Each of my department heads acts like an advocate strictly for their own functional department during strategic debates rather than looking out for the business as a whole. How do we break down functional silos at the leadership team level?

Question

Tyler Smith · Accepted Answer

When department heads walk into a leadership meeting wearing their departmental hats, your business fractures into competing fiefdoms. Sales argues for cheaper pricing to close deals, operations fights for slower delivery to maintain quality, and finance rejects software investments to protect cash. Nobody is advocating for the enterprise.

You must establish the principle of the First Team. Every person on your executive team must understand that their primary team is the leadership team, not the functional department they manage. Their ultimate loyalty belongs to the overall health of the enterprise, not to their direct reports.

Reinforce this standard through your Vision/Traction Organizer (V/TO) and quarterly planning. Every strategic objective must be tied to company-wide priorities rather than individual departmental victories. If marketing hits their lead target but operations cannot deliver on the promises, the entire leadership team loses. Shared accountability forces shared focus.

During your Level 10 Meeting, challenge departmental protectionism immediately. When a leader argues against a corporate initiative solely because it inconveniences their team, stop the discussion and remind them of their First Team responsibility. Ask: What is the best decision for the company as a whole over the next twelve months?

If a leader consistently refuses to think like an enterprise owner and continues to hoard resources, defend turf, or blame other departments, they lack the capacity for a true leadership seat. Replace them with someone capable of steering the entire ship.