Some workplace problems are so common they are often regarded as normal.  While all problems present opportunities for growth, these accepted issues can habitually remain ignored.

For example, in many organizations the relationships between the sales and operations teams are adversarial.  The history of the friction is typically composed of many incidents that were never properly managed by the leadership in both areas over an extended period of time.  On some occasions, sales promised something out of the norm to a client without checking with operations first, and this put operations in a tight spot to deliver.  In other instances, poor planning or miscommunications caused operations not to deliver on time or the product was not as expected.  Regardless of the specific scenarios, the battle lines between sales and operations are drawn.

The core problem is actually a lack of trust and confidence among the team.  Each “side” has let the other down at some point, and resolution was not pursued.  Too often, leaders regard these stresses as minor and common, and choose to not address immediately.  After much larger problems develop, senior leadership realizes that a fissure exists within the organization.  In the end, it is the clients who are disappointed when sales and operations are not on the same page with their planning.  Addressing these issues and restoring trust and confidence that the entire team is focused on the same mission would allow the teams to unite, and improve communications to successfully handle any future incidents.

Maybe your organization is accustomed to these hiccups, mistakes or tremors of mistrust among its teams, but there is tremendous value to be gained from recognizing the inefficiency and improving client satisfaction.  As leader, you must be intentional about sharing the larger vision with the individual teams under your guidance.  You must work to establish clear guidelines for communications and expected timelines that both the sales and operations teams can use for predictability of outcomes.

Don’t miss out on the potential to strengthen your organization, and consider the wisdom of bringing in outside professionals to gain insights to unseen opportunities.  With intentional leadership you can reap the rewards of uncommon cohesiveness and Transform into an Elite Team.

This is Jason Walker sharing an Elite Team INSIGHT.