When you hear the word silo, what comes to mind? For me, I immediately think of the Midwest and a tall structure housing grain or feed or something that is very unfamiliar to this Floridian turned North Carolinian. However, there may be no need to travel to the Midwest, there could be silos right there in your Res Life and Housing office (which could be in the Midwest, but you know what I mean). That’s right, silos aren’t just for feed, they’re for Res Life units and they could be killing staff morale more than you could realize.
Perhaps you don’t call it a silo, maybe you acknowledge there is some strange divide between the units in your office. This may not ring true for smaller Res Life and Housing units but if your unit encompasses Residence Life, Housing, Operations, Administration and perhaps other functional areas you might be experiencing some side effects of units that all “live together” but do not “play together” well. This could be from personality conflicts and now everyone in that unit gets a bad rap or maybe there is a true division within the units, and you’re told to not cross the great divide as a staff member. Either way, frustration abounds!
As the leader of a department, this topic and many others take up space rent free in my head daily. While I may not have created the great divide or the silos it always feels like my responsibility to fix it. Yet, I often don’t know what fixing it could be. I wanted to dig a little more into this topic so lucky you, you can go along for the journey with me.
Things I know to be true, breaking down silos or crossing the great divide is crucial for fostering collaboration, improving communication, and enhancing overall staff experiences. All things that I hope we all want, not just as a departmental leader but most importantly as a member of the department.
I acknowledge that I am writing this post from a seat of leadership within my unit but anyone, I repeat anyone, can see an issue and bring a solution to the table. So here are a few solutions that might help your office or team become a little closer or at least take a step in the right direction.
Here are several strategies to consider:
Interdepartmental Team Building:
Organize team-building activities that include staff from different units. This could range from retreats to casual social gatherings, encouraging relationship-building in a relaxed setting. You don’t always have to sit in a seat of leadership to do this. Maybe bring the idea to your supervisor and suggest you want to help plan an activity or two. Sometimes things don’t happen because we don’t take proper time to plan them.
Cross-Training Initiatives:
Implement cross-training programs that allow staff to learn the roles and responsibilities of other units. This can enhance understanding and appreciation of each unit’s contributions, creating a more integrated approach to problem-solving. Personally, I think great emphasis needs to be placed here. Understanding the work of others in your office/on the team is crucial to realizing it takes us all to do the work.
Regular Collaborative Meetings:
Schedule regular interdepartmental meetings where staff can share updates, challenges, and successes. This can encourage open dialogue and facilitate the sharing of ideas across units. Knowing and hearing from others helps bridge the gap that is often formed when all you do is not communicate effectively.
Joint Projects and Initiatives:
Encourage the formation of cross-functional teams for specific projects or initiatives. This approach allows staff to work together on common goals, fostering collaboration and understanding. How can this show up at your office? What simple changes can be made to create these cross-functional teams?
Shared Goals and Objectives:
Establish and communicate shared goals that require input and cooperation from multiple units. Aligning objectives across departments can help staff become more invested in each other’s success.
Communication Platforms:
Utilize collaborative communication tools (like Slack, Microsoft Teams or Google chat) that allow for ongoing dialogue, information sharing, and the exchange of ideas among different units. We have started doing this with more time sensitive items within our office and it seems to be working well!
Leadership Encouragement:
If you serve in a leadership capacity within your office, model collaborative behaviors and actively participate in interdepartmental initiatives. Leadership support can reinforce the importance of breaking down silos.
Recognition Programs:
Develop recognition programs that celebrate collaborative efforts among staff in different units. Highlighting successful partnerships can motivate others to work collaboratively. This doesn’t have to be costly, sometimes it’s the little things that matter the most. Email shout outs of the staff, if you division does any recognition activities, find a way to tell the story of what’s happening in your office.
Feedback Mechanisms:
Create channels for staff to provide feedback on interdepartmental collaboration and suggest improvements. Act on this feedback to demonstrate a commitment to continuous improvement. Key word is act on the feedback…don’t ask for it, if you don’t plan to use it!
Professional Development Opportunities:
Offer workshops and seminars focused on collaboration, communication skills, and conflict resolution. Providing staff with the tools to work together effectively can enhance teamwork.
Social Events and Networking:
Host informal social events, happy hours, or lunches where staff can interact across units without the pressures of work, fostering personal connections. Find ways to create some fun!
By implementing some or all these strategies, your Res Life and Housing unit can cultivate an environment that encourages collaboration, enhances communication, and truly feels like and identifies itself as a team. Being a team is important because, Together Everyone Achieves More! My parting thought…may our silos come crashing down and in their wake a new foundation be built.
