Tearing Down Silos: How Cross-Training Benefits Your Team

Training your team members on their primary responsibilities alone can be challenging, but if you’ve reached the place where this isn’t a hurdle anymore, an additional area of education to explore is cross-training.

Amanda Jones, administrative director for King GREEN, based in Gainesville, Georgia, says they have been cross-training for two decades now.

“While it may have started with cross-training daily administrative tasks, we’ve expanded to cross-training departments,” Jones says. “We found the culture of King GREEN grows organically when each department understands we’re all on the same team, working towards the same goal.”   

Why Cross-Training Matters

Cate Deane, director of training for Ruppert Landscape, based in Laytonsville, Maryland, says one of the big reasons they started cross-training at their company was to ensure team members were prepared to advance in their careers.

“The more skills a person learns and perfects, the more prepared they are to take on new responsibilities and assignments when opportunities arise,” Deane says. “We recognized very early on that cross-trained employees are better prepared to take on leadership roles, ensuring continuity when transitions occur.”

Jones adds that cross-training also helps employees gain a better understanding of the ins and outs of other departments. She says this helps squash the department-versus-department mentality.

“We’ve had feedback from our management team after they’ve cross-trained with our call center for a day that it really opened their eyes to just how busy inbound calls can be,” Jones says. “Our customer service agents tend to feel more confident after riding along with a technician because they’re able to see firsthand how we perform an application from start to finish.”

Deane notes that cross-training can also foster stronger relationships among team members.

“As employees learn each other’s roles and responsibilities, they gain a deeper appreciation for the contributions of their teammates,” Deane says. “This mutual understanding can lead to improved communication, connection and collaboration. Ultimately, stronger relationships and better communication translate to a more cohesive team that is able to deliver great service to our customers.”

Triston Parsons, owner of La Vida Landscapes, based in Birmingham, Alabama, says he has been cross-training his team from day one as their maintenance team isn’t full-time, so they work with the construction and install crews on certain days.

Another added benefit of cross-training is increased flexibility.

“It allows you to be more flexible with fewer employees,” Parsons says. “I think it improves your relationship with the client if it’s done well because you’re able to do it while you’re on site and not have to send a specialist out there.”

It can also help reduce stress when faced with unexpected absences. Deane says their managers can confidently take time off, knowing that daily tasks will be handled as expected.

“Additionally, having multiple team members capable of performing critical tasks reduces reliance on any one individual, minimizing disruptions during emergencies or staff transitions,” Deane says.

Effectively Implementing Cross-Training

Setting aside the time to cross-train your team members properly is one of the main keys to being successful. Jones recommends scheduling ahead so both the trainer and trainee have the proper amount of time to prepare.

Deane adds that cross-training is the most effective when it is hands-on and supported by documented processes and training material.

“For example, when teaching proper planting techniques, start by reviewing horticultural best practices, standards, and the necessary equipment,” Deane says. “Then, schedule a visit to a job site or set up a sample planting to give team members the opportunity to apply what they’ve learned. During the hands-on practice, provide coaching and guidance to ensure high-quality results, and always explain the reasoning behind each step to reinforce understanding and purpose.”

Parsons agrees documenting your processes is critical, so various employees aren’t teaching a practice five different ways.

“Before you know it, you have conflicting ideas, especially if you have one crew member bouncing around different crews,” Parsons says. “You’re not going to get consistent results and then it might create conflict on site because they’re like, ‘Well, this person said, do it this way.’ or ‘This person said, do it this way.’”

Parsons has found training all his employees on irrigation has been helpful in their efficiency. This allows them to avoid eating the cost of having a dedicated irrigation team come out for a simple fix like moving or replacing an irrigation nozzle when a crew is already on site.

Jones says having their management team cross-train with their customer service department has been the most beneficial.

“Managers can offer solutions in real-time that we can use to navigate future issues,” Jones says. “Some things can be resolved over the phone instead of in-person visits. Additionally, our managers can see just how busy the call center can be.”

Deane says they focus on cross-training key roles like assistant field managers and field managers.

“For assistant field managers, this includes mastering various software, technology and equipment, as well as gaining hands-on experience by observing customer interactions and eventually managing their own,” Deane says. “These skills are essential for their professional growth and advancement.”

Addressing Reluctant Employees

When marketing cross-training to your employees, refer to it as continued education. Jones notes that employees tend to appreciate it when you’re investing in them.

Parsons says he’s had some employees be afraid to learn a new skill and he says it’s important to make them feel comfortable messing up.

“Tell them, ‘You haven’t done this before, and it’s probably not going to go well the first time, and I’m okay with that,’” Parsons says. “They just need to be willing to learn and grow from that.”

Deane adds that if an employee is hesitant to learn new skills or pursue new roles, it may be due to a lack of confidence in their abilities.

“In these cases, it can help to have a conversation about their concerns and weigh the pros and cons together,” Deane says. “If they feel lacking in certain areas, offering additional training might boost their confidence and skills.”

However, it’s important to understand that some team members may not have the desire to learn more or take on new roles. Your managers need to acknowledge this is the employee’s decision to make.

Advice for Others

When first rolling out cross-training, start small.

“Make sure each of your staff members can complete each other’s tasks,” Jones says. “Once that training is complete, start the process of training across departments.”

Even if departments are simply observing how tasks get done, all parties will benefit. Jones recommends adding cross-training to your operations as soon as possible.

“In the short term, it may cost you some time, but in the long term, the benefits far outweigh the time spent,” Deane says.

This article was published in the March/April issue of the magazine. To read more stories from The Edge magazine, click here to subscribe to the digital edition.