Great interview with Ron Ricci, VP at Cisco. Along with Carl Wiese, he co-authored The Collaboration Imperative: Executive Strategies for Unlocking Your Organization’s True Potential.
In the book they identify four executive behaviors of the collaborative leader.
These behaviors are the necessary ingredients to create a culture of shared goals, and eliminate or mitigate the types of human behaviors that slow organizations down. The four behaviors are:
1. Focus on authentic leadership and eschew passive-aggressiveness.
For collaboration to succeed, leaders need to be authentic. Cisco studied which characteristics of leaders on collaborative teams are most important, and we found that the most critical attribute was a leader’s willingness to follow through on commitments. Being authentic involves two elements. First, as a leader of a team, department or business unit with people, budgets and resources under your control, you must follow through on organizational commitments. Second, when there is disagreement about a decision, fight the instinct to make it personal.
2. Relentlessly pursue transparent decision making.
There’s a direct relationship between the agility and resilience of a team and the transparency of its decision-making processes. When you’re open and transparent about the answers to three questions — who made the decision, who is accountable for the outcomes of the decision, and is that accountability real—people in organizations spend far less time questioning how or why a decision was made. Think of how much time is wasted ferreting out details when a decision is made and communicated because the people who are affected don’t know who made the decision or who is accountable for its consequences.
3. View resources as instruments of action, not as possessions.
It’s hardly a new observation that people sometimes stockpile resources around their business unit or department, or are slow—perhaps even hesitant—to share those resources with other departments. There may even be incentives in place that discourage sharing. It’s easier, although never truly easy, to move resources around an organization when leaders tell their teams the process they used to make a decision about resources, the data and facts used to support the decision, and the tradeoffs they considered. Fact-based decision making is your goal; it’s hard to keep resources squirreled away when the facts suggest otherwise.
4. Codify the relationship between decision rights, accountability and rewards.
Modeling the desired collaborative behaviors—showing your employees that you walk the talk—is the goal. But what happens when you’re not around? The more these behaviors are codified into an end-to-end system across your organization, the greater the odds of collaboration succeeding when you’re not there to reinforce cultural norms. The most important enabler of an accountability system? Decision rights. Who gets to make decisions in your organization is the center of gravity for accountability. If you don’t have published decision rights, then accountability is problematic – everyone can point fingers at someone else.
Curated by Kenneth Mikkelsen on: http://www.scoop.it/t/first-class-collaboration