You know collaboration between people and between teams is needed to breach silos for success. Sometimes there is a lack of trust, especially between teams, that creates resistance to open and honest collaboration.

I wrote about breaching silos to create practical pathways to success by ensuring information is shared across teams and that your enterprise risk management program should deliver that. If it isn’t something is wrong. And that something might not be a design problem, it could be a lack of trust.

For members of a team and for the team to share their vulnerabilities in the form of risks, they need to know the leadership team has their backs. That they will be helped to resolve difficult challenges and not performance managed because they don’t have all the answers or because of decisions made in the past that have left them feeling vulnerable.

Yes, poor performance needs to be called out, however, you need to be sure a team has not been set up to fail or unfairly disadvantaged before you act. And it is much better to have been regularly reviewing team performance against sound performance metrics rather than coming to a realisation way too late that a team has been underperforming.

As always, I’d love to hear your thoughts.