Every organization struggles with departments that don’t talk to each other. Teams often work in isolation, duplicating efforts and missing opportunities for collaboration. While most leaders recognize this problem, they often misunderstand what actually causes these barriers to form. Andrea N. Grant, a COO with extensive experience in organizational transformation, has spent years figuring out how to tear down these walls and get people working together effectively.
Understanding Why Silos Form
Most people think silos happen by accident, but Grant sees it differently. “Silos are cultural. They’re not built overnight. They’re typically built over time,” she explains. The real culprits are often leaders who aren’t confident in their abilities and try to protect their territory instead of opening it up. “They’re usually built by individuals who want to be regarded positively, not respected, who may not have been fully competent in their job or their ability. So, they build these silos or these walls thinking that they’re protecting what’s inside when in fact they’re ruining what is inside,” she says. She compares this to putting fruit in a jar. “Most pieces of fruit, if you put them in a jar for a period of time, a silo, what do they do? They rot.” The problem worsens when companies move quickly, and leaders believe they need perfect information before making decisions. Grant points out this rarely works: “In fast-moving environments or situations, we often have to make decisions without having all of the information we would prefer to have.”
Building Trust Across Departments
Breaking down silos starts with building real trust between departments. She has found this comes down to one thing: doing what you say you’ll do. “One of the main ways you can build trust is by doing what you say you’re going to do, even if it’s difficult, even if you have people who are working against you, even if you have leaders who don’t agree,” she notes. She relies heavily on what she calls listening tours. Before making any big decisions, Grant meets with affected team members one-on-one. “I schedule 30 minutes with people before I make a decision. I don’t record the meeting so they can speak freely,” she explains. She also sets up anonymous feedback systems so people can share concerns without worrying about consequences.
This approach paid off during a recent project where she tackled bottlenecks in their CRM system. “I set out to find one bottleneck to remove. I found two and removed both of them within two weeks of identifying them,” she recalls. The response was immediate: “Those individuals thanked me profusely, saying ‘You asked me, you included me instead of just making a decision.'”
Using Data to Solve Issues
When resistance shows up, Grant turns to facts instead of getting caught up in office politics. Her motto is simple: “Lead through data, not drama.” She’s learned that giving attention to workplace theatrics only makes problems bigger. “What you feed will grow, meaning if you focus on and feed the drama of whatever the problem is or could be, it’s going to mushroom.” She treats data as a storyteller. “Data doesn’t lie. Data tells a story. We may not appreciate the narrative it presents, but it does tell us the truth,” she says. When the data shows problems, her solution is straightforward: “If you don’t appreciate the data, rewrite the story” by taking action to change the underlying issues.
Managing Resistance with Calm Leadership
Grant knows that trying to create openness and accountability will always face resistance. Her strategy focuses on staying calm and consistent. “People don’t just listen to your words, they’re measuring your tone, your pace, and your presence,” she observes. “Calm, decisive leadership speaks louder than any strategy, PowerPoint deck, AI-generated notes, or anything.” She shares how she handled a particularly challenging situation with someone who questioned her qualifications based on her age. Instead of getting defensive, she asked: “I’m not entirely sure I understand the question. Can you repeat or reframe your question for me?” This shifted the conversation from attack to dialogue, and she eventually helped the person find a job in three and a half months, during the recession, when jobs were scarce.
For leaders facing similar challenges, she recommends a simple question that works in most difficult situations: “Can you say more about that?” This forces the other person to explain their position while giving you time to respond thoughtfully. Grant’s bottom line is practical: “You’re always going to have individuals who don’t agree with you or who might try to undermine you or get you off course. You’re the only person who can allow that to happen.”
Connect with Andrea N. Grant on LinkedIn to learn more about her approach to organizational transformation.
