According to Lencioni, Silos are organizations within a firm that seems to be more cohesive but do not work together as a team. A silo is a division within a company in which people who should be working together perform as though they are competing. In different organizations, departments compete against each other for instance sales and marketing and account department trying to outdo the other. Silos lead to conflicts within a cohesive group. As functions or individuals compete against each other, they fail to focus on a common goal and in most cases competition overrides the objective of the firm. As the level of competition intensifies, the warring factions will start to pit against each other, and the attention will shift from addressing common agenda to outperforming or curtailing the other party. Such actions will ultimately lead to conflicts (Lencioni, 2006; McGraw-Hill n.d).
Managers should understand their organization and be able to differentiate between healthy competition and silos. Once a manager identifies a potential silo, it is their responsibility to determine the source of the completion and the concerned parties. Managers should develop common goals with clear shared priorities. They should be able to rally the organization towards an agenda that brings them together. They should understand how an action by an individual in one section can influence another part of the team. The manager must develop clear shared priorities. They should not motivate around numbers but on something that is more actionable like a theme or a rallying cry. A successful teamwork can be achieved by enabling leaders to understand how to improve their performance. They should be aware of the things that they can influence in their departments to encourage team spirit (Lencioni, 2006; McGraw-Hill, n.d).
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The success of teamwork in an organization depends on trust which should be open and transparent. It is also essential to engage in constructive arguments without taking it personal with anyone. Each person in an organization should be held accountable for their acts, and lastly, all members should focus on a clear set of priorities (Lencioni, 2006; McGraw-Hill, n.d).
References
Lencioni, P. (2006). Silos, politics, and turf wars: a leadership fable about destroying the barriers that turn colleagues into competitors . San Francisco: Jossey-Bass.
McGraw-Hill Irwin (n.d). Destroying Silos, Retrieved September 22, 2017, from http://www.mhhe.com/business/management/videos/POM_V2/Flashvideo/DestroyingSilos.html
