When people talk about a company being ‘siloed,’ they often mean that workarounds and avoidance tactics have been ingrained so deeply into daily operations that entire departments no longer function cohesively. The root of this dysfunction? It can often boil down to something as simple as two department heads not getting along and choosing not to communicate. Over time, these small avoidances – these people ‘work arounds’ – whether it’s refusing to debate an issue, bypassing a colleague, or sticking to outdated processes- accumulate and cost businesses millions in wasted time, lost productivity, and frustration.
Cultural Silos are Created by Leaders
Leadership is often the biggest culprit when it comes to creating or perpetuating silos. Here are six ways leaders unintentionally contribute to the silo mentality:
1. People Processes Are Treated Differently from Business Processes
In modern businesses, inefficient processes in production, finance, or safety are met with immediate solutions—Lean, Six Sigma, or 5S methodologies. Yet, when it comes to people processes, inefficiencies are often tolerated. Leaders avoid addressing interpersonal dynamics with the same rigour as business operations, leading to workarounds and continued dysfunction.
2. Ignoring People Processes Creates Silos
People-related behaviours that harm team performance often go unaddressed for a variety of reasons:
- The Myth of Common Sense: Leaders assume that certain behaviours are “common sense,” but in reality, what seems obvious to one person can be completely foreign to another.
- Avoiding Conflict: Many leaders dislike confrontation, choosing to ignore issues rather than address them directly. This avoidance allows dysfunction to persist and grow.
3. Working Around People Processes
Leaders may rationalise not addressing people issues by claiming they’re not as urgent as other matters. However, what seems like a minor interpersonal conflict today can snowball into larger, more damaging cultural issues later.
4. Collusion and Avoidance
Some leaders may avoid addressing people’s behaviour because they’re guilty of the same actions themselves. Rather than calling out team members, they engage in an unspoken agreement—if you don’t mention my behaviour, I won’t mention yours. This collusion lowers team standards and productivity.
5. Handling People Issues Poorly
When managers do address people problems, they often personalise them, turning behavioural corrections into personal criticisms. This makes the problem worse, as individuals feel attacked rather than supported in improving their behaviour.
6. Judgement Over Correction
Poorly delivered feedback can feel like a personal judgment, causing defensive reactions. Once this dynamic is set, employees may avoid discussing future issues, fostering a culture where behavioural issues persist uncorrected, and silos deepen.
Breaking Down Silos Requires Active Leadership
Dismantling silos isn’t a one-off event—it’s an ongoing leadership effort. Here are key steps leaders can take:
- Set Clear Expectations: Clearly define both the behaviours you expect and those that are unacceptable. Be explicit about what drives team success and ensure everyone knows where they stand.
- Address Small Issues Early: Don’t let minor misunderstandings grow into major problems. Nip them in the bud by fostering an open dialogue and addressing issues quickly and directly.
- Focus on Behaviour, Not the Person: When giving feedback, avoid personal judgments. Keep the conversation on how a specific behaviour can change for the better, rather than labelling someone as a “problem.”
- Avoid Absolutism: A mistake someone made in the past shouldn’t define them forever. Discuss, correct, and move on. If it happens again, revisit the issue but with the focus on improvement, not past failures.
- Acknowledge Your Own Mistakes: If you’ve contributed to a siloed culture or engaged in avoidance behaviour yourself, own it. Leaders who model accountability inspire others to do the same.
- Seek to Understand, Not Judge: Silos aren’t created by bad people—they’re often built by passionate individuals trying to protect their own teams. Understanding the motivations behind silo behaviour can help bridge gaps and foster better collaboration.
Conclusion: Breaking Silos is Essential for Business Success
Leaders who overlook people inefficiencies and the cultural silos they create risk wasting significant resources and stifling innovation. It’s essential for modern leaders to recognise that people dynamics are just as important as business processes, and should be addressed with the same diligence. By confronting small issues early and fostering a culture of open communication, leaders can prevent silos from forming and keep their teams working cohesively towards shared goals.