Breaking Down Silos: I'm Redefining "Silo"

I need to set the stage for what is, so it becomes what was.

One of the biggest challenges for business continuity is leadership buy-in. If the leader of the business isn't whole hog behind the business continuity program, to include participating in training and exercises, it's a reflection to the rest of the workforce that business continuity isn't that important and can be ignored or relegated to an afterthought.

A problem that also exists in making business continuity plans is the existence of departmental silos. They are very territorial and do not like to play well with others...which is a key component of making an effective business continuity plan. I heard a wise woman say that there is no point in trying to break down silos because they are ego-driven; instead work on making them porous so information flows in and out of them. I think that is genius: meet them where they are and get the result and impact that you want all without trying to change who they are too much. That will instantly let their guard down.

So how am I redefining "silo"?

Business leaders can be overwhelmed, which is why they have a C-suite or team of business officers who are delegated the authority to deal with specific issues they are masters in. It frees up the business owner to focus on other things plus get information as needed from trusted advisors in those areas to inform their decisions about the business.

A trap for some delegation is complete abdication of duties and knowledge, especially if it is something that doesn't really interest them. It can be very out-of-sight, out-of-mind. That happens with emergency management in government and business continuity in businesses. The intent from the leader is to make them be a silo. The emergency manager and business continuity specialist will try to share information and warnings, but don't get taken seriously, get ignored, or don't even get on the calendar in order to deliver information that will get ignored. Think Milton's character in the movie Office Space: ignored, shuffled around, and then not even paid because they got rid of them.

Milton was siloed on purpose. When the leader is doing that, same with buy-in, the others fall in line and actively keep that person or department siloed. See what is happening and change it so it doesn't happen. My suggestions to make this reality:

1) Let the business leaders take a training that the business continuity person has to take to both get an idea of what they are doing and how hard it is if you don't know what you're doing.

2) Do communication training between the leader and the continuity professional so they understand how to speak to and understand each other.

Why do I say to do the second? Anecdotally, I had issues advising two commanders in my military career. There was a lot of friction. They avoided and ignored me, I thought they were idiots. Our working relationship was non-existent. I was siloed. I reached out to both of them and said let's meet to discuss what our mutual expectations are and where either of us had gone wrong, since I couldn't spend a year not doing my job and them not getting use out of me. There was a total 180 degree difference after that meeting. I became beloved by both of them and I respected both of them immensely going forward. All it took was an open and honest conversation about communication.