TY - INPR TI - Why Employees Who Work Across Silos Get Burned Out PB - Harvard Business Review Y1 - 2024/05/13/ N1 - This version is the author accepted manuscript. For information on re-use, please refer to the publisher?s terms and conditions. ID - discovery10192519 JF - Harvard Business Review A1 - Quintane, Eric A1 - Lee, Sunny A1 - Lee, Jung Won A1 - Ruiz, Camila UmaƱa A1 - Kilduff, Martin UR - https://hbr.org/2024/05/why-employees-who-work-across-silos-get-burned-out SN - 0017-8012 N2 - 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. AV - restricted ER -