I’ve previously noted that innovation and progress in many organizations are killed by walls and silos. The inability to effectively work across a team, departments, and divisions continue to be a drain in many businesses. While communication problems are partially at the root of why there is an inability to connect and effectively work together, there is another glaring gap causing a problem – a lack of shared objectives.
Shared Objectives Matter
Teams and individuals are often competing for resources. Departments are at odds with one another because they operate in silos with what they are trying to achieve. Many teams are not in alignment, not just with what they do, but how they operate. How teams are measured, and the objectives they are chasing can make all the difference. There might be high-level common objectives, but many individual teams don’t have objectives that are aligned. If organizations prioritize establishing shared objectives across teams, there would be greater collaboration and alignment.
Customer Experience Example
In many businesses, those teams providing front-line support, sometimes in the contact center, own the customer experience. Other departments are not measured or held accountable for the customer experience, despite them also playing a huge role. Whether people know it or not, everyone at all levels of the organization supports the customer experience in some way. Unfortunately, though, there are many examples of people in departments like Sales, Marketing, Product, or IT who don’t see the customer experience as something they play a role in. If organizations were to make Customer Satisfaction a shared objective and key performance indicator, tying performance and pay together, there would be a more unified approach.
Some Shared Objectives Fail
Some organizations attempt to set shared objectives, mostly aligned to revenue growth. If the organization achieves a specific percentage growth or hits a certain target, everyone receives a bonus. Unfortunately, though, the teams with the most significant ability to impact revenue are the Sales teams. Someone in the Finance department might struggle with understanding their role. While they influence outcomes, it’s hard for them to feel like they have control over that metric. Without understanding the big picture, those less connected to the metric are not motivated. A single unifying objective doesn’t move the performance needle. There need to be multiple shared objectives to drive the correct behaviors and performance.
Final Thoughts
If you want to get different teams and departments on the same page, working better together, take a hard look at how you are measuring success. Is there an opportunity to create some shared objectives, metrics, or projects that can bring everyone together? Creating an aligned culture ensures that the team is rowing in the right direction producing the type of results where it’s a win-win for everyone.
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