Why Employees Who Work Across Silos Get Burned Out

And how companies can better support these important cross-functional workers.

May 13, 2024

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When employees collaborate across silos, there are numerous benefits for organizations. But the employees who do this critical work — also known as boundary spanners or network brokers — may end up overwhelmed, burned out, and can even develop abusive behavior toward their fellow employees. Research shows why this can happen, and suggests three key strategies companies can use to mitigate any negative effects: strategically integrating cross-silo collaboration into formal roles, providing adequate resources, and developing check-in mechanisms and opportunities to disengage.

In today’s fast-paced and complex business environment, fostering collaboration across organizational silos, whether between different teams, divisions, or regional offices, is no longer a luxury — it’s a necessity. It is key to improving performance, unlocking innovation, and speeding up coordination.

Eric Quintane is an associate professor of organizational behavior at ESMT Berlin. He holds a PhD in management from the University of Melbourne in Australia. His research focuses on understanding the dynamics of interpersonal networks and their consequences for individuals (such as innovative performance or burnout).

Sunny Lee is an Associate Professor of Organizational Behavior and the Deputy Director of Diversity and Inclusion at UCL School of Management. She has a PhD from London Business School. Her research focuses on identifying biases within human resources processes, such as recruitment and promotion, and the psychological implications of workplace behaviors.

Jung Won Lee is an assistant professor of organizational behavior at ESSEC Business School. She has a PhD from UCL School of Management. Her research focuses on psychological antecedents and consequences of interpersonal networks.

Camila Umaña Ruiz is a consultant and Assistant Professor in Organizational Behavior and HR at Pontificia Universidad Javeriana. She has a PhD from Universidad de los Andes. Her research focuses on interpersonal and organizational antecedents and consequences of job stress and burnout.

Martin Kilduff is Professor and Director of Research at UCL School of Management. He has a PhD from Cornell University. His research focuses on interpersonal social networks in organizations.

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