- November 30, 2011
- Culture of Collaboration, Leadership, Team Building
A few weeks ago I introduced four aspects for creating a company culture that align individual productivity with team values and goals. So far I have discussed the first two of the four aspects of culture and culture change as they relate to self-management and leading others using daily behavioral changes:
• Proactive vs. Reactive
• Focus vs. Interruptions and Distractions
• Alignment and Collaboration vs. Competition
• Implementing Strategic Goals
In today’s post I’d like to address Alignment and Collaboration vs. Competition
I approach this area just as a way to invite consideration. I am aware that this could be an entire book of discussion about business practices. There are many references to the importance of the Leadership Team such as Jim Collins, Good to Great, and Patrick Lencioni, The Five Dysfunctions of the Leadership Team and Zaffron and Logan, The Three Laws of Performance.
In my experience, there are many cultures where ideas and discussion are discouraged unintentionally whereby leaders and developing leaders miss an opportunity to contribute. Part of that is fostered by the competition created among peers. In the LAI 360 Assessment given to participants at Linkage’s Global Institute of Leadership Development (GILD), the peer relationships are often where the lower scores occur in evaluating leadership behaviors. Some of that comes from the lack of time spent in teams of equals especially at the top. Also, there are concerns about conflict, thinking that it is dangerous when in fact if done with process, conflict can create great solutions, with thinking” out of the box”.
This area, if developed, will revolutionize business to allow leaders to be in a continual state of development. Imagine a leadership team meeting where members actually asked their peers for solution suggestions for issues within their own department; eliminating the need to look good. The available assistance from one’s peers as well as the head of the organization is invaluable.
Coaching which fosters collaboration as a goal, on an individual level and for teams creates the willingness to risk as a group and to lay issues on the table. Changing the culture to be solution oriented rather than placing blame strengthens the team. In addition, it acts as a support to the Top Executive to move into greater visioning and networking, trusting the team of leaders to fulfill the goals of the organization
My next post will address the fourth culture behavioral aspect, Implementing Strategic goals. For more information on creating cultural change within your organization visit: bridgingassociates.com. You can register for news on Collaborative Leadership: How to Harness the Power of Your People.
If you have questions or would like to contribute to the discussion, I would enjoy hearing from you. Please be sure to post a comment.
