Cross-functional project teams (aka working groups or task forces) are a powerful way to accelerate strategy execution.  The main question that The Turbochargers members ask me, is how to encourage people’s involvement on top of business as usual.

How to Lead Cross-Functional Projects Without Overloading Your Team

When Sarah (name changed for privacy) launched a cross-functional project, she quickly realized she had a problem. Despite the importance of the initiative, getting people from different departments involved was like pulling teeth. Everyone was already swamped with their day-to-day tasks, and the project felt like just one more thing on their overflowing plates.

Meetings were postponed, deadlines slipped, and frustration mounted. The issue was partly lack of commitment; and partly that BAU always took priority. Without changing something, the project was doomed to stall indefinitely.

Getting things back on track

To fast-track the project, Sarah and I discussed changing her approach.  She worked on re-framing the priority of this initiative and getting buy-in from leadership to free up the necessary resources.  She also made it easier for people to participate.  Slowly, the team started to gel, and they made progress.

______________

3 Tips to Avoid Burning Out Your Team with Cross-Functional Projects:

  1. Align the Project with the Strategic Priorities: Show how the project directly contributes to the organization’s major strategies and goals. People are more likely to prioritize it if they see its value, and if it attracts higher visibility. Managers should be supporting their team to regularly re-prioritize against strategic priorities to avoid work overload. This may mean stopping some BAU work. Provide training or coaching for them on this if required.
  2. Get Leadership Support: Ensure all senior leaders advocate for the project, and help people with practical solutions, such as freeing up time and resources for those involved.
  3. Simplify The Commitment: Break the project into manageable parts so that team members can contribute without feeling overwhelmed by the additional workload.  This type of structured approach is really important to make the project work feasible.

There are many other techniques that we discuss in The Turbochargers Hub live sessions each month. Getting people involved in cross-functional projects when they’re juggling their daily tasks is a challenge, but you can certainly make it easier when you approach the execution in a structured, organised manner.

_______________

*** Please forward this article to someone who will also find it valuable. ***

_______________

Quote of the week

Nothing is particularly hard if you divide it into small jobs.

Henry Ford

_______________

____________

Keep turbocharging with a culture-friendly approach 😊🌱📈

PS Turbocharge your strategic influence 😊🌱📈

Join The Turbochargers Hub to use AI in your strategic projects

Email me back to work with me: strategic planning, execution and AI strategies

Subscribe to this weekly email if you received it from a friend

Connect on LinkedIn

 

About Lisa Carlin

Lisa Carlin is a Strategy Execution Specialist.  She works with business leaders to plan and execute their strategies in tough environments.  Her clients love having her expertise and guidance to navigate their workplace culture and use AI to achieve success.

Lisa created The Turbochargers Hub, so leaders can master the art of strategic influence and generate momentum for organizational change.

Lisa is author of the globally acclaimed newsletter, Turbocharge Weekly, read by 8,000 business leaders.

Lisa’s career includes roles at McKinsey and Accenture, then running her own business since 1999.  Over this time she has delivered over 50 implementations with a 96% success rate.

Turbocharge Weekly Newsletter

Sign-up for the globally-acclaimed “Turbocharge Weekly” newsletter, read by almost 8,000 leaders globally. 3 tips in under 3 minutes to accelerate your strategic projects