We need stagiaires to make cross-functional teams a success
When did you last see an experienced leader in a true learner's mindset, much like an intern?
In the second season of The Bear, Carmen “Carmy” Berzatto finds himself in the gruelling, humbling world of a Michelin-star kitchen as a stagiaire(intern). Stripped of his authority, he (un)willingly steps into an unfamiliar environment to unlearn and relearn from scratch, absorb new techniques, and challenge his perspective on leadership and excellence.
Watching Carmy sweat over details, adapt to a new culture, and embrace feedback gave words to a feeling I have had for a while: growth demands learning from new people, places, and rituals. This is a reflection of what leadership should be—more than simply clinging to years of experience but actively seeking new perspectives, challenging assumptions, and letting learning lead the way.
As leaders, we spend years perfecting our craft, building teams, and refining processes to deliver for business and customers. Yet, for many of us, a certain stagnation often sneaks in.
Comfort zones become silent traps: The more accomplished we become, the harder it is to admit gaps in our knowledge.
Past laurels: We lean on the same strategies even in distinct contexts. Leadership stagnation steps in when learning fades.
Cross-functional blind spots: Our deepening expertise in our own crafts makes little space for learning about other skills. So we carry on acting like we know enough about everything to be dangerous in meetings and decisions.
The ‘soft’ skills fade: Collaborative impact thrives on empathy, humility and curiosity—not soft but core skills. These qualities aren’t static. They need constant renewal through exposure to fresh environments.
When was the last time you were measured just for how much you have learned about your peers’ jobs?
…Not for how much you have learned on your job.
Learning beyond conferences and classrooms
In culinary contexts, a stagiaire refers to someone who joins an organisation temporarily to learn and grow. In leadership, this concept ignites continuous learning, fosters cross-functional empathy, and rekindles the spark of curiosity in a sustained manner.
To enable intentional and impactful outcomes, our organisations must make space for,
Externships and Rotations
Spending a few weeks in a marketing, engineering, or data science role can help a UX leader(for example), see problems from a fresh lens and empathise with real challenges and limitations.
Externships don’t have to be long-term commitments. Even short-term immersions can dramatically expand understanding of different disciplines and their connection to our own.
Cross-functional internships
What can a seasoned product manager teach a CMO about prioritisation? What can an operations leader show a user research manager about process optimisation? These collaborations don’t just teach new skills; they build lasting partnerships and cross-functional trust.
As a researcher, I have spent a few ‘1-hour’ blocks with customer service peers to understand customer feedback.
I wish I had done ‘1-week’ blocks to understand their tools, challenges, and processes.
Mentorship and Reverse Mentoring
As a stagiaire, leaders can engage in reverse mentoring, where they learn from junior team members or professionals in different fields. Fresh perspectives from diverse voices reshape leadership philosophy.
Build Cross-Functional Empathy
I have known the best UX leaders as evangelists for the user but at odds with their Product, Engineering, and Marketing peers. I am sure the same happens to other craft leaders as well.
By becoming stagiaires, we embed ourselves in other teams’ realities. Understanding how a product team juggles constraints or how marketing crafts narratives around your product, unlocks better collaboration and alignment.
The concept of stagiaire leadership is not about abandoning your expertise or starting from scratch. It’s about embracing a mindset of curiosity, growth, and humility. It’s time to reimagine what it means to lead.
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