TMA World Webinar Collaborative Leadership Skills for Global Leaders

Terence Brake

President, TMA World, Americas

[email protected]

www.tmaworld.com

1 February 2011

WELCOME TO:

TMA World Webinar Series

A Checklist For Collaborative Leadership

© Transnational Management Associates Ltd. All Rights Reserved. 2

Welcome & Objectives

Terence Brake

President, TMA World, Americas

Author:

The Global Leader

Critical Factors for Creating the World Class Organization, McGraw-Hill, 1997

Where In The World Is My Team? Making a Success of Your Virtual Global Workplace, Wiley/Jossey-Bass, 2009

1. What is collaborative leadership?

2. What skills do collaborative leaders need to be effective?

3. How can we develop more collaborative leaders in our organizations?

We Will Cover:



What is collaboration?

• Cooperating across boundaries to achieve an outcome that no one could have accomplished alone.

What is

important is

what

collaboration

means in/for

your business



• Collaborative leaders deliver results across organizational borders. How?

• Combining diverse knowledge, skills and imaginations to reach a common goal.

• Acting in a way that produces a sense of collective:

Authorship

Ownership, and

Responsibility



Ask: Does collaboration make sense?

No!

Yes when…• The problem and the solution are unclear

• The problem is clear, but the solution is not

• The problem is a wicked one – complex problem requiring complex solution

Beyond the buzzzzzz

Many more problems are falling into these categories



Personal tendencies toward:

• Approachability

• Empathy

• Energy, passion, optimism

• Integrity, transparency, trust

• Openness

Dispositions



1. Environmental Analysis

2. Process Management

3. Perception Management

4. Personal Alignment

5. Communicating

6. Culture Development



I am able to identify existing collaborative

capabilities and resources in the business?

• Systems thinking regarding organizational and external enablers and inhibitors

• Identifying key collaboration stakeholders and their interests

• Identifying and utilizing the best talent for the collaboration (if appropriate)

• Identifying available/new tools for collaboration

1. Environmental Analysis



I am able to develop and apply a formal process for the collaboration? For example:

• Engage: Develop consensus and commitment on the what, why, and how of the collaboration

• Exchange: Develop means for openly sharing knowledge, experiences, insights and ideas

• Evolve: Shape what has been shared into a collective value-added proposition

• Employ: Apply, evaluate, and implement the outcome

2. Process Management



I am able to move beyond interpersonal ‘mush’ to interpersonal clarity.

• Recognizing every participant is having a different experience

• Communicating one’s own experience non-aggressively

• Inquiring into other people’s experience

• Being transparent to enable accurate perceptions

3. Perception Management



I am able to align my values with my behaviors

• Identifying gaps between my collaborative values and my behaviors

• Identifying my areas of ‘behavior blindness’

• Creating deeper alignment through adaptation and feedback

• Supporting the alignment of others through mentoring and coaching

4. Personal Alignment



I am able to ‘speak with’ rather than just ‘speak at’

• Building rapport

• Deep-dive questioning, listening, and learning

• Ego control

• Handling conflict constructively

• Influencing without authority

• Mindfulness

• Opening up communication channels

• Using constructive, inclusive language

5. Communicating

“The leader of the

past knew how to

tell. The leader of

the future will

know how to ask.”

Peter Drucker



6. Culture Development

I am able to develop an inclusive and cooperative culture within my sphere of influence

• Recruiting people with collaborative capabilities

• Developing a shared vision and shared ownership

• Co-creating values and norms supportive of collaboration

• Leading by example

• Recognizing the demonstration of collaborative values in others

• Beginning and maintaining momentum

• Celebrating collaborative successes


3. How can we develop more collaborative leaders in our organizations?

Organizational Lens – A Collaboration Audit

• Senior management viewpoint – top down perspectives

• Management and employee viewpoints – bottom up perspectives

• Strategic case for collaboration(s) – formal and informal

• Organizational structure and culture

• HR systems alignment

• IT support

• Learning & Development alignment

• Collaboration Labs

Collaboration Leadership Checklist


Q & A

And now . . .


Thank You For ParticipatingToday

You can connect with me via:

Email: [email protected]

My blog: http://virtualteamwork.blogspot.com

LinkedIn: http://www.linkedin.com/in/terrybrake

www.tmaworld.com

mailto:[email protected]

http://virtualteamwork.blogspot.com/

http://www.linkedin.com/in/terrybrake

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TMA World Webinar Collaborative Leadership Skills for Global Leaders