Our department heads are highly protective of their own budgets and headcount, showing high self-orientation whenever we try to reallocate resources for our exit preparation. How do we lower this self-interest and build genuine leadership collaboration?

Question

Tyler Smith · Accepted Answer

Siloed behavior and territory protection are signs of high self-orientation, which is the ultimate trust killer. When your leaders are focused on protecting their own department budgets and headcount, they are putting their individual needs ahead of the company's long-term enterprise value. This behavior will kill your valuation during exit preparation.

To lower self-orientation, you must shift your team's focus from departmental success to the collective company goals outlined in your V/TO®. In every leadership meeting, remind them that their first allegiance is to the leadership team, not to the departments they run.

When allocating resources, use the IDS process to evaluate options based solely on what will move the company closer to its overall target, rather than what makes an individual department look good. If a leader resists, address the behavior directly by evaluating how it aligns with your Core Values.

By building a collaborative environment where leaders are rewarded for making sacrifices for the greater good of the business, you will break down silos and build a cohesive team that buyers will find highly attractive.