I want my executive team to be siloed… said NO CEO EVER.

Yet, despite the best of intentions, it’s funny how so many still are. Real alignment, integration and execution around common enterprise-wide goals are the dream of all senior teams.

But here is a common scenario I get while interviewing members of an executive leadership team about how effective they think their team is. CEO tells me the goals of the team include alignment, continuing to break down siloes that have traditionally existed in the organization, and being a “real” team. “We are making progress,” CEO says proudly.

Executive A tells me that yes; while the team might be getting better we really aren’t there yet. THEY personally try to be but others unfortunately are not. For example, Executives B and C make decisions which impact Executive A, but do not consult ahead of time. They don’t communicate about key issues, they don’t understand Executive A’s departmental perspectives.

What is kind of funny is Executives B and C then tell me the VERY SAME THING. Only, it is Executive Leader B (or C) who is the real team player.

Something funny is going on here… and that’s called being HUMAN.

We all know what it looks like to be a team player these days. We can describe what an aligned, integrated, enterprise-focused executive team looks like and great leadership teams want one. But, if a team member or entire TEAM is not able to have the crucial and candid conversation that describes how the BEHAVIOR of Executive A (or B or C) does not have the result of being very team-oriented, it is unlikely to change. Exchange “team-oriented” with any other team goal that isn’t being met and you get the picture.

What is required is for every executive level leader is to have the ability and willingness to use the phrase “When you do X behavior, it impacts me this way…” Yet, it is a rare executive leadership team that regularly uses this phrase, especially not with their peers. Such a simple phrase that makes no accusation, just shares a perspective. It does not carry “blame” or “shame” (as long as it is shared with a neutral tone of voice). It directly provides feedback about how the peers’ behavior is being perceived, disentangling impact from intent…which are the foundations of negotiating a mutually satisfying agreement.

Does the scenario above sound like your team? The Bailey Group advises Executive Leadership Teams to gain the confidence they need to have these candid conversations so that they can focus on their goals.