experiences can build relationships. Leaders can model the behaviors they expect from everyone else. The common denominator is intention.

If we want people to communicate and collaborate differently, we have to create a culture and systems that make those behaviors easier and expected. Instead of simply asking, “Why aren’t our teams collaborating?” perhaps the better questions are: What are we doing to make collaboration possible? What are we doing to make it expected? And what are we doing to make it part of our culture?