Cross-functional collaboration can be tough. At one company I worked for, my development team felt constantly under fire from other departments, especially the sales team. Sales often pushed for quick fixes to hit immediate targets, while we were focused on long-term stability and user experience. As a result, our relationship had become tense, and, to be honest, pretty frosty.

I knew something had to give. So, I reached out to some of the most influential members of the sales team and threw out a lighthearted challenge: “Only a true badass would brave Malmö, Sweden, in February.” I invited them to a workshop and promised it wouldn’t be the usual meeting routine.

But here’s the thing. I knew that each of these teams felt threatened by the other, and no one wanted to be blamed as “the problem.” Deep down, both teams cared about making a difference for our customers, but tension had built up, and no one wanted to make it worse. So, I was careful to make the invitation clear: this wasn’t about finding fault. Instead, it was about bringing two talented teams together to make something better. I promised a casual setting with good food, drinks, and a shared purpose. This was about showing up as allies, not adversaries.

An unconventional invitation: setting the stage for change

When the workshop day arrived, both teams showed up, but the atmosphere was stiff. The room felt divided, with the development and sales teams setting up camp on opposite sides, laptops raised like shields. The clacking of keyboards filled the silence as team members hunched over their screens, avoiding eye contact. As they settled in, I quietly covered the walls with posters, each one showing a real customer problem that had stalled because of issues between sales and development.

When everyone was seated, I took a deep breath and announced, “The doors are locked. We’re not leaving until we have at least one solution for each of these ten problems.” For the first 30 minutes, it was painfully awkward. People were glancing around, half ignoring each other, and waiting for someone else to start. I’ll admit, for those first 30 minutes, I wasn’t sure we’d even make it through one problem, let alone ten.

Then, finally, a shift. One of my developers, tired of the silence, broke it with a frustrated, “Look, it’s hard to guarantee we know where every customer is coming from… some people are not exactly honest, hiding behind VPNs and fake accounts.”

To my surprise, the lead sales rep, usually one to push hard for fast customer solutions, leaned back, thought for a second, and replied, “Let’s ignore them. Let’s focus on the customers who want to do business honestly with us.” That comment broke the ice.

Another sales team member jumped in, saying, “Yes, exactly. If we focus on those clients, we can build better, more sustainable solutions.” And then, a developer responded, “If that’s the goal, we can design something stable that still adapts for real customers, not just quick fixes.” Suddenly, the room was alive with conversation, people genuinely listening to each other’s perspectives.

By the end of the day, we’d tackled all ten issues on the wall, but something even more valuable had happened: a sense of shared purpose. Contacts were exchanged, networks formed, and, surprisingly, even the beginnings of friendships took root. Both teams left the room with a new goal—to make our customers happy together. And in the process, the divide between us had started to close.

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Three keys to building real collaboration

Looking back on that day, there were specific moments that transformed our teams from opponents to partners. Here’s what worked for us—and could work for you.

1. Set a goal both teams can truly share
When different teams have competing priorities, collaboration can feel impossible. The key is to identify a goal that resonates with both sides. In our case, development was focused on long-term stability and user experience, while sales prioritized quick fixes. By agreeing on a broader, customer-centered goal—delivering genuine, lasting value to our customers—both teams found common ground they could commit to.

• Actionable step: Define a shared goal that doesn’t just meet one team’s needs but addresses the “why” both teams care about. Frame it in terms of the larger mission, such as “providing a seamless, enjoyable experience for our customers.” Avoid narrow metrics or goals that only serve one department. This approach helps everyone see their role in the big picture and creates a foundation for joint ownership. In every meeting, anchor decisions back to this shared mission.

2. Create a safe, neutral space for open dialogue
Familiar office spaces and standard meeting formats can often reinforce existing divides. We broke the mold by inviting both teams to an off-site workshop, creating a neutral, unfamiliar space that encouraged open dialogue. The workshop setup—designed with a sense of camaraderie in mind—signaled that this wasn’t just another routine meeting but a safe space where honest, judgment-free communication was welcomed. This created an environment where people felt secure in speaking up and sharing perspectives.

• Actionable step: Consider hosting a workshop or collaborative session off-site to create a feeling of “neutral territory.” If an off-site isn’t feasible, set ground rules to foster psychological safety, such as “all ideas are welcome,” “no judgments,” and “everyone’s input is valued.” This safe environment encourages people to lower their defenses and share openly, helping build trust and paving the way for real collaboration.

3. Focus on real customer needs to find common ground
When teams are focused on their own departmental goals, they can lose sight of the customer’s experience. At our workshop, I covered the walls with posters of real customer issues that had stalled due to team friction. Seeing these tangible examples shifted the conversation from “sales vs. development” to “how can we solve this together for our customers?” By grounding the discussion in real customer needs, we redirected everyone’s energy towards solutions.

• Actionable step: Identify a few core customer issues that both teams have a stake in solving, and make them visual by displaying them on posters, slides, or whiteboards. Then, structure the session around brainstorming solutions for these specific issues, giving everyone the chance to contribute ideas. Centering the conversation on real-world customer problems reinforces the shared goal and keeps both teams focused on practical, customer-driven outcomes.

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consider this an invitation

Collaboration isn’t always easy, and if your team has been struggling to find common ground, you’re not alone. Sometimes, it’s hard to break the ice, especially when teams worry about getting it wrong or unintentionally making the situation worse.

Consider this an invitation. Let’s bring your teams together in a fresh setting, where everyone can feel comfortable and open, not blamed. This is about seeing both teams as part of the solution, not the problem. We’ll keep it casual, with good food, drinks, and no lectures—just a chance to find common ground and see what we can build together. Because sometimes, all it takes is an invitation, a shared purpose, and a bit of courage to create meaningful change.

And remember—building bridges doesn’t end after one session. Keep checking in, keep the dialogue open, and keep the shared goals alive. If you’d like to explore building this kind of collaborative culture in your organization, let’s chat. I’d love to help you take the first step.