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Leadership teams often spend a lot of time together, but this time is usually focused ‘vertically’ or operationally, where members come to the table – consciously or unconsciously – as a representative of their business or functional unit. The more time that is spent in this mode, the more likely there will be divisions in the team, and the more you will need to drive the agenda and arbitrate disputes. High performing teams spend the bulk of their time together ‘horizontally’, focused on the organization’s aspirations, strategy, culture and shared priorities.

When leaders talk more about ‘my’ business unit rather than ‘our’ organization, they amplify silos that fracture alignment and erode trust. This language, and the mindset underpinning it, encourages internal competition over collaboration, undermines collective accountability, and results in a fragmented customer experience. After all, the customer doesn’t care about your divisions; they care about their experience.

Team members will naturally default to their business unit responsibilities, but real teams are formed through a relentless focus on shared priorities and interdependent accountabilities.

INSPIRATION FROM OTHERS

“None of us is as good as all of us.” – Ray Kroc

“The ratio of We’s to I’s is the best indicator of the development of a team.” – Lewis B Ergen

QUESTIONS TO REFLECT ON

• Do we spend more of our time as a team focused ‘vertically’ or ‘horizontally’?
• Do team members talk about ‘my team’ or ‘our organization’?
• Where can we increase shared priorities and interdependent accountabilities?
  

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