How do you manage people who don't necessarily report to you? This could be while giving feedback on a piece of work? Or getting them to prioritize the project you're running.

I treat my cross-functional partners as if they’re my customers. So, I spend most of my 1/1 time with them learning about what they care most about, what key challenges they face, and the goals they are working towards. If I need their help, I always ground our conversation in how their support will help us both achieve a common goal. If I can’t find a common goal, then I know I have two options: Figure out who else in the organization does have that goal (and get them involved) or change the scope of my project so that they are willing to help.

It all comes down to listening with empathy and always taking a step back to consider: What is best for the company and how does it contribute to our shared mission? Sometimes, taking that step back can reveal that prioritizing projects other than mine may even be the right thing to do.

Empathy, humility, data that supports greater business goals:

• Empathy: Giving feedback, especially to those who don’t report to you should be done objectively, but with tact and respect, make suggestions, use clear, simple language, data and insights where possible.
• Humility: Help all boats rise, if you don’t know the answer to something you are providing feedback on, collaborate with the individual to work towards a solution, or bring in others to help. Be a teammate. Jumping in and critiquing someone’s work, especially without recommended solutions will erode trust. And makes you a jerk.
• Data that supports greater business goals: If you are seeking buy-in and asking for prioritization, or perhaps scarce resources, you need to demonstrate the opportunity size and how it can help drive business goals or targets forward.

The approach for managing people who don’t report to you will be different from your direct reports. This can equally apply to feedback on a piece of work and prioritizing your project. However, it all starts with building relationships. A few of the key ingredients to a successful relationship include:

• Validation of the work being completed
• Acknowledgment of the effort and attention that is involved
• Communication that is clear, transparent and informative

It’s critical to be thoughtful in your approach. From my experience, I’ve been able to successfully manage these relationships by approaching them from an empathic and respectful perspective with data and facts to supplement the request.

You don't need anyone to report into you to be successful in leading a program/initiative/campaign. My recommendation of aligning to stakeholders also stands with collaborators. I recommend an initial meeting to get to know each other and communication preferences including their preferences on receiving feedback. If time permits, setting up a 1:1 cadence to ensure you have a regular touch base can make it easier to deliver feedback and influence prioritization.

As the project milestones are hit, I always recommend having them personally showcase their work when possible or ensuring they are specifically called out on updates regarding the work product they've produced. This helps motivate the group to prioritize projects, particularly if they're high visibility.

With respect. That means, giving them full visibility into the project that you want to collaborate with them. Ensure they are part of the communication – email/slack, etc. (if not actual meetings to optimize time and effort) with the larger team. Once they understand the complete scope of the project, they know what is at stake and will prioritize it on their own.

When it comes to giving feedback, it is always best to give data-driven, iterative and actionable feedback. An open communication channel ensures, there are no last-minute surprises. So, it is important to have regular check points and share feedback promptly.

This ensures respect on both ends and results in growth for the individuals too.

One of the most challenging parts of a cross-functional role is managing a project with people across the organization who do not report directly to you or your function, but it is necessary. To be a good cross-functional leader you will need to provide clear direction and be a trusted business partner. Here are a few things I’d suggest in your work with other teams:

• Leadership alignment: Ensure that the leaders in your organization and their organization are aligned on the strategic importance of the project you are working on together. The buy-in will be key.

• Drive clarity: Create clear roles and responsibilities along with timelines to set expectations and, upfront, have them confirm they are bought in to be a part of the effort.

• Understand their availability: Understand clearly what other priorities they may have and how this may impact their support of your project. This includes their own personal vacation schedule. Work this into your overall timeline. 

• Be a trusted business partner: Develop strong working relationships with them. Meet all your deliverables and timelines to show them you are someone they can depend on. 

• Hold a high standard for quality of work: Provide constructive feedback with a lens back to the project's original intent. Point back to the project's objective or best practices. This makes your feedback more impactful and aligned with what you are both trying to achieve. If needed, bring in other SMEs to back up your feedback so they understand it is coming from a place where you are all trying to deliver the highest-quality work.

• Be open: Be willing to receive their feedback on your work and/or communication style.