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Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors
In yet another page-turner, New York Times best-selling author and acclaimed management expert Patrick Lencioni addresses the costly and maddening issue of silos, the barriers that create organizational politics. Silos devastate organizations, kill productivity, push good people out the door, and jeopardize the achievement of corporate goals.
As with his other books, Lencioni writes Silos, Politics, and Turf Wars as a fictional—but eerily realistic—story. The story is about Jude Cousins, an eager young management consultant struggling to launch his practice by solving one of the more universal and frustrating problems faced by his clients. Through trial and error, he develops a simple yet ground-breaking approach for helping them transform confusion and infighting into clarity and alignment.
158 pages, Kindle Edition
First published February 17, 2006
About the author
Patrick Lencioni
107 books2,295 followersPatrick Lencioni is a New York Times best-selling author, speaker, consultant and founder and president of The Table Group, a firm dedicated to helping organizations become healthy. Lencioni’s ideas around leadership, teamwork and employee engagement have impacted organizations around the globe. His books have sold nearly three million copies worldwide.
When Lencioni is not writing, he consults to CEOs and their executive teams, helping them to become more cohesive within the context of their business strategy. The widespread appeal of Lencioni’s leadership models have yielded a diverse base of clients, including a mix of Fortune 500 companies, professional sports organizations, the military, non-profits, universities and churches. In addition, Lencioni speaks to thousands of leaders each year at world class organizations and national conferences. He was recently cited in the Wall Street Journal as one of the most sought-after business speakers in the nation.
Prior to founding his firm, he worked as a corporate executive for Sybase, Oracle and Bain & Company. He also served on the National Board of Directors for the Make-A-Wish Foundation of America.
When Lencioni is not writing, he consults to CEOs and their executive teams, helping them to become more cohesive within the context of their business strategy. The widespread appeal of Lencioni’s leadership models have yielded a diverse base of clients, including a mix of Fortune 500 companies, professional sports organizations, the military, non-profits, universities and churches. In addition, Lencioni speaks to thousands of leaders each year at world class organizations and national conferences. He was recently cited in the Wall Street Journal as one of the most sought-after business speakers in the nation.
Prior to founding his firm, he worked as a corporate executive for Sybase, Oracle and Bain & Company. He also served on the National Board of Directors for the Make-A-Wish Foundation of America.
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Displaying 1 - 30 of 256 reviews
September 16, 2011
Lencioni is a good writer. Highlights:
1. Silos occur because executives fail to give their employees a compelling context for working together
a. Without this, everyone moves in different directions, often at cross purposes
b. Every assumes their own activities are in the best interest of the company and don't understand why others aren't doing the same
c. They begin to resent each other
2. Dissolve Silos by creating a thematic goal: A Rallying Cry.
a. A Thematic Goal - a single, qualitative focus that is shared by the entire leadership team and ultimately, by the entire organization and that applies for only a specified time period.
i. For example - rebuild our credibility,
b. A Set of Defining Objectives
i. Shared by all members of the leadership team
ii. Like customer satisfaction, establish a unified marketing message, eliminiate redundant and underperforming products, merge back office systems and processes, market share, quality, establish a strategy,
c. Time Frame - # months (it's not permanent)
d. A set of ongoing standard operating objectives
i. Revenue
ii. Market share by product
iii. Employee turnover
iv. Etc..
e. Metrics
1. Silos occur because executives fail to give their employees a compelling context for working together
a. Without this, everyone moves in different directions, often at cross purposes
b. Every assumes their own activities are in the best interest of the company and don't understand why others aren't doing the same
c. They begin to resent each other
2. Dissolve Silos by creating a thematic goal: A Rallying Cry.
a. A Thematic Goal - a single, qualitative focus that is shared by the entire leadership team and ultimately, by the entire organization and that applies for only a specified time period.
i. For example - rebuild our credibility,
b. A Set of Defining Objectives
i. Shared by all members of the leadership team
ii. Like customer satisfaction, establish a unified marketing message, eliminiate redundant and underperforming products, merge back office systems and processes, market share, quality, establish a strategy,
c. Time Frame - # months (it's not permanent)
d. A set of ongoing standard operating objectives
i. Revenue
ii. Market share by product
iii. Employee turnover
iv. Etc..
e. Metrics
July 13, 2011
Lencioni knows a good formula when he finds it: Pick a thorny subject like Silos, Meetings, Team Dysfunction, spin a story that illustrates the ins and outs of the issue in the real world, then boil it down to a quickie model that readers can immediately use – whether they’ve actual read the preceding fable or not.
While not at the level of his best selling work, ”The Five Dysfunctions of a Team,” this is a valuable addition to the subject and quandary of organizational silos. The story revolves around a young consultant struggling to get his practice off the ground while riding the rough waves of unhappy clients. Eventually, our hero comes up with a model that ties departments together towards a common cause: The Thematic Goal.
A Thematic Goal is the “single, qualitative, time framed, rallying cry adopted by the entire management team.” If for example, your company has just made an acquisition, a thematic goal that every department could collaborate upon would be: Integrating the acquisition into the company. Each functional area would draw up “Defining Objectives” that represent their contribution to achieving the goal. With everyone pulling in the same direction, great ideas are more likely to cross pollinate and groups that normally barely talk to one another actually work together towards the Thematic Goal’s success.
While this model is far from a complete solution to the issue of silos in the workplace, it is well thought out place to start. Highly recommended.
While not at the level of his best selling work, ”The Five Dysfunctions of a Team,” this is a valuable addition to the subject and quandary of organizational silos. The story revolves around a young consultant struggling to get his practice off the ground while riding the rough waves of unhappy clients. Eventually, our hero comes up with a model that ties departments together towards a common cause: The Thematic Goal.
A Thematic Goal is the “single, qualitative, time framed, rallying cry adopted by the entire management team.” If for example, your company has just made an acquisition, a thematic goal that every department could collaborate upon would be: Integrating the acquisition into the company. Each functional area would draw up “Defining Objectives” that represent their contribution to achieving the goal. With everyone pulling in the same direction, great ideas are more likely to cross pollinate and groups that normally barely talk to one another actually work together towards the Thematic Goal’s success.
While this model is far from a complete solution to the issue of silos in the workplace, it is well thought out place to start. Highly recommended.
August 29, 2020
After another frustrating encounter at the office a coworker recommended this book. I’m glad they did.
Not only does Lenccioni weave a story to provide a fictional story the reader can relate to, he closes with the non-fictional practical theory of how to break down silos.
The blending of fiction with what would otherwise be dry theory provides the views needed for readers to start with an actionable plan for their teams to work with one goal in mind.
Not only does Lenccioni weave a story to provide a fictional story the reader can relate to, he closes with the non-fictional practical theory of how to break down silos.
The blending of fiction with what would otherwise be dry theory provides the views needed for readers to start with an actionable plan for their teams to work with one goal in mind.
October 28, 2021
The message is simple, and makes a lot of sense: companies need a common theme to work towards, and all leaders and employees should tailor their work towards that theme. Basically, imagine the company is in a crisis -- what's actually essential to focus on?
I do feel the book minimizes the human element (i.e. staff members) somewhat -- a moment where the head nurse, who'd started off advocating strongly for what her nurses need to do their jobs, suddenly changes her mind after the leadership team decides on an overarching theme left a bad taste for me. She basically said, "now I see this, I can no longer justify fighting for the stuff my nurses want." And I'm all for finding a shared purpose, but I've seen too often people who aren't on the leadership level work themselves into the ground just for this grand purpose, and while their efforts benefit the company, they themselves receive little of the benefit. Lencioni takes a very executive-centric view, which is totally fair, and probably what executives should be focusing on. And like I said, I fully agree with the need for companies to find a shared purpose, and shared priorities. I would just prefer a much more compassionate approach to leadership, that takes into account the company's people along with the (not necessarily financial) bottom line.
I think part of the frustration for me is that the book suggests that the company decides its main purpose and central goals, but all the operational stuff still needs to continue going on. And again it makes sense -- obviously, you can't stop doing sales and accounting and legal stuff while you focus on the big goal. But I feel that Lencioni missed the mark in not asking leaders to reflect on how these operational goals tie into their big goals. Perhaps it's implied, but the way the fable is framed, it almost seemed like it's all just extra work to pile on to the staff, so they need to keep the trains running on time, so to speak, while still helping the company move to the big goal. Why not take some time to reflect on those operational bits and pieces, and help employees understand how each of those bits actually contributes towards the shared goal?
Still, I like the idea that leaders should all agree on the main goal, and I agree that silos often occur when leaders are engaged in their own turf war, while their staff really just wants to get along and do the work. So there's also a lot within this book that I agree with. Overall, I'm not super sure where I land on the ideas and suggestions Lencioni writes, but the book's making me think on stuff about leadership and company culture.
I do feel the book minimizes the human element (i.e. staff members) somewhat -- a moment where the head nurse, who'd started off advocating strongly for what her nurses need to do their jobs, suddenly changes her mind after the leadership team decides on an overarching theme left a bad taste for me. She basically said, "now I see this, I can no longer justify fighting for the stuff my nurses want." And I'm all for finding a shared purpose, but I've seen too often people who aren't on the leadership level work themselves into the ground just for this grand purpose, and while their efforts benefit the company, they themselves receive little of the benefit. Lencioni takes a very executive-centric view, which is totally fair, and probably what executives should be focusing on. And like I said, I fully agree with the need for companies to find a shared purpose, and shared priorities. I would just prefer a much more compassionate approach to leadership, that takes into account the company's people along with the (not necessarily financial) bottom line.
I think part of the frustration for me is that the book suggests that the company decides its main purpose and central goals, but all the operational stuff still needs to continue going on. And again it makes sense -- obviously, you can't stop doing sales and accounting and legal stuff while you focus on the big goal. But I feel that Lencioni missed the mark in not asking leaders to reflect on how these operational goals tie into their big goals. Perhaps it's implied, but the way the fable is framed, it almost seemed like it's all just extra work to pile on to the staff, so they need to keep the trains running on time, so to speak, while still helping the company move to the big goal. Why not take some time to reflect on those operational bits and pieces, and help employees understand how each of those bits actually contributes towards the shared goal?
Still, I like the idea that leaders should all agree on the main goal, and I agree that silos often occur when leaders are engaged in their own turf war, while their staff really just wants to get along and do the work. So there's also a lot within this book that I agree with. Overall, I'm not super sure where I land on the ideas and suggestions Lencioni writes, but the book's making me think on stuff about leadership and company culture.
August 22, 2020
I finished "Silos, Politics and Turf Wars: A Leadership Fable About Destroying the Barriers That Turn Colleagues Into Competitors" by Patrick Lencioni yesterday. In Pat's true style like "Five Dysfunctions of Team", this is another business fable where he tackles a big problem in organizations - Silos.
He not only gives us ways to identify silos, departmental politics but also tells us how to solve it. The model for combating silos consists of four components -
1) A Thematic Goal - A single qualitative focus that is shared by the entire leadership team–and ultimately, by the entire organization–and that applies for only a specified time period. It must be,
* Single. There can only be one. Something has to be the most important.
* Qualitative. This is not a number. It is a general statement of the desired accomplishment requiring a verb because it rallies people to do something (e.g. Improve, Reduce, Increase, Grow, Change, Establish, Eliminate, Accelerate, etc.)
* Time-Bound. The thematic goal does not live beyond a fixed time period, because that would suggest that it is an ongoing objective.
* Shared. The thematic goal applies to everyone on the leadership team regardless of their area of expertise or interest.
2) A Set of Defining Objectives - Components or building blocks that serve to clarify exactly what is meant by the thematic goal. Like the thematic goal, these objectives are also qualitative, time-bound, and shared.
3) A Set of Ongoing Standard Operating Objectives - The ongoing objectives that don’t go away from period to period. The danger is in mistaking one of these critical objectives for a rallying cry (thematic goal).
4) Metrics - Measurement. Metrics could be numbers or dates (time frames).
Source: http://www.dragon-bishop.com/2020/08/...
He not only gives us ways to identify silos, departmental politics but also tells us how to solve it. The model for combating silos consists of four components -
1) A Thematic Goal - A single qualitative focus that is shared by the entire leadership team–and ultimately, by the entire organization–and that applies for only a specified time period. It must be,
* Single. There can only be one. Something has to be the most important.
* Qualitative. This is not a number. It is a general statement of the desired accomplishment requiring a verb because it rallies people to do something (e.g. Improve, Reduce, Increase, Grow, Change, Establish, Eliminate, Accelerate, etc.)
* Time-Bound. The thematic goal does not live beyond a fixed time period, because that would suggest that it is an ongoing objective.
* Shared. The thematic goal applies to everyone on the leadership team regardless of their area of expertise or interest.
2) A Set of Defining Objectives - Components or building blocks that serve to clarify exactly what is meant by the thematic goal. Like the thematic goal, these objectives are also qualitative, time-bound, and shared.
3) A Set of Ongoing Standard Operating Objectives - The ongoing objectives that don’t go away from period to period. The danger is in mistaking one of these critical objectives for a rallying cry (thematic goal).
4) Metrics - Measurement. Metrics could be numbers or dates (time frames).
Source: http://www.dragon-bishop.com/2020/08/...
January 22, 2019
If you aren’t familiar with Lencioni’s work he writes fables that embed simple business truths into a story.
This book is no different. I usually approach his work looking for basic sociological insights into leadership.
My big take away here is that a clearly defined share goal with actionable steps is critical for a team to not settle into their respective “turf”. If a team member is going to own the whole he has to know how he is a part of the whole or how he should subordinate his role to the success of the whole.
This book is no different. I usually approach his work looking for basic sociological insights into leadership.
My big take away here is that a clearly defined share goal with actionable steps is critical for a team to not settle into their respective “turf”. If a team member is going to own the whole he has to know how he is a part of the whole or how he should subordinate his role to the success of the whole.
January 26, 2018
Very insightful and organized protocol to follow for organizations and their executive teams. The case studies and real life examples across industries are perfect to relate to. Main takeaways: Assess the current status of your organization, decide as a team what needs to be improved upon the most (the “Thematic Goal”), and get all departments on board. Set a realistic time to accomplish with specific steps. Once it has been accomplished, decide upon a new Thematic Goal. Always have one in motion.
September 18, 2019
2.5 stars. This is a business fable that might have been more effective as a white paper. Lencioni shares the good advice of rallying an entire organization behind a clear and time-sensitive cause in order to eliminate politics and silos, but that's where the story ends. He shares what a leader should do to start eradicating silos and what happens after silos are eradicated, but misses the challenges and the journey that happens in the middle. I appreciated the message, but felt that the story was incomplete - or perhaps written from the wrong character's point of view.
April 18, 2020
Truly Insightful!
Lencioni’s use of the fable to explain the Silo problem and its solution really helped clarify the issues and made it easy to recognize how they play out in real life.
This is a useful read for those interested in cohesion within an organization and figuring out how to make all the moving parts come together toward common goals.
Lencioni’s use of the fable to explain the Silo problem and its solution really helped clarify the issues and made it easy to recognize how they play out in real life.
This is a useful read for those interested in cohesion within an organization and figuring out how to make all the moving parts come together toward common goals.
April 23, 2020
Some great concepts and practical leadership advice but far too much time on the “fable” and too little time on the theory. The theory portion is only 30 pages and I would have like it to be fleshed out a bit more.
August 8, 2023
I always think Lencioni books are going to be silly - ‘a leadership fable’ 🙄 but by the end I have a profound sense of clarity and understanding about the topic w/ clear ideas to apply to my organization.
This one is p good
This one is p good
June 1, 2024
This is a book that I would hope all high level organizational leaders read and think deeply about. I don’t fit into that category, but it was still good content to think through.
July 12, 2024
Good book, easy to read. Perhaps a bit more difficult to implement.
September 26, 2024
As usual, Lencioni's "fable" method of communicating ideas is pretty easy on the brain. Then he follows up with theory. Helpful. Pretty simple.
October 8, 2020
Such a brilliant use of a fable to convey core principles around the dangers of internal organizational conflict.
As companies expand, they become more prone to developing silos of leaders and teams with narrow (typically department-centric) visions for the future. This narrowness often is a result of progressive role specialization, that, while many times necessary, creates significant leanings and biases based off the needs that are most relevant to “your team.”
Lencioni’s simple concepts of having a broad, Thematic Goal (a qualitative mission involving all teams) to help everyone take off their functional hats and share a general/executive hat, along with a Rallying Cry and Defining Objectives to synchronize the efforts of each individual team, have proven helpful on several occasions.
This book shines a light on the intent of each team, and asks “do we still share a common, driving purpose with everyone else?” and “in what ways have I contributed to cultural fragmentation?”
Lastly, a point that was emphasized in multiple instances: if we have a department for ‘it’, it’s either vital to the whole or must go immediately. Turf wars commence abruptly when teams begin developing departmental hierarchy on the mere basis of being “most important” to company success, and such superiority complexes are toxic.
As companies expand, they become more prone to developing silos of leaders and teams with narrow (typically department-centric) visions for the future. This narrowness often is a result of progressive role specialization, that, while many times necessary, creates significant leanings and biases based off the needs that are most relevant to “your team.”
Lencioni’s simple concepts of having a broad, Thematic Goal (a qualitative mission involving all teams) to help everyone take off their functional hats and share a general/executive hat, along with a Rallying Cry and Defining Objectives to synchronize the efforts of each individual team, have proven helpful on several occasions.
This book shines a light on the intent of each team, and asks “do we still share a common, driving purpose with everyone else?” and “in what ways have I contributed to cultural fragmentation?”
Lastly, a point that was emphasized in multiple instances: if we have a department for ‘it’, it’s either vital to the whole or must go immediately. Turf wars commence abruptly when teams begin developing departmental hierarchy on the mere basis of being “most important” to company success, and such superiority complexes are toxic.
May 9, 2010
I think of Lencioni's little books as the romance section of the business genre. They're quick to read, easily digestible, and actually have some salient points, I just don't know how readily you can apply those points to your own business situation.
Silos, Politics and Turf Wars deals with the way people try to protect "their" areas when they feel threatened. I'm sure everyone works with someone who is territorial and defensive when they're asked probing questions or to explain something more completely.
The gem I'm taking from this book is how to identify these behaviors. I work in a very small shop and try to be as open and honest as I can in order to avoid turf wars, but they do crop up now and again. If this book helps me head those off in the future, the purchase price and time spent reading it were worth it.
Silos, Politics and Turf Wars deals with the way people try to protect "their" areas when they feel threatened. I'm sure everyone works with someone who is territorial and defensive when they're asked probing questions or to explain something more completely.
The gem I'm taking from this book is how to identify these behaviors. I work in a very small shop and try to be as open and honest as I can in order to avoid turf wars, but they do crop up now and again. If this book helps me head those off in the future, the purchase price and time spent reading it were worth it.
December 5, 2020
Another engaging and useful read from Patric Lencioni, best know for The Five Dysfunctions of a Team.
Lencioni’s books are presented as ‘fables’ i.e. fictional pedagogical short stories intended to illustrate and teach his ideas on organizational management.
It sounded cringe worthy to me before I started reading them.
Now I’m HOOKED.
They are so damn effective.
As the title suggests.
This one is pertinent to toxic intraorganizational competition and infighting.
More importantly.
It gives practical advice on how to reduce (or better yet) eliminate that shit altogether.
I won’t bother with the details.
It’s a Saturday and I am feeling too chill for all that.
Suffice it to say.
This is a good one.
But start with The Five Dysfunctions of a Team.
If you like that one, you’ll like this one.
Lencioni’s books are presented as ‘fables’ i.e. fictional pedagogical short stories intended to illustrate and teach his ideas on organizational management.
It sounded cringe worthy to me before I started reading them.
Now I’m HOOKED.
They are so damn effective.
As the title suggests.
This one is pertinent to toxic intraorganizational competition and infighting.
More importantly.
It gives practical advice on how to reduce (or better yet) eliminate that shit altogether.
I won’t bother with the details.
It’s a Saturday and I am feeling too chill for all that.
Suffice it to say.
This is a good one.
But start with The Five Dysfunctions of a Team.
If you like that one, you’ll like this one.
August 23, 2016
This is the second Patrick Lencioni ‘leadership fable book’ I’ve read and it did not disappoint. If you are part of an organization that is looking for ways to breakdown silos and work toward building a cohesive team, this is the book for you.
I was very impressed with how well the fable relayed the key principles, and I also appreciated the laying out of the model components after the fable. I hope to see the implementation of this approach make a positive difference in my organization.
Highly recommended!
I was very impressed with how well the fable relayed the key principles, and I also appreciated the laying out of the model components after the fable. I hope to see the implementation of this approach make a positive difference in my organization.
Highly recommended!
April 22, 2017
HR Theory sugar coated with a fable. I would have liked it more if the theory was just put in plain without trying to create fiction over it. The last section summarizes all the way to have a thematic goal with few case studies. This sections sums it all that author puts forward and can be used by organizations or consultants to improve silos problem.
One Takeway: To destroy barriers (silos) you need to create a crisis.
One Takeway: To destroy barriers (silos) you need to create a crisis.
February 4, 2017
I liked the principals of the book, but the fable was too long and the actual content too short. As a result, we get a great high level perspective on how to address silos, but the practical application barely scratched the surface.
April 5, 2007
one of the best out of this author's leadership books so far. a must read.
August 29, 2022
I remember getting passed over for the job promotion. My previous boss had told the hiring manager that despite receiving my degree in the field and completing my training within the company for that very position, that I wasn’t ready. Worse? Their successor shared with me that my previous boss had left notes of the position and one included not to invest in me. Fast forward and I not only was given the opportunity to be promoted into that position for a competitor, but I excelled in it - reaching and surpassing goals my first year in the position and going on to even receive recognitions and awards for my positive impact in such field.
So often we can view our colleagues as competition and build walls and barriers we aren’t even aware of constructing that prevent us from best working as a team, in collaboration with one another, building each other up - not tearing each other down.
In Silos, Politics and Turf Wars, the author proposes a theory for an alignment that can be applied to any organization - both large and small. He evaluates opportunities for teams to recognize the infighting within an organization and instead look at developing what he refers to as the rally cry. Once developing your organization’s rally cry in efforts to create company alignment, Lencioni directs you to establish the building blocks with include a thematic goal, defining objectives, developing the standard operating objectives, and conclude with implementing metrics. All of which is the author’s goal of “building a cohesive leadership team.”
After reading this book and then reflecting on my own experience of barriers that seemed to appear during that transition from one boss to another, it’s sad to reflect that such silos were created with the intent to “cause people who are supposed to be on the same team to work against one another.” The author warns us that such division can often cause confusion which turns to disappointment, which leads to resentment and often can cause colleges to work against each other. I chose a different route. Although I never called upon that leader for advice while serving in such position, I did choose to reflect positively on our time together and the things I did learn from them. I still smile when I think of them and I chose to see their error as just that - a one-time bad judgment, no matter the reason. We all have been there. We get jealous, envious, intimidated, or just insecure. It doesn’t have to define us, and we can learn from our mistakes. We can also learn from the mistakes of others. From that day on I vowed to always invest in others with a goal that if and when they excel me, to be the first in line to cheer them on. After all, I’d rather have relationships and my time with them not wasted, vs. the alternative of silos, politics and turf wars.
www.hollycurby.com/resources-list
So often we can view our colleagues as competition and build walls and barriers we aren’t even aware of constructing that prevent us from best working as a team, in collaboration with one another, building each other up - not tearing each other down.
In Silos, Politics and Turf Wars, the author proposes a theory for an alignment that can be applied to any organization - both large and small. He evaluates opportunities for teams to recognize the infighting within an organization and instead look at developing what he refers to as the rally cry. Once developing your organization’s rally cry in efforts to create company alignment, Lencioni directs you to establish the building blocks with include a thematic goal, defining objectives, developing the standard operating objectives, and conclude with implementing metrics. All of which is the author’s goal of “building a cohesive leadership team.”
After reading this book and then reflecting on my own experience of barriers that seemed to appear during that transition from one boss to another, it’s sad to reflect that such silos were created with the intent to “cause people who are supposed to be on the same team to work against one another.” The author warns us that such division can often cause confusion which turns to disappointment, which leads to resentment and often can cause colleges to work against each other. I chose a different route. Although I never called upon that leader for advice while serving in such position, I did choose to reflect positively on our time together and the things I did learn from them. I still smile when I think of them and I chose to see their error as just that - a one-time bad judgment, no matter the reason. We all have been there. We get jealous, envious, intimidated, or just insecure. It doesn’t have to define us, and we can learn from our mistakes. We can also learn from the mistakes of others. From that day on I vowed to always invest in others with a goal that if and when they excel me, to be the first in line to cheer them on. After all, I’d rather have relationships and my time with them not wasted, vs. the alternative of silos, politics and turf wars.
www.hollycurby.com/resources-list
November 19, 2023
Topic: Organizational Culture, Communication, Leadership
Amazon Rating: 4.5/5
goodreads Rating: 4.1/5
Nick’s Rating: 4.0/5
Who should (or when to) read this: people that are struggling with silos and people hoarding “information”.
Nick’s Major takeaway(s): Find common goals, a common rallying cry, something that has meaning for everyone. Matrix organizations are especially susceptible to siloing.
Notable Quotes: “Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals.” – Patrick Lencioni
“well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars”
"Why matrix organizational structures became so popular I’m not really sure. There is certainly an element of flexibility and collaboration suggested by them, but in reality they are forums for confusion and conflict. They have certainly not contributed to the breakdown of silos; they’ve merely added an element of schizophrenia and cognitive dissonance for employees who are unlucky enough to report into two different silos."
“There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.”
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
Amazon Rating: 4.5/5
goodreads Rating: 4.1/5
Nick’s Rating: 4.0/5
Who should (or when to) read this: people that are struggling with silos and people hoarding “information”.
Nick’s Major takeaway(s): Find common goals, a common rallying cry, something that has meaning for everyone. Matrix organizations are especially susceptible to siloing.
Notable Quotes: “Silos—and the turf wars they enable—devastate organizations. They waste resources, kill productivity, and jeopardize the achievement of goals.” – Patrick Lencioni
“well-intentioned but ill-advised series of actions—training programs, memos, posters—designed to inspire people to work better together. But these initiatives only provoke cynicism among employees—who would love nothing more than to eliminate the turf wars”
"Why matrix organizational structures became so popular I’m not really sure. There is certainly an element of flexibility and collaboration suggested by them, but in reality they are forums for confusion and conflict. They have certainly not contributed to the breakdown of silos; they’ve merely added an element of schizophrenia and cognitive dissonance for employees who are unlucky enough to report into two different silos."
“There is perhaps no greater cause of professional anxiety and exasperation—not to mention turnover—than employees having to fight with people in their own organization. Understandably and inevitably, this bleeds over into their personal lives, affecting family and friends in profound ways.”
If you are interested in more suggestions about personal development, growth and leadership; follow me at https://www.linkedin.com/in/growthshe... to see content on “level up literature” #lul
June 14, 2020
I was disappointed in this book. It started off promisingly, suggesting that it could help to break down silos within organizations. The book is written in story format where we follow a guy named Jude as he starts a consulting business and discovers the solution to silos. There author have an interview at the end of the audiobook where he said that he felt that the story format makes the message of the book more relatable. I'm not sure I agree. I felt that the story format just adds clutter around the book's real purpose: to inform me how to combat silos in my organization. Instead, I got a lot of information about Jude's family life, including how he and his wife scheduled visiting their premature twin daughters in the hospital. If you want a good family drama about dealing with the pressures of having children and starting a new business, I recommend looking to other books.
The main argument this book has is that silos can be beaten by unifying an organization around a rallying cry. The author also talks about this rallying cry as a fabricated crisis which will unify an organization. This seems to oversimplify the problem a little bit. I think it's trust the author a little more if he quoted a free studies or gave examples from real organizations, but unfortunately he doesn't.
The main argument this book has is that silos can be beaten by unifying an organization around a rallying cry. The author also talks about this rallying cry as a fabricated crisis which will unify an organization. This seems to oversimplify the problem a little bit. I think it's trust the author a little more if he quoted a free studies or gave examples from real organizations, but unfortunately he doesn't.
June 13, 2019
Patrick Lencioni delivers another brilliant leadership book.
In an era of OKRs (Objectives and Key Results), over 10 years ago Patrick was describing in this fable the importance of knocking down walls that divide through thematic goals, objectives and measures.
The most important aspect of this fable (told through a series of fictional companies) is how the executive team are a single team with one common objective, being the successful delivery to their purpose.
Patrick explores that silos, politics and turf wars are driven from the top, in how the executive team engage each other and work together. To do this, the book covers,
- How to recognize the signs of the devastating power of silos.
- Why it is necessary to take steps to start knocking down the walls that divide departments.
- How to create a rallying cry or an over-arching thematic goal.
- How to determine an organization’s defining objectives and standard operating objectives.
- Why it is important to measure and monitor your organization’s performance against these goals.
- How employees can survive the confusion that is often found in matrix organizations.
This is the 3rd book by Patrick Lencioni I have read and each has been brilliant.
In an era of OKRs (Objectives and Key Results), over 10 years ago Patrick was describing in this fable the importance of knocking down walls that divide through thematic goals, objectives and measures.
The most important aspect of this fable (told through a series of fictional companies) is how the executive team are a single team with one common objective, being the successful delivery to their purpose.
Patrick explores that silos, politics and turf wars are driven from the top, in how the executive team engage each other and work together. To do this, the book covers,
- How to recognize the signs of the devastating power of silos.
- Why it is necessary to take steps to start knocking down the walls that divide departments.
- How to create a rallying cry or an over-arching thematic goal.
- How to determine an organization’s defining objectives and standard operating objectives.
- Why it is important to measure and monitor your organization’s performance against these goals.
- How employees can survive the confusion that is often found in matrix organizations.
This is the 3rd book by Patrick Lencioni I have read and each has been brilliant.
August 30, 2017
Not my favorite Lencioni book, but one worth reading. Although the "consultant figuring it out along the way" is a relatable story, and I think the overall themes are pretty good, but it didn't have any major AHA type moments in the book like some of the others have.
The concepts are on point. Silos and turf wars ruin organizations and start even at small sizes, and so understanding that and working actively to prevent it is a good thing. I think the major thing to take away from the book is that if you sit on a leadership team, you need to leave your title at the door and just come into all meetings with the idea that your job - regardless of your role - is to make the company better. This concept resonates with me but is in conflict with the box concept EOS drives. I don't think they intentionally mean for people to not help other boxes, but I do think the overall concept sets the foundation for Silos to be built.
The concepts are on point. Silos and turf wars ruin organizations and start even at small sizes, and so understanding that and working actively to prevent it is a good thing. I think the major thing to take away from the book is that if you sit on a leadership team, you need to leave your title at the door and just come into all meetings with the idea that your job - regardless of your role - is to make the company better. This concept resonates with me but is in conflict with the box concept EOS drives. I don't think they intentionally mean for people to not help other boxes, but I do think the overall concept sets the foundation for Silos to be built.
May 15, 2021
A must read for everyone who wants to learn leadership
lessons on the crisis. I just read at one go and enjoyed
a lot while reading. There are so many things rightly mentioned
by author with real life scenario's and that are happening
still in the corporate day to day life. If someone wants to start
consulting business then this is the book to read.
The Silos theory and basic roots are well explained with the example.
The corporate should implement these timeless principles and framework to improve
the boding with the team and it helps company culture.
I like this line from the book about Silos definition.
"Silos are nothing more than the barriers that exist between
departments within an organization, causing people
who are supposed to be on the same team to work against
one another. And whether we call this phenomenon departmental
politics, divisional rivalry, or turf warfare, it is one of
the most frustrating aspects of life in any sizable organization"
lessons on the crisis. I just read at one go and enjoyed
a lot while reading. There are so many things rightly mentioned
by author with real life scenario's and that are happening
still in the corporate day to day life. If someone wants to start
consulting business then this is the book to read.
The Silos theory and basic roots are well explained with the example.
The corporate should implement these timeless principles and framework to improve
the boding with the team and it helps company culture.
I like this line from the book about Silos definition.
"Silos are nothing more than the barriers that exist between
departments within an organization, causing people
who are supposed to be on the same team to work against
one another. And whether we call this phenomenon departmental
politics, divisional rivalry, or turf warfare, it is one of
the most frustrating aspects of life in any sizable organization"
August 17, 2022
I am a big fan of Patrick Lencioni’s books. Have read 2 others so far before this - Getting naked, and The five Dysfunctiona of a team. Both 5 stars for me.
But I felt this book slightly underwhelming by Patrick’s standards.
I felt this book could have been written in under max 20 pages, but hey, it’s a big font, sparsely populated ~200 pages only, so not a big deal. What particularly pinched me in this book was that the situations described felt a bit artificial and sometimes not necessary to convey the message. For example, the pressure on Jude (the Consultant) due to hospital rush, or the situation describing twins ‘felt’ unnecessary.
As always, the narration is in a typical story-telling style, which is what I love about this book, and other books from Patrick.
And the best part of his books, including this one, is that he inspires you by showing how a good consultant deals with clients, workshops, and difficult situations.
3.5 stars
But I felt this book slightly underwhelming by Patrick’s standards.
I felt this book could have been written in under max 20 pages, but hey, it’s a big font, sparsely populated ~200 pages only, so not a big deal. What particularly pinched me in this book was that the situations described felt a bit artificial and sometimes not necessary to convey the message. For example, the pressure on Jude (the Consultant) due to hospital rush, or the situation describing twins ‘felt’ unnecessary.
As always, the narration is in a typical story-telling style, which is what I love about this book, and other books from Patrick.
And the best part of his books, including this one, is that he inspires you by showing how a good consultant deals with clients, workshops, and difficult situations.
3.5 stars
Read
December 1, 2023Silos, Politics, and Turf Wars is an easy read that tells the fable of Jude, a new business coach. Jude finds his coaching niche to be breaking down inter-departmental conflict in organizations. Through the birth pains of his new business and the literal birth of his two children, he discovers that organizational departments work together best during a crisis. Then, he discovers that what is most needed is not a crisis, but cry or mission to rally around.
Every organization should have a rallying cry expressed in a thematic goal with a term of three to twelve months. The executives should create this goal to be more visionary than operational goals. Then, they should define it with several qualitative, shared, time-bound goals. They should also establish several standard operating objectives that do not change as the thematic goal does. Once all of these are established, the executives can create metrics to evaluate each of these goals.
Every organization should have a rallying cry expressed in a thematic goal with a term of three to twelve months. The executives should create this goal to be more visionary than operational goals. Then, they should define it with several qualitative, shared, time-bound goals. They should also establish several standard operating objectives that do not change as the thematic goal does. Once all of these are established, the executives can create metrics to evaluate each of these goals.
July 26, 2019
Not bad, but if you already know about OKRs, this is basically a rehash. My cynical but realistic take: OKRs (or what Lencioni calls them, themes and objectives) can be a helpful tool, but often fail to align teams because they depend on strong executive teams to work together and hold each other accountable to strategic (and not just operational) results. Most executive teams are not that strong, because most executives are not that good. The success of such tools also depends on the CEO seeing themselves as the "manager/administrator in chief" and driving organizational change into the different parts of his or her organization, but again, many CEOs do not see things that way. The CEO role is often focused on specific areas of the business and doesn't act as a generalist that holds the organization together.
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