Why CEOs Have to Break Down Silos

Have you ever noticed certain team members being avoided by others?

It might be someone who:

• Waffles and can’t synthesise their thoughts.
• Gets overly emotional and treats every issue as a crisis.
• Flies off the handle and becomes aggressive.

A circle of silence forms around these individuals.

People become hesitant to address issues directly, so they back off.

And this leads to silos within your company, where one part doesn’t communicate with another.

Common siloes in startups include:

• The tech team and marketing might avoid talking to each other.
• There could be a disconnect between sales and product.
• Co-founders can build separate organisations just because they don’t see eye to eye.

A CEO I spoke with recently reminded me of Conway’s Law, which states:

“System design follows communication structure.”

Let’s unpack this.

Suppose your product and sales leader don’t communicate well . . .

They’ll design their systems and solutions so they don’t have to talk with each other too.

In other words, the dynamics within your leadership team echo throughout your company’s decisions and processes.

Ignoring these interpersonal dynamics can have far-reaching consequences, impacting teams one, two, or even three levels down.

So, what can you do if you’ve identified teams that aren’t communicating?

Organise an offsite session to work through interpersonal dynamics.

I believe the best place to discuss these topics is out of the office and into a neutral setting.

Here’s how to make the offsite effective:

1) Establish Ground Rules

Co-create rules with your team to ensure everyone feels safe to share their issues and feelings.

When people contribute to the rule-making process, they’re more likely to feel comfortable.

2) Encourage Vulnerability

Vulnerability often starts with one person willing to be honest.

This could mean you!

Admitting you don’t have all the answers or acknowledging your fears sets the stage for others to share.

3) Facilitate Open Communication

I’ve found framework helpful in these sorts of conversation.

Build in time for people to reflect, then go around the room to share insights.

One framework I like is from Jerry Colonna, who suggests asking three questions:

1. What am I saying that’s not being heard?
2. What am I not saying that needs to be said?
3. What are others saying that I’m not hearing?

Addressing communication issues head-on prevent them from embedding themselves into your organisation’s structure and processes.

If you notice interpersonal issues causing silos, tackle them openly in your next offsite.

My challenge to you:

Reflect on any silos or communication gaps within your team.

What steps will you take to address them?

Join my $100M CEO newsletter ->

Originally published Nov 12, 2024, last updated Jul 19, 2026.