Unit No: 02

Unit Name: Marketing Essentials

Celebrating wins and acknowledging each other’s roles in the

success of a milestone or project helps cultivate trust and respect
among team members from different departments.
Don’t limit your celebration to the completion of a big project. Set
milestones and make it a habit to celebrate small wins.
Small wins help sustain momentum and motivation while breaking
down barriers and silo walls. It feels good to win, and if “winning”
requires interdepartmental collaboration, then such
acknowledgement will provide positive reinforcement for future work
together.
Celebrations don’t have to be elaborate. A company-sponsored
happy hour or catered lunch – activities that give team members the
opportunity to intermingle – are great options.

Sell people on the problem, not on the solution.

Everyone knows that unified teamwork throughout the organization is
important. But asking people a question like, “When we don’t work well cross-
departmentally, what impact does the lack of teamwork have on our
customers?” is an example of having people understand the ramifications of
the problem and accept ownership, versus telling them what we need to do to
fix the problem.

Develop a Common Language

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

Jargons and department-specific language can alienate those in

other teams. They also make communication much more
challenging.
Confusions arise when team members don’t have a common
understanding of terminologies used in interdepartmental
communications. Not only will there be frustrating back-and-forth
but also the risk of miscommunication that’d derail an entire project.
To improve cross-functional communications, develop a common
language that would be shared during new members’ onboarding
process.
Learn from past miscommunications to see where disconnect and
misunderstanding happened. Anticipate a learning curve when you
first introduce the common language and get team members’ buy-in
by involving them in the development process.
In certain industries and for specific functions, the use of technical
language could be hard to avoid. Encourage team members to
learn the basic terms used by other departments, so they can
effectively communicate on a day-to-day basis.

Get Involved In Other Departments’

Processes
Imagine a creative team spending two months to come up with an
elaborate design only to have the marketing folks tell them that it’s
not reflecting the strategic direction of the brand; or the information
architects taking weeks to refine a series of user experience only to
find out from the tech folks that the backend does not support
certain critical functions.
These scenarios are not only infuriating and demoralizing for the
individual team members but can also impact the timeline and
budget of the entire project.
Unnecessary frustrations can be avoided if teams are involved in
the other departments’ processes while a project is underway to
ensure that the solution proposed by one team is in alignment with
the overall strategic vision and can be supported by the capability of
other departments.

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

As project managers, we can foster such collaboration by

scheduling formal team check-ins, interdepartmental reviews as
well as encouraging informal “touch base” among team members.
Don’t forget to clearly communicate the outcomes and action items
from team meetings to the entire staff involved in a project so
everybody is on the same page.
Consistent and constructive communications can help avoid finger
pointing and blame game further down the road.
5. Facilitate Consistent
Communications
The increasingly fast pace of the workplace environment means
everyone involved in a project needs has the most up-to-date
information at all times.
To encourage information sharing and to help team members stay
on top of items they need to review and comment, you need the
right software to facilitate such interaction.

MITSloan Mgmt Review

✔@mitsmr

Fully embracing internal collaboration tools could raise productivity 25%

http://mitsmr.com/Yr8FiV #socbiz

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

20
5:10 AM - Dec 22, 2014
Twitter Ads info and privacy

26 people are talking about this

Most software applications keep all communications pertaining to a

project in one place. When a new team member comes on board,
he or she can easily get up to speed by reviewing past interactions
among team members.
These applications allow you to automate notifications so the right
team members can get the appropriate communications at the right
time while keeping information available to everyone else at all
times.
They also help eliminate the back-and-forth nature of email
communications, which are hard to keep track and can get
confusing very quickly.
6. Set the Tone
Relationships among department heads can have a significant
influence on how well team members collaborate and it’s important
to create a culture of collaboration within the leadership team.
T. Bhuvan Sai Karthik
Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

As project managers, we can shape a collaborative culture by

building relationships with project managers in other departments
by setting the tone and lead by example.
Initiate periodic meetings with your counterparts to understand their
progress and challenges, while helping each other brainstorm ideas
and problem-solve.
This can foster a sense of collective responsibility for the
organization’s success, and build a sense of trust between
departments that would become invaluable for seamless
collaboration.
7. Celebrate Wins

8. Encourage Feedback
As project managers, we need to build an environment in which
team members feel comfortable speaking up to share their
opinions.
In a fast pace work environment, we depend on each and everyone
involved in a project to react to changes in plans and processes in a
timely manner.
Encouraging feedback can help empower team members, thus
contribute to streamlining and improving processes and
collaboration. source
It’s important to foster a culture of providing and accepting
constructive feedback framed in a way that focuses on the
circumstances and not directed personally at a team member.
T. Bhuvan Sai Karthik
Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

9. Foster Trust

Long-term, successful collaboration is built upon trust and

transparency. Trust is the foundation of any high-performing team
and transparency is a critical element in building trust among team
members. source
There are many aspects of trust – trust of integrity, trust of ethics
and trust of competency. The more you can encourage trust in
these different areas, the more likely you’ll be able to build trusting
relationships between teams and among individuals.
Consistency is key when building trust. Trust isn’t born out of one
single action. Team members need to know that they can depend
on each other every day without fail, knowing that while they’re
doing their best their teammates are putting in the work as well.
10. Promote an environment of
psychological safety
How teams collaborate can have an outsized impact on the results
of their work, as Charles Duhigg’s now famous New York Times
article points out.
In its quest to build the perfect team, Google directed its vast
resources toward determining some of the defining characteristics
that reliably separate high-performing teams from the rest.
The results of that effort found that performance often had much
less to do with the members’ previous accomplishments, their
T. Bhuvan Sai Karthik
Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

relative levels of introversion or extroversion, seniority level, or alma

mater than expected.
In many of the highest-performing teams, a strong degree of
psychological safety, defined by Harvard Business School professor
Amy Edmondson as a ‘‘shared belief held by members of a team
that the team is safe for interpersonal risk-taking,’’ existed.
It can be common for members of one department to assume a
position of absolute authority on a specific topic, but unchecked,
that authority can become a weakness. The outside perspective of
a non-expert can often provide some priceless insights.
When there are no ‘silly’ questions to ask or ideas to share,
collaborators are free to stretch their imaginations and find truly
innovative solutions to challenging problems. With a respectful
consideration of ideas among all colleagues in a discussion, there’s
greater room for growth, understanding, and effective collaboration.
11. Provide an informal venue
If members of your organization only communicate and collaborate
formally during meetings or special projects, there’s a very
important human element missing from the equation.
This doesn’t mean you need to tear down all the interior walls in
your office and put everyone in an open floor plan or buy a ping
pong table. The key is to provide the cultural environment and the
physical spaces people need in order to ‘run into’ one another, and
encourage the spontaneous conversations that can often result
form those impromptu meetings.
Although there are less opportunities to build physical spaces for
informal collaboration on remote teams, it’s still possible to
manufacture these spaces and experiences. Something as simple
as keeping an informal channel in your team communication tool, or
regular video chats can make a difference.
It can also be valuable to provide other informal opportunities to
collaborate outside the office, whether that takes the form of
company-sponsored volunteering events, a sports league, a trivia
team, or any number of other activities that can bring a diverse crew
together.

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

Marketing department can sort various managers into various groups for effective and better
communication between other departments like
Planning Managers: In this manager can plan by setting long-term goals for the business, as
well as short-term goals/aims needed to fulfil the organisational objectives.
Organizing Managers: In this manager is responsible for organizing the operations of a
business in the most efficient way.
Controlling Managers: In this manager will get control over the activities within the business
and ensure that it’s on the right pathway to achieve their goals.
Leading Managers: These managers will lead the organisation as the leaders in both
theoretically and practically.

[]

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456
Unit No: 02
Unit Name: Marketing Essentials

T. Bhuvan Sai Karthik

Pearson BTEC Level 5 HND in Business
Regd No: 123456