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.
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.
The habits themselves aren't new at all, and significant work has already been done in the areas of these "thinking habits." However, in a 21st century learning environment -- one often inundated with information, stimulation and connectivity -- there may be a newfound context for their application.
If there is one thing that psychological research and personal experience will reveal to each and every one of us, it's the positive impact relationships have on our happiness, level of success, and overall well-being.
Via David Hain
What leaders pay attention to, measure, and control on a regular basis—are they paying attention to collaborative strategies and behaviours from team, community and network perspectives? How leaders react to critical ...
Cultural permission is the tone, attitude and language that emanates from the executive suite. It is a mantra, expressed in oft-used catch phrases and philosophies that move like waves through the organization.
Cultural permission is the tone, attitude and language that emanates from the executive suite. It is a mantra, expressed in oft-used catch phrases and philosophies that move like waves through the organization. They get adopted and interpreted as actions to be followed. They become part of everyday lexicon and cultural idioms that people hear coming from the highest levels, and form a platform for what the organization believes and expects of its people. "Get it done!" "We will not be denied." "Take no prisoners!" These are just a few of the things I heard coming up in the business world, and from my perspective, no good came from any of them.
Everyone on the team knew the elephant was in the room, but no one wanted to talk about it.
At the root of many of our interpersonal or team conflicts is a failure to communicate. Sometimes the problem is that information isn’t shared broadly enough and people become resentful because they weren’t included. Other times we say things that come out wrong and people are offended, even though we may have had good intentions behind our message. Regardless of how the situation was created, if we don’t take the time to thoughtfully address it, the miscommunication evolves into the “elephant in the room” that everyone knows is present but isn’t willing to address.
Recently I worked with a client where the elephant in the room had been present for nearly a year. The issue within this team had led to a fracture in what were previously very close relationships, had tarnished the team’s reputation within the organization, and was causing strife and turmoil that was affecting the team’s performance. Everyone on the team knew the elephant was in the room, but no one wanted to talk about it.
Virtual Teamwork Tools Prove LackingProformativeVirtual teamwork grows more prevalent as programs that provide facetime, virtual document viewing and note-taking and sharing such as Skype, Join.Me, Google Drive and Speek evolve.
Of all the management principles I have adopted over the years, either through direct experience or learning from others, there is one I aspire to live by more than any other.
Of all the management principles I have adopted over the years, either through direct experience or learning from others, there is one I aspire to live by more than any other. I say "aspire" because as much as I'd like to do it consistently and without fail, given the natural ebb and flow of day-to-day operations and challenges, and the subsequent range of responses that follow, I find this particular principle harder to practice consistently than others. That principle is managing compassionately.
As a facilitator, people often comment on “safety” in group settings. Most group work I have done in my career has been safe, relatively speaking. There may have been the possibility of retaliatory actions for speaking up, workplace bullying or general boorish behaviour, but I have hardly ever (!) worked in spaces where real physical safety was an issue.
Still, the issue of safety and fear comes up surprisingly often, and this article at the edge.org gave me a few insights about this problem.
This article looks to ancient human history to understand some of these dynamics and it begins by looking at two kinds of status in humans: dominance and prestige. In dominance hierarchies we are afraid of the higher status person and there is deference and backing away. In prestige hierarchies we are drawn to the higher status person because they have information that can help us survive.