Collaborating with Other Educators

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

⚠️ Try This The Culture Observer Exercise During your next team meeting, assign one person as the culture observer. Have them monitor team dynamics: 🔎 Speaking patterns: Which voices consistently dominate, and which are missing? Where did we notice people seeking approval? Were there moments we softened or avoided something to keep the peace? 🔎 Dealing with ideas: What happens when someone shares a half-formed thought? Do people explore risky ideas or resort to safe ones? 🔎 Energy shifts: What topics or moments seem to energize the room? Which drains the energy? 🔎 Dealing with ambiguity: What happens when no one has the answer? How do team members navigate ambiguity and uncertainty? 🔎 Managing conflict: What happens when two perspectives collide? How does the team manage disagreements? After the meeting, spend 5 minutes debriefing what they noticed. Rotate the observer role so everyone gets to see your team's culture from the outside. For more insights and tools to make culture tangible, check my latest newsletter (link in comments below)

Why, in 2025, are teachers still building their own lesson plans from scratch? Why are the best ideas in education trapped inside individual schools or classrooms? Why is every breakthrough so hard to share? We all know that: - Transparency accelerates learning - Collaboration leads to better results - Collective knowledge beats individual trial and error And yet we’ve built an education system where teachers are left alone to innovate in isolation (while dealing with countless other classroom challenges) without ❌ infrastructure, ❌ support, or ❌ visibility into what’s working elsewhere. It doesn’t have to be this way. Open source software has already shown us what’s possible. When teams work in public, version their improvements, and build on each other’s ideas --> progress compounds. Now imagine that same model applied to education: ✔️ Curriculums built by thousands of educators, not one publisher ✔️ Real-time feedback that links teaching strategies to student outcomes ✔️ Shared tools and templates that adapt to local needs but reflect collective wisdom If we want equity in education, we have to stop making teachers start from zero. Collaboration should be the default, not the exception.

Have you heard of this one small meeting role that could transform your team dynamics? When I introduced the process observer role to a struggling leadership team, skepticism was high. "Another thing to keep track of during meetings?" one leader asked. But this simple practice revolutionized their team dynamics: The process observer—a rotating role assigned to a different team member each meeting—was tasked with tracking communication patterns: who spoke, how often, whether ideas were acknowledged, and if norms were upheld. After six weeks, the transformation was remarkable. "I had no idea I interrupted others so frequently," shared one leader. "Seeing the data changed everything about how I participate." Another noted, "When someone pointed out that none of us had built on the director's ideas across three meetings, it revealed a weak spot in our team dynamics." The power of this role lies in making invisible patterns visible. Without judgment, data reveals the reality of how a team interacts—and often contradicts our perceptions of ourselves. With the group's agreement, a process observer can gather data on who talks, when, in what order, how much, and what kind of talk each person contributes. Groups can be surprised at what they discover. Have you ever used a process observer in your team? Share your experience or what you'd like to try. P.S. If you’re a leader, I recommend checking out my free upcoming challenge: The Resilient Leader: 28 Days to Thrive in Uncertainty  https://lnkd.in/gxBnKQ8n #TeamDynamics #MeetingEffectiveness #LeadershipSkills #GroupProcesses #TeamCommunication

Does it feel like your departments are speaking different languages? 🗣️🤔 That’s not a communication problem. It’s a silo problem. Marketing has its goals 🎯, sales has theirs 💼, and product is on a different page entirely 🛠️. Everyone is working hard, but in different directions. This doesn’t just slow you down—it kills momentum, innovation, and growth. 🚀 The solution isn’t magic; it’s intentional collaboration. 🤝 Here are 6 tips for building bridges and breaking down those walls: 1. Clarify Shared Goals ➝ The first step is alignment ↳ Define one common objective that every department can rally behind → If you don’t share a destination, you won’t get there together. 2. Establish Open Channels ➝ Communication can’t be an afterthought ↳ Use shared platforms and tools to make information seamless → Transparency is the antidote to assumptions. 3. Assign Cross-Functional Roles ➝ Don’t just hand off a project ↳ Build a team with members from different departments → You can’t have empathy without proximity. 4. Coordinate Regular Check-Ins ➝ Accountability is built, not assumed ↳ Set up touchpoints to review progress and roadblocks → Alignment is a verb, not a noun. 5. Standardize Key Processes ➝ Collaboration is easier with a playbook ↳ Agree on workflows so everyone follows the same steps → Process creates freedom. 6. Listen and Adapt ➝ Be open to feedback on how you collaborate ↳ What’s working? What’s not? → Your best process is one that is always improving. True teamwork isn’t just about working together; it’s about working together, better. 🌟 👉 What’s the biggest challenge your team faces when collaborating across departments? 💬💭👇 #Leadership #Management #Collaboration #Teamwork #BusinessGrowth #WorkplaceCulture #PersonalDevelopment #Communication #Innovation

Over the past few weeks, I’ve been revisiting how teams work (then I have reflected in academic setting) I recently read The Five Dysfunctions of a Team by Patrick Lencioni 📘 and listened to The Culture Code by Daniel Coyle 🎧. Both offered deep insights—especially relevant for academic teams working under pressure in teaching, research, and program management. Lencioni identifies five common dysfunctions that quietly undermine teamwork: 1️⃣ Absence of #Trust People hesitate to admit gaps, struggles, or mistakes. 🟡 Academic teams often feel pressure to appear strong—this limits collaboration. ✅ Build psychological safety through openness, informal conversations, and vulnerability from leadership. 2️⃣ Fear of #Conflict Tough topics are avoided to maintain politeness. 🟡 We sacrifice progress for comfort. ✅ Encourage constructive debate, clarify that disagreement isn’t disloyalty, and use structured discussions. 3️⃣ Lack of #Commitment Decisions stay unclear, timelines are vague. 🟡 No one knows what was decided—or why. ✅ Summarize decisions, assign clear roles, and follow up regularly. 4️⃣ Avoidance of #Accountability Standards are not enforced, feedback is withheld. 🟡 Underperformance becomes acceptable. ✅ Peer accountability, transparent metrics, and shared responsibility can help. 5️⃣ Inattention to #Results Individual goals outweigh team or institutional goals. 🟡 We prioritize papers, titles, or recognition over real outcomes. ✅ Refocus on shared values: student success, impact, equity, and purpose. Daniel Coyle’s The Culture Code complements this beautifully with real examples and neuroscience. His message is simple: 🏗️ Great teams don’t just happen—they are built through small, intentional behaviors. ✅ Safety. Vulnerability. Shared purpose. 🎓 As someone trying to support teams—not lead them—I’ve started applying small habits: check-in questions before meetings, rotating facilitators, sharing failures openly, and giving credit generously. Not perfect, but it helps. What practices have worked for you in building strong academic teams? Let’s learn from each other 💬👇 #academicteams #teamwork #facultydevelopment #leadership #medicaleducation #TheFiveDysfunctions #CultureCode #highereducation #trust #collaboration #humbleleadership #psychologicalsafety

China visit, part 3: Fostering a Culture of Collaborative Intellectual Preparation I observed teachers in their subject specialisms working together, analysing a recent assessment paper their students had sat. They were “intellectually preparing” by identifying high-frequency errors their students were likely to make, so they could anticipate and address them. I was told that they often debated their views, which I believe is a valuable professional development exercise. Now consider the following for your school: 1. To what extent do UK teachers come together to discuss curriculum and assessment compared to focusing on administrative tasks? 2. How often do teachers thoroughly review assessments, anticipating high-frequency errors to target interventions? And do they collaborate passionately, sharing and debating their insights? 3. What could novice teachers learn from experts as a result of such an exercise? 4. Where could this exercise be formalised within the school structure to maximise its impact?

To move faster, tie people to the outcome. Not just their part in it. When work moves slowly, it's because the flow is a series of abrupt starts and stops, with unclear handoffs tying them together. And as the work is handed off, so are the problems, with everyone assuming that eventually someone will take care of it. Hopefully. These are 7 ways to start building a culture that cares about more than just their step. But at the root of them is the same idea: We're all on the same team, so let's act like it. 1️⃣ Conflict Bounties Reward employees who bring up cross-team blockers. Could be a small amount of cash, PTO, or a shout out. These help issues get fixed before they catch fire. 2️⃣ Second Team Assignments Each leader uses 1hr/week to support another team. Hands on time helping, not just checking in. This helps build context and trust between teams. 3️⃣ The 5 Day Fix Choose a cross-team problem that keeps coming up. Create a small squad from the affected teams. Give them 5 days to solve it, and share the results with everyone. This gives people quick wins, and shows them that they're capable of fixing their problems. 4️⃣ Joint Retros Create monthly retros between two reliant teams. Focus on what worked, and what needs improvement. This helps teams self correct and work better together. 5️⃣ Collab Spotlights Recognize someone from outside your team who helped. Bring the silent helpers to light. Celebrates the ways we're already helping each other. 6️⃣ Track by Outcome Group progress by shared goals instead of org chart. Assign co workers across teams. People want to reach the goal instead of just checking their box. 7️⃣ Shout Outs Create a dedicated channel for them. Encourage leads to use it at least weekly. As collaboration is recognized, it becomes part of the culture. Teams that move like one, reflect the systems that are built for it. Which one are you trying first? Let me know in the comments 👇 ♻️ Repost to help build better teams. ➕ Follow Sam Krempl for more like this.

Collaboration across functions is hard. Most collaboration efforts fall flat because they feel forced and disconnected from 'real' business outcomes. A well-designed Strategic Collaboration Program (SCP) fixes that. Here’s how to go about it: 1. Start with Intention – Collaboration isn’t the goal; it’s a means to a strategic outcome. Get clear on what success looks like. 2. Create Shared Frameworks – Give teams a common language, decision-making tools, and structured ways to work through complexity together. Show them 𝘩𝘰𝘸. 3. Find the Connectors – Every organization has people who are natural bridge-builders between teams. Train them in scalable, repeatable methods that make collaboration easier. 4. Balance Flexibility & Discipline – Collaboration works best when there’s enough structure to guide it and enough space for creativity. 5. Make it Actionable – Collaboration without execution is just a nice-to-have conversation. Tie it to real business challenges and impact. 6. Embed It – Make collaboration a habit by weaving it into leadership behaviors, performance metrics, and everyday work. Collaboration is about making it easier for people to solve meaningful problems together. Where do you see collaboration getting stuck in your org? What are some things that have or haven’t worked? Please let us know in the comments!

I'm often told by nonprofit leaders: It's hard to break down silos. But why is this? You've done everything right. You've encouraged collaboration. But each team / department / program still works relatively independently. 10 tips that actually work to break down silos. 🔹TIP 1: Use strategic planning as a starting point. Develop a highly collaborative process where many voices will be heard. 🔹TIP 2: Don't assume each department has its own goal. Instead see which goals naturally emerge in the process - they usually span multiple depts. 🔹TIP 3: Truly be open to hearing new ways of doing things. 🔹TIP 4: Identify points of confusion. Make sure everyone has clarity around how the work will be done. 🔹TIP 5: Look for integration at every step. E.g., if your org really cares about trees, don't have 1 goal for trees. Instead, support care for trees in every goal, in some small way. 🔹TIP 6: When you track progress towards each goal, develop a system for gathering metrics from different teams towards that goal. 🔹TIP 7: When assigning roles, consider assigning accountability for strategies, initiatives or actions to multiple teams. 🔹TIP 8: Many orgs do great at breaking down silos during planning but then stop during implementation. To keep momentum going, keep linking back to your shared purpose & values. 🔹TIP 9: Reward and incentivize collaboration. In performance reviews, give credit for helping teammates. In meetings, publicly congratulate collaborators - not just project leads. 🔹TIP 10: Continue to foster a culture of respect & mutual support. Perhaps this is why many fail at breaking down silos. Because if you even skip one of these steps, it's harder to fully build collaborative orgs. What about you? What have you seen work well to break down silos? ***************************************