Collaboration is an important theme in the Social Cause Economy, as the complexity of the problems in communities often requires a diverse set of people, organizations, and assets. Though it makes great sense to focus on cross-organizational teamwork, community efforts are more likely to fail if the participating organizations do not have their own collaborative culture.
Silos are the enemy of collaborative culture. Silos are groups of people working and making decisions without sufficient input from other stakeholders. Silos naturally form in organizations because:
- Organizations are managed by functions (marketing, operations, development).
- People are trained in and work in specialties.
- Human nature is to use information that is easily accessible and readily familiar.
- Sharing information is difficult.
Management by function and specialty is not going away anytime soon nor is human nature going to change. There are a few strategies, however, that people can use to minimize the likelihood of silos and support the growth of a collaborative culture.
Busting the Silos and Building a Nonprofit Communications Plan
Form common language
Aside from forming a mission statement and goals as a nonprofit, it’s important to adapt the same internal lingo. What are ‘sessions’, ‘conversions’, and ‘deals’ in the context of a nonprofit? It depends on who you ask and how much they know about development, marketing, or operations. All too often, strategic communications for nonprofit organizations invole terms that they assume everyone knows or is familiar with. Challenging those assumptions by explicitly identifying terms whose meanings may be unclear and by agreeing on a meaning can be helpful.
Expand your knowledge
Sitting down with a colleague and asking questions regarding how their department operates is a simple way to begin a common connection. Conferences, sessions, or classes that bring people together from different functions are examples of opportunities to get out of your own silo and into other. Attending conferences that target other functions or sessions that are cross-functional in nature can be helpful in expanding your intellectual horizon.
Align your work to the motivations/incentives of others
“Ultimately, leadership is not about glorious crowning acts. It’s about keeping your team focused on a goal and motivated to do their best to achieve it, especially when the stakes are high and the consequences really matter. It is about laying the groundwork for others’ success, and then standing back and letting them shine.”
It is often easy to assume that goals and incentives are aligned across departments – you are all working toward the same organizational objectives after all. This is often not the case, especially when you look at the motivations and incentives for individual in other departments.
For example; the marketing department’s objectives could be to increase interest in the organization, so they may work toward increasing website traffic and donor inquiries. Development may be interested more in quality of prospective donors rather than quantity because they find it challenging to manage too many opportunities, especially if many of them are small. It can be helpful to discuss with people in other departments what they are working towards and why. Your department should be open to the same discussions.
Giving stakeholders visibility into the activities and outcomes throughout the organization helps with fostering a common understanding. This can lead to unique insights resulting in new opportunities for improvement and ideas that may not have been noticed before. These strategies work in breaking down community silos as well, although it takes a bit more work to engage people from other organizations.
Using one common platform throughout your organization can ensure that everyone involved from internal staff to outside team members has access to information they need to do their best work. On top of that, effective internal communication tools reduce overhead from managing multiple databases and allows people to spend more time on the things that matter most, which is so important as a nonprofit.
Successful social causes require effective collaboration, both within and across organizations. There is no better place to start in building a collaborative culture in your community than by breaking down silos in your own organization.