August 29, 2025
Too many organizations are still clogged with silos that slow execution, smother innovation, and turn decision-making into a game of telephone. Despite all of the talk about agility and collaboration, working cross-functionally remains one of the most misunderstood—and underleveraged—leadership skills out there.
Why the Surge in Cross-Functional Teaming?
Today’s challenges rarely sit neatly within one department. Whether you’re launching a new product, solving a customer problem, or responding to shifting market demands, progress requires cross-disciplinary thinking. That’s why more companies in the corrugated sector—and beyond—are forming cross-functional teams to bring together diverse expertise, drive alignment, and move faster with greater clarity.
But here’s the twist: Forming a cross-functional team doesn’t guarantee results. In fact, numerous studies show that many of these teams underperform due to poor coordination, unclear goals, weak accountability, and lack of governance. Done well, cross-functional teaming is a performance accelerant. Done poorly, it drains motivation and breeds frustration.
Let’s flip that script. Here are five practical moves to get traction when working across functions:
1. Lead With Clarity, Not Control
Cross-functional teams thrive when everyone understands the why. Start by clearly articulating the team’s purpose and defining a shared goal. Then, let each group contribute from its unique strengths. Anchor the work in a common “what’s in it for me” to secure real buy-in. Don’t micromanage—create the conditions for ownership through active inquiry and the expectation that everyone brings their perspective to the task at hand. And be crystal clear on accountability; only one person can be accountable for the performance of a team—cross-functional or not. Make that explicit from day one.
2. Overcommunicate Early, Translate Often
Each function—sales, operations, finance—has its own language. Don’t assume shared understanding. Align early on terminology, expectations, and how decisions will be made. Explain new ideas simply before diving into complexity. Author James Humes said, “The art of communication is the language of leadership.” Take that seriously. Overcommunication early prevents misfires later.
3. Influence Across, Not Just Down
In cross-functional settings, power flows sideways. You won’t gain traction by pulling rank. Build trust by giving before you ask—offer insights, deliver quick wins, and ask thoughtful questions. Influence is earned by showing up as a partner, not a boss.
4. Make the Work Visible
Shared goals are good. Shared visibility is better. Shared incentives are best. Use visual tools—dashboards, scoreboards, simple checklists—to track progress and surface interdependencies. This keeps everyone aligned and makes it easier to resolve blockers as they arise. Visibility drives accountability.
5. Reward Team Wins, Not Territorial Ones
If your recognition systems reward solo acts over shared outcomes, you’re reinforcing the wrong behaviors. Celebrate those who collaborate, bridge functions, and move the needle together. And don’t forget to learn from what worked—and what didn’t—once a cross-functional effort wraps up. Don’t just move on to the next challenge. Pause, assess, and reflect to improve the next round.
Bottom Line?
Learning to work cross-functionally—with intention, clarity, and empathy—is no longer optional. It’s a competitive advantage, especially in the corrugated industry, where execution, innovation, and staying close to the customer are mission-critical.
Cross-functional collaboration is not only a soft skill but also a power skill. Master it, and you’ll accelerate your impact, unlock innovation, and break through the bottlenecks that could be holding your organization back.
Matt Eichmann is founder of Catalyst Point Leadership Advisors. He can be reached at 614-512-2940 or matt@catalyst-point.com.
