Cross-functional leadership has become an urgent necessity for organizations that want to be sustainable, collaborative, and competitive in today's market.
Companies that want to position themselves well in today's market and be attractive to their customers (in addition to providing social value) cannot afford to have structures that foster internal silos that also fuel toxic competition among the various stakeholders.
Companies should avoid having leaders with a short-term vision who are focused solely on their current roles and area of influence.
That is why the organization needs to place priority on promoting cross-functional leaders.
Cross-functional leadership is determined by a mindset, behaviors, and specific skills that will ensure the "inspirational wave" effect within the organization.
Characteristics of cross-functional leaders
- Cross-functional leaders think like the CEO of the company, rather than being advocates for their role. This means looking beyond the immediate to align interests and perspectives within the organization, and not falling into the temptation of satisfying their employees' demands to be "defended" before the rest of the company at all costs.
- Cross-functional leaders know and "feel" that their peer group (collaterals) is their priority team, rather than thinking that their only primary team is their direct reports. It is with these peers that they must understand and agree upon the company's essential lines of action; not only to achieve more results, but to achieve them more quickly.
- Cross-functional leaders speak well of other teams within the organization, even when they face challenges, rather than criticizing their decisions or inaction. They understand that different teams within the company may have conflicting interests due to the nature of their distinct responsibilities. Understanding the dynamics of roles and seeking common ground, instead of polarizing, is a sign of leadership maturity that fosters cross-functional collaboration.
- Cross-functional leaders soften the boundaries with other teams, building bridges for collaboration. rather than creating structures or processes that increase barriers. Finding opportunities for teamwork is the responsibility of every leader to foster synergy while simultaneously improving organizational processes
- Cross-functional leaders use their systemic vision to understand all the needs at stake, seeking the greater goodinstead of acting from a partisan, win-lose perspective. This may require relinquishing some advantage of their area or function to enable the company to advance its purpose and achieve its results. Building something new for the larger system requires deconstructing something within the subsystem that one's role represents. Understanding this is liberating, as it minimizes resistance to change.
- Cross-functional leaders enhance their personal development and future employability by fostering collective leadership, rather than simply remaining within their familiar, comfortable environment. Stepping outside the daily routine of their area and embracing the realities of other roles allows leaders to develop their leadership skills by broadening their holistic perspective, while also leading to a more enriching and fulfilling work experience in terms of both tasks and relationships.
Cross-functional leaders don't need to defend their position because their playing field is the entire organization.
Ultimately, Cross-Functional Leadership is the most solid way to build more humane, collaborative and sustainable, capable of adapting to the challenges of the future.
Enric Arola
Contact us if you want to boost the cross-functional leadership of your team.
