Keys to Collaboration
May 18, 2008
Most managers in today’s workplace understand the importance of collaboration, yet they struggle with the implementation. There are three concepts, which if properly understood, can help any manager shorten the collaboration curve.
1. Move from “transactional cooperation” to full collaboration.
Many employees believe they are collaborating, when in fact they are engaged in what I call transactional cooperation. They appear to collaborate, but in all actuality, they simply trade their cooperation with a colleague in exchange for cooperation on a future project. Have you ever had that pet dog that only comes when you are holding a piece of a hot dog? If you have, then you understand transactional cooperation. A company’s leaders must create a culture where collaboration occurs, not because of what can be gained, but simply because it is the right thing.
2. Understand the principle of “Situational Collaboration”.
Often in an effort to collaborate, we get stuck in the pleasing everyone game. Simply stated, there are times collaboration is appropriate, and there are times it stifles success. A leader needs to learn when collaboration is important, and when it is a road block which impedes success.
3. Discover new solutions for old problems.
Some people love change, other abhor it. Regardless of which side of this battle you have chosen, discovering new solutions for old problems can invigorate a workforce. How have you tried to hone operational processes? Have you tried changing these processes by utilizing feedback from those employees who are asked to implement them? When it comes to change, is it easy for employees to share their ideas with their managers? Create systems which are designed based on input from those who are responsible for implementation and watch the collaborative spirit soar.
One key to competing in today’s rapidly morphing workplace is to create a work environment that moves beyond transactional cooperation and embraces the power of true collaboration.
Where Leaders Excel
May 18, 2008
I had an interesting experience recently that reinforced the idea that, sometimes, even under the best leadership, problems can arise. On a recent spring day I boarded an eight passenger raft to spend the day on some pristine West Virginia white water.
Our raft was giddy with anticipation as we honed our paddling skills. “All forward, back left-forward right, all back” shouted our experienced guide. The boat promptly responded and with pride in our paddling skills, the guide pointed the raft towards the first rapid.
Our team braved the early rapids well and had developed strong enough skills that the afternoon’s big rapids would be passable. While our boat full of “Class A” personalities was prepared, the boat of teenagers form the local camp was not as confident. Their trip leader was very skilled, but evidently flustered by her inattentive team of teens.
Unfortunately, as if often the case in both business and life, the skills of the leader alone were not enough to keep this raft out of danger. As this well guided, but poorly paddled raft began its descent through the largest rapid of the day, the paddlers, decided to disregard their leader’s direction. Within a split second, the rapids overpowered the guide and the raft careened towards the large protruding rock we were all told to avoid.
The pandemonium increased as the raft collided with the rock, and under the pressure of the water became pinned. Both paddlers and guide were ejected from the boat and as we floated by, the look of sheer terror was prominent. All the guides in the surrounding boats were rallied, swimming paddlers were recovered, the boat was unpinned and two hours later the trip resumed.
Often as leaders in an organization, you will face a similar dilemma. Your responsibilities are covered; your direct reports are doing fine and your revenue goals will be met, then it happens. You round the bend in the river, and you are headed for the rock. This is where true leaders excel. Are you able to rally those around you and avoid the rock, or will you end up, through no fault of your own, pinned?
The Accidental Leader: Leadership Lessons from Baden-Powell
May 18, 2008
As I spend time researching material I use for my speaking and consulting business I often come across individuals that are, what I like to call, accidental leaders. Accidental leaders are individuals, who, when placed in tough situations, step up to the challenge and create lasting change. Over the next few articles I will introduce you to a few of my favorite accidental leaders.
If you have ever been involved in the Boy Scout movement, Baden-Powell is a familiar name. He is the founder of the international scouting movement and was Chief Scout for over 30 years. When he started his military career, founding a worldwide youth movement was not his primary objective.
During the Second Boer War, B-P as his friends called him, was promoted to the rank of Colonel. In fact, his ingenuity, drive and superior reconnaissance or scouting skills helped him become the youngest Colonel in the British Army. His primary responsibility during this war was to organize the frontiersman to assist the regular army. While performing his duties, he was trapped in the Battle of Mafeking, and was surrounded by more than 8,000 members of the Boer army.
B-P overcame these insurmountable odds and held control over the fort at Mafeking for 217 days. He was able to maintain control, despite dwindling food and sparse troops by creating fake mine fields and having his troops simulate crossing non-existent barb wired fences. Back in Britain, the papers, eager to show progress in the war, were making B-P a hero. The entire nation cheered him on as the Battle of Mafeking progressed. Following his success at Mafeking, B-P was promoted to Major-General.
Upon his return home, he was surprised to find that the local youth organizations were using his book, “Aids to Scouting”, a military publication, to teach important outdoor skills. B-P decided to rewrite this book with a youth audience in mind, and in August, 1907 he held the first youth scout encampment on Brownsea Island. This living experiment was successful and the scouting movement was launched.
B-P was an accidental leader, one who was able to seize his moment and create a lasting organization. Millions of youth have been molded by the values taught during their scouting years. What vision can you seize in your organization, and how will it affect those who will follow you?