Most companies want employees to not work in silos. And then, they organise their work in little, hierarchical boxes.
They split the workforce in departments. They assign managers and middle-managers to each of them. They give them goals and agendas and salaries and development plans that are unique. And they get mad because Product doesn’t talk to Sales, because what Marketing promotes is not the story that Customer Success tells, because the Leadership Team meetings are just a battle for budget and recognition, and because their Customers are sick of waiting for the promised improvement.
So, the opportunity for you is to become the person who looks at problems horizontally. To learn about others priorities and spot lateral developments. To become the glue that delivers and the light that shines on colleagues.
If you’ll just stick to your box, you’ll be part of the problem, not the indispensable solution.
Luckily, not all mistakes will cost you $100 billion. And most importantly, you are the one deciding what pressure to bow to. Not everything is worth pursuing, not all chances are worth taking, not all competitors are worth following.
Sometimes the wise response is to slow down and let go. It’s always a viable option.