So, what do you do?
Sometimes roles can be clear in cross-functional groups. I was working with a client recently to organize a program evaluation meeting that was to include national-level, provincial and local representatives within the organization, as well as bringing in experts from education and training, volunteer management and technology support tools. Members are tasked with bringing insight from their unique perspectives. The hope is that a comprehensive review will bring about sustainable changes; this provides the answer to “Why are we here?”

“Why are you in this group/on this team?” is a question that is likely considered more than it is articulated. Proactively expressing your “expertise” can enable a group to function well together. Imagine if a project team started off with a series of self-proclamations like:

• “I am here because of my product expertise.” (from Product Development)
• “I am not here to provide input; I am here so that we know where the decisions came from.” (from Marketing)
• “I am here to say ‘No’ so that we out forward solid proposals to senior management.” (from Finance)
• “I am here to reinforce the point that forecasting is impossible.” (from Sales)
• “I am here because I have not been involved before and I have the courage to ask stupid questions.” (from the Intern)

Clarity on roles (with oneself, as well as with others) increases the chance that any conflict can remain productive and task oriented. In the real world, some people’s “roles” may seem more like:

• “I am here to get attention.”
• “I am here because I already have the answer.”
• “I am here so that I can say ‘I told you so’ in about 3 months.”

Fine lines
It can all sound very much like a wanna-be self-help meeting: “Hello, my name is Chris, and I am here to defend the client interests.” Without being corny about it, I will suggest that clarity on “our job” and “my job” can help a cross-functional team to fully function. I have found it useful to tell clients to simply state, “I wouldn’t be doing my job if I didn’t ask [for example, ‘is that really the best way to provide value to our clients?’ or some other potentially challenging question.]”

Many of the lines between “helpful and hurtful” or between “team-oriented and affected” come down to relationship equity and benefit of the doubt, which needs to be fostered. Assertiveness over your or the group’s role can help to keep you on this side of that line.

“This column is here to provide insight on issues that can create distracting interpersonal noise.”

THIS ORIGINALLY APPEARED IN THE NEWSLETTER FOR THE CANADIAN SUPPLY CHAIN SECTOR COUNCIL (www.supplychaincanada.org).