We're All on the Same Side (Even When It Doesn’t Feel Like It)

Working cross-functionally shouldn’t be this hard.

But let’s be honest—it often is.

In the past few weeks alone, I’ve heard from multiple leaders struggling to get traction across departments. Meetings feel tense. Conversations feel defensive. People walk in expecting resistance before a word is even said.

I’ve seen it. I’ve lived it. And honestly? It was one of my biggest frustrations in corporate life.

Because when it comes down to it, we’re supposed to be on the same side.

Yes, your lens might differ based on your department. Finance may be focused on expense control and healthy margins. Clinical may be focused on member outcomes and care delivery. Product may be focused on growth and speed.

But the shared goal is the same:

Deliver the best possible product or service to the customer—sustainably.

So why does it so often feel like we’re fighting each other?

The Finance Department Isn’t the Enemy

Let me speak for the finance folks for a second—because I was one of them.

We’re not here to kill your pilot. We’re not here to be the “bad guy” who slashes your budget. We’re not here to micromanage your vendor’s ROI model or nickel-and-dime your care strategy.

We’re here to make sure the company stays healthy enough to keep serving members next year, and the year after that. To make sure that what gets approved is built to last. To make sure we're investing our money in the right solutions or people.

The friction comes when we don’t trust each other’s inputs. When people don’t understand the assumptions behind the numbers. When departments feel judged before the conversation even starts.

And sometimes, we finance people have to own that too. We need to show up as partners, not gatekeepers.

Moving from Opposition to Collaboration

Cross-functional work isn’t about getting your way. It’s about getting to the best way.

And that takes a few key things:

• Assume positive intent. Start from the belief that everyone is trying to do what’s best—not protect their turf.

• Establish credibility and build trust. Share your logic. Explain your assumptions. Invite questions.

• Lead with curiosity. If you don’t understand someone’s perspective or constraints, ask. Don’t dismiss them.

• Find shared goals. Even if your department’s KPIs differ, you likely share a bigger mission.

• Build real relationships. Connect beyond the task at hand. When people know and trust each other as humans, not just job titles, collaboration becomes easier, conflict softens, and hard conversations become more productive.

When communication breaks down, progress slows, resentment builds, and good ideas stall. But when teams take time to understand each other, align on priorities, and speak the same language—it’s a game-changer.

You don’t have to agree on everything. But you do have to respect each other enough to listen.

A Practical Step Forward

If there’s one place where cross-functional tensions tend to flare, it’s in the way information is presented. Reports. Decks. Vendor summaries. Budget requests. Clinical outcomes. Trend data. Each team speaks a slightly different language.

So here’s a place to start:

Make your communication easier to understand.

Clarify your message. Tailor it to your audience. Ask for feedback. Invite questions.

Sometimes, just making it easier to follow the story builds the trust you need to move things forward.