Achieve Outcomes by Galvanizing Effort

In the day-to-day volatility and uncertainty, it's hard to know what to prioritize. One thing is certain - if you don't proactively overcome 'how people work' you'll find it difficult to achieve a breakthrough.  Creativity and new ideas are difficult to foster in virtual settings and unproductive meetings.  If you don't overcome the "we know it's broken, but we can't fix it" mentality, you'll have to ratchet back expectations. You need to focus on enhancing your team's efforts.



Learn why performance teams, not “departments” are the key to unlocking massive value production capabilities in your organization.


Legacy companies are losing to start-ups because they can’t break free of the hard-wired and outdated management practices.

Executives must focus on teams, not departments to:

Align Functions

Integrate Acquisitions

Clarify Action

Improve Productivity

Accelerate Execution

Simplify Workflow

Build Relationships

Create the Future

Execution Bogged Down?

Functional managers are supposed to help people execute. The challenge? Siloed and fragmented planning lead to conflicting priorities, unclear expectations, and complexity that looks like wasted time, endless meetings, and initiatives at cross-purposes.

Focus on cross-functional work process to overcome:

  • Misalignment: Functional managers don’t resource and lead cross-functional teams. This creates a “volunteer tribe” that tries to drive results in their spare time.
  • Muscle Memory. Team members approach work the “way it’s always been done” with limited thinking.
  • Fragmented Experiences. Customers and stakeholder expectations are unmet, leading to churn and lost opportunities.

The Myths About Execution

  1. Departments are the same thing as teams:  FALSE – Departments are vertically aligned, typically from top-to-bottom. They exist to put the function first.  Teams are horizontally aligned.  They exist to achieve outcomes requiring cross-functional support and work from people with specialized skills.
  2. Everyone knows how to team: FALSE – Team leaders are not the same as department heads.  Team leaders are often not trained or supported to work cross-functionally while orchestrating outcomes.  They must often fend for themselves.
  3. Teams lead themselves:  FALSE – Teams always need leadership. That leadership helps to accelerate performance by providing clarity. Clarity comes from clear accountability to outcomes. Someone is always on the hook for results, whether the group believes it or not.
  4. Teams are self-organizing: FALSE – Teams require structure and discipline, including decision-making procedures, collaboration processes, and communication to provide visibility.  This structure provides guidelines to unleash creativity.
  5. Teams know how to collaborate: FALSE – Collaboration is a process for providing services to producers and stakeholders across organizational boundaries. Multiplicative collaboration happens when the right skills and capabilities come together with a clear purpose and direction.
  6. Teams cannot be measured: FALSE – All teams produce value as they pursue outcomes. The contributions of team members and the achievements of teams can indeed, be measured and proven.


Access a Free Course

Sign up for our free online course on cross-functional work. It’s designed for both leaders and individuals. Discover how to make your work more successful. This course includes frameworks, tools, and activities to start down the path of unlocking cross-functional execution.

  • Why teams matter
  • How teams produce value
  • How great leaders lead
  • Includes frameworks
Why Teams Fail - Team Capital Partners
Ways to Create Agile Team Success

More than ever, it is critical to align work to strategic objectives. Make sure your team is doing value-added work and are focused on the right things that help your organization achieve to its fullest potential.


Work horizontally by providing services to other functions and customers. Achieve breakthrough value by uncovering dependencies, clarifying what excellence looks like, and creating shared understanding.

Avoid the 3 major pitfalls that will block your collective pursuit of outcomes:


Pitfall 1:

Teams can help executives to achieve strategic goals, carry out critical cross-functional work, and achieve ongoing impact. Each team must know why they exist and how they are measured. Every team member must embrace the right value contribution required to achieve results.


Pitfall 2:

Success today requires a depth of knowledge, a range of skills, and an ability to execute regardless of the complexities or chaos of the environment. Team results do not come by mandate. Instead, success comes from the in-field application of pragmatic frameworks, applied and supported with the right tools, and developed through a disciplined and tailored approach.


Pitfall 3:

Each person on a team needs to develop and grow in their individual areas of development, and at their own pace. The planning and execution cadence must align to achieve priorities. Understanding what progress looks like is critical, so team members see how they’re executing. This type of accountability doesn’t just happen naturally.

Ready To Talk Performance?

Leaders who work at the intersection of vertical silos and horizontal services must put equal rigor and discipline into achieving greatness on both strategy and skill.

Leadership matters and no leader is more important than the leader of cross-functional teams.