On a cohesive team, leaders are not there simply to represent the departments that they lead and manage but rather to solve problems that stand in th… - Patrick Lencioni

Which would seem to be a good thing — proposing a solution to a problem that people are hungry to solve — except that my view of silos might not be what some leaders expect to hear. That's because many executives I've worked with who struggle with silos are inclined to look down into their organizations and wonder, "Why don't those employees just learn to get along better with people in other departments? Don't they know we're all on the same team?" All too often this sets off a well-intentioned but ill-advised series of actions — training programs, memos, posters — designed to inspire people to work better together. But these initiatives only provoke cynicism among employees — who would love nothing more than to eliminate the turf wars and departmental politics that often make their work lives miserable. The problem is, they can't do anything about it. Not without help from their leaders. And while the first step those leaders need to take is to address any behavioral problems that might be preventing executive team members from working well with one another — that was the thrust of my book The Five Dysfunctions of a Team — even behaviorally cohesive teams can struggle with silos. (Which is particularly frustrating and tragic because it leads well-intentioned and otherwise functional team members to inappropriately question one another's trust and commitment to the team.) To tear

As it turns out, the primary motive for most young people, and too many older ones, is the rewards that leadership brings with it. Things like notoriety, status, and power. But people who are motivated by these things won't embrace the demands of leadership when they see little or no connection between doing their duties and receiving those rewards.

Teams have to eliminate ambiguity and interpretation when it comes to success