Transcription

Collaborative Leadership

A majority of leaders believe that collaboration is more important than ever, given the VUCA business environment.
Now, VUCA stands for volatility, uncertainty, complexity, and ambiguity in the business environment. Understandably,
if organisations have to survive and grow in such and business environment, it is essential for them to effectively
combine the potential of its employees and the quality of the information they have with their ability and inclination
to share that knowledge across the company.

The concept of knowledge management endorsed a pretty similar view. Delight in his recent study on the future of
work concluded that 65% of the C level leaders have a strategic goal of changing corporate culture with a focus on
connectivity, communication, and most importantly, collaboration. Collaboration in simple terms can be defined as
working together most of the time in the form of a team to create or achieve a common goal. For leaders of today,
collaboration is an important source of competitive advantage, as business environment become increasingly team
and partner oriented.

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However, it's not easy to bring cohesiveness among the team members. Also, it takes thoughtful actions to make
individuals work together, exchange information and trust each other. Therefore, a collaborative leader needs to
ensure that information and responsibilities are evenly distributed amongst the team members. According to a report
by American Express recently, one-third of millennials believe that the top leadership role in its current form will no
longer be relevant within 10 years down the line.

Sensing the undercurrent Harvard Business Review came up with a study and proposed four skill areas that a leader
must have to achieve team collaboration. First in the list is playing the role of connecting link, second is attracting
diverse talent, third modeling collaboration at the top, and finally, showing a strong hand to keep teams from sinking
into debate. The research also suggests that these skills can be learned and to develop once leadership style, a leader
must be willing to put his or her ego aside and balance the workforce by allowing people to do their best.

Let us now try and understand the benefits of collaboration. Feedback can be the first and foremost positive outcome
that can be associated with collaboration. As collaboration requires brainstorming and exchange of ideas that happen
in an open environment, and we all know that feedback helps in this flow of communication. It also helps to develop
these ideas in the best possible way. Constructive feedback helps teams to improve and work upon the areas of
deficiencies for improved effectiveness and efficiency.

Feedback is an important tool that helps the flow of recommendation and suggestion to flow from top to bottom and
vice versa respectively. Another positive outcome that can be associated with collaboration, it is an enhanced talent
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pool and the development of strength and capabilities of employees. We understand that know that united team can
always be more competent than the individual alone. The concept of synergy is pretty much applicable here, which
states that two plus two cannot always or should not always be four, as stated in mathematics. In concept of synergy,
two plus two can also be 22. It can also be zero if opposite synergies work together at the workplace.

So, in a collaborative environment, a leader has the opportunity to use the knowledge, strength, and experience of its
employees. In this way, the employees also have the opportunity to gain qualifications from their colleagues and
develop their own strengths. We have seen how employees come together in a team to not just perform work-related
actions, but they also share information. They exchange ideas, and in the process, they also gain experience from each
other.

Knowledge management is a concept, which endorse a similar viewpoint. It states that the tested knowledge that
employees have with them needs to be exchanged. It needs to be shared for innovation to happen, for enhanced
learning to happen at workplace, and this is exactly what can be associated with collaborative work environment. And
enhanced capability building and talent pool within the organisation.

The third positive outcome can be rapid progress. Successful collaborations, accelerate process, and task completion.
When we have important deadlines to meet large projects to be completed, collaborative work environment and
processes allows the team members to share their work and concur and adhere to the deadlines that are lying ahead
of them.

Job satisfaction can be one more positive behavioural outcome that can be achieved through a collaborative and
cohesive work environment. If employees work in a collaborative manner, they feel recognised, they feel being
included and they feel like they are being listened to. The team will have a good experience with what they're doing
and they should lead to employee loyalty. Job satisfaction is positively linked to employee loyalty and commitment at
workplace by various researchers and practitioners alike.

Unlike the control conscious leaders of the past today's most effective leaders wheeled a different type of path, has
been quoted by one of our senior leaders in the Silicon Valley, “There is absolutely nothing wrong with the command
and control is just irrelevant in the 21st century.” Now, I've already stated about the VUCA business environment,
which characterises the 21st century business environment, and probably that's what the CEO is referring to when he
said that control is irrelevant in 21st century marred with volatility, uncertainty, ambiguity, and complexities.
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Therefore, the new leadership need to be a mix of personal and interpersonal skills that form the basis of one's ability
to influence and inspire others. Let us now try and understand how collaboration is different from control, and let us
look at this difference from the lens of how organisations are structured, who holds the relevant information, who has
the final authority to take decisions, and what kind of organisations are supported, are preferred for control or a
collaborative kind of work environment.

Since we have established the fact that collaboration may lead to a lot of positive work-related and behavioural
outcomes, it would be interesting to see as to what kind of a collaboration organisations are looking for. As different
kinds of collaborations can come up with different work-related outcomes and may require different resource
investments and leadership approaches.

Let us look at different types of collaboration that way. First, when people work together to share knowledge, the
result is an increased in average unit performance. In other words, a better flow of information increases performance.
I think I've mentioned knowledge management quite a few times here, and this is again in line with the argument that
knowledge management submits that the tacit knowledge that employees in an organisation hold plays a very
important role in the success or failure of the organisation.

If by any way or mean that tacit knowledge can be translated into an explicit knowledge and the same can be shared
or exchanged within the employees, it may lead to wonderful work-related outcomes include enhance revenue and
profit margins. So, the first kind of collaboration, which is the people working together to share knowledge can actually
help organisations achieve such wonderful work-related outcomes.

The second form of collaboration is when people work together to achieve mutual adjustment. We are talking about
people adjusting with each other's capabilities, frequencies style of working, etc., which might increase the internal
alignment for greater efficiency on the one hand and consistence interfaces with the outside world on the other hand.

Now, it is very important for an organisation to present a unified front to the external world, if they want to taste
success, and to have that unified front, the organisation, and its people must have that cohesiveness and collegiality
among them, which would only come from mutual adjustments. So, this form of collaboration can actually help
organisation in that aspect.

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The third on a different form of collaboration is when people work together on joint initiatives and that can promote
value creation for proactive market leadership. Now, this form of collaboration is more prevalent in the IT
organisations where we see a lot of project-based teams working together, taking the end-to-end accountability of
the project performance. Now, all these team members have different set of capabilities and capacities, which again
needs to be aligned well.

So, an organisation in general would want to have all these three forms of collaboration to exist within its boundaries,
but then it would be interesting to see that the organisation identifies that what kind of collaboration works for them
and how do they do the resource allocation and invest financially and people wise, and from a perspective of what
kind of policies and environmental changes needs to happen for certain kinds of collaboration to thrive and grow.

Now, it is worthwhile to understand that at what stage companies are in terms of collaboration. All organisations want
collaboration and cohesiveness to be present amongst the team members, but it is equally important to understand
at what stage of collaboration they are and what kind of further course correction is required for collaboration to
further mature. A good starting point in this process for teams is to self-diagnose to gauge their current level of
collaboration.

This will help them plan their journey from a loosely connected group of people to a cohesive and high performing
team. The diagnostic tool measures four main elements. The tool that I'll be speaking now would help organisations
measure their collaboration on four main elements that make up for a culture of collaboration, and these four
elements are trust, ambition, cohesion, and shared knowledge, be it can be acronymed as TACK.

This particular framework focuses on the collaborative behaviour that is essential for strong teams. It includes both
Head Trust Measures. And when I say head, I mean the intellectual capabilities of the people appealing to each other
and the intellectual understanding of the mutual trust of team members to complete the project and the Heart Trust
Measures, which is a particular team member may have the back and will to protect other team members. So, we are
talking the emotional side of the team members, whereas the head trust measure talks about the capability side of
team members.

So, the basic principle underlying collaborative behaviour is that the gradually build, the team members gradually build
on each other and the dynamics that lead to a positive cycle. So, leaders can build tech by encouraging and facilitating
small steps in each of these four areas as I identified.
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So, let us start with trust as the first area of the tech framework, and I did mention about the head, trust and the heart
trust. So, it essentially means that whether the team members believe that the all the members would fulfill their
work-related commitments and the responsibility, that has been assigned to them and their responsibilities towards
organisation.

It so happened that when you are working in a team, there can be two ways in which the work would be distributed.
It would either flow in a relay format where you know in a relay race kind of a forward where one passes only button
to you, and then you make your own share of progress and then passes on the pattern to another member, or it may
so happen that the work is divided amongst the group members, and they all work parallelly and/or collaboratively
speaking of collaboration. In today's business environment, we have seen how teams are collaborating on virtual
platforms and they work in tandem and share their real-time progress in various collaborative platforms.

So, in such an environment, trust plays an important role where the team members trust each other, that everybody
would fulfill their share of commitment and their set of responsibilities, the work-related ones more specifically, and
so that it does not hamper the overall progress of the work. Another layer of trust in the tech framework is that, in
absence of specific guidelines, because not all the times, the team action would be guided by specific, you know,
guidelines or plan of actions and team members may have to think on their own or for that matter any unforeseen
situation may arise where they need to act upon real quick and to address that particular query.

In that case, also, the team within the team, the team members should entrust each other that they have the required
set of capabilities and mindfulness to address to all such scenarios. So, we see how the head and heart trust go in
tandem within the team to take care of the trust aspect in the team, which is very, very important.

Another focus area in the tech framework is ambition. So, A stands for ambition. Now, we have seen that, while a
team remains obviously and always ambitious, to achieve the task which they are entrusted with, but at the same time
the level of performance with which that particular task would be executed is something that our team can be more
ambitious about. Also, as a group, as a team, it is interesting to see whether that particular team or group has higher
ambitions set for themselves. Look at these in the sporting fraternity. This there are exciting examples in this sporting
fraternities, where we have seen how teams, which are unrecognised or unlisted or unranked teams, have performed
very good in platforms, which are high ranked like the world cups of cricket.

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Now, we have seen teams, which are low on rank, put-up great performance and rising up to the occasion, because
probably that's their team ambition to perform good at such high-rise platforms. We have seen teams from
Bangladesh, from Afghanistan performing way above their potential and their ranks at such platforms. So, these
obviously performances during such platforms can be highly ambitious and it is up to the team members individually,
as well as at the team level, that what kind of ambition they want to hold for themselves, which would actually align,
you know, their line of action, and what kind of preparation they go for and how they execute and how seriously they
look at each and every aspect of their broken-down work component.

The third focus area of the framework can be cohesion. We have been discussing collaboration, cohesion together as
interchangeable world, but there is a slight difference between two. Cohesion happens when team members help
each other, and they appreciate the uniqueness of each other and they respect everybody's opinion and that they are
open to the ideas and feedback and suggestions of everybody in the team, but a preferable or a desired state can be
where team members can actually go out of their way like we talk about organisational citizenship, behavior, where
employees go out of their way or their mandate as we call it job descriptions to, you know, stand up on the occasions
or rise to the occasion.

Similarly, we can talk about team citizenship behaviour, where certain team members or the entire team folks can
always show that kind of attitude towards their team, wherein they rise up to the occasion and believe that their
success is the success of other team members and the entire team.

The final focus area of the tech framework is the shared knowledge. Shared knowledge means is all the information,
which is lying with the team members has been exchanged within the members in a uniform manner or not. It may so
happen at times that there is a silo, a knowledge or an information silo within the team, which hampers the work
progress. Now, it is very important that there is free flow of information, that there is free flow of knowledge within
the team members and that the team share deeper understanding of each other's context and the implication of their
collective tasks.

So, these are the four focus areas which forms the tech framework. If an organization wants to diagnose as to at what
stage of collaboration they are or what else they can do or what kind of course correction is required for cohesion or
cohesiveness, you know, to start working effectively for them, they can probably look into all these four focus areas
in more detail, talk to the various teams and understand that, where they can, you know, act further and how these
focus areas can be achieved.

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Once the leaders have diagnosed the state of collaboration in their respective organisation, and they are clear about
the focus areas, which need further resource investment or deeper efforts to put in, here are the six critical leadership
behaviours that can help leaders optimise the potency of collaboration. The first one is silo busting. Collaboration that
is so crucial for engagement, innovation and economic success is being blocked by knowledge holding silos
interestingly.

Now silos are a business term that has been passed around and discussed in boardrooms over the last 30 years, or
maybe more than that, but unlike several alternative trendy management buzzwords, this is one challenge that has
not yet disappeared. There still are knowledge holds within organisations. So, silos are deemed as a growing pain for
organisations of all sizes.

Silo mentality describes the mindset present when departments, divisions or sectors do not share information with
others in the same organisation. Wherever it's found, silo mentality becomes synonymous with power struggles,
paucity of cooperation and loss of productivity for organisations. However, silos get busted when senior leadership
sets unifying objectives and promotes a reward structure that reinforces cooperation and collective success. Business
unit leaders must understand comprehend the overarching aims of the total organisation and the significance of
working in concert with other fields of the businesses to attain those critical objectives.

The second important aspect is building trust among the team members. A collaborative team is not just a cohort of
people working together; rather it's a group of people working together who trust each other. Trust is the belief or
confidence that one party has in the reliability, integrity and honesty of another party. Therefore, as a leader, one
need individuals to trust each other. The way information is handled determines whether it becomes an impediment
to or an enabler of collaboration. Leaders build trust through honest and transparent communication, which is often
trickier than it sounds.

For example, it is fine to reinforce the positive strengths of a situation, but just be cautious, not to disregard or sugar-
coat the negative aspects of it. One may think that they are protecting people by doing so, but the signal that they are
actually sending is that they think they can't handle the truth.

The third important aspect is aligning body language. Now, we have heard a lot about non-verbal communication and
a lot about body language, but it is important in the leadership context as well. Primarily, there are two sorts of non-
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verbal communication prompts that individual searches for in a leader, one set undertakings, warmth and care, and
the other signs, strength, and status. Now, both are vital for leaders of today. Yet in one's job as an influencer, the
warmer side of non-verbal communication, which, by the way, is underutilised by leaders who are more worried about
projecting strength, status and authority, becomes key for making the most cooperative connections among the
workforce.

Non-verbal communication of consideration and warmth incorporates positive eye-to-eye connection, certifiable grins
and open stances in which the legs are not crossed and the arms are held away from the body with the centers of the
hand uncovered or are easily on top of the body. Sitting on a work area or gathering table or a conference table,
mirroring is another non-verbal indication of warmth.

You may not understand it, however, when you manage individuals, you like or concur with, you will consequently
start to change their stance, arm stance and looks. It's a method of showing that you are associated. Likewise, it is
crucial to see people eye-to-eye when they are talking. It shows that you are completely centered around them is that
you are following what they are saying, and obviously, one of the most warmest and fullest sign one can send in any
event, is to give full consideration and attention to what people are saying and following their talk.

Another important aspect is promoting diversity within the organisation and among the team. One of the examinations
at the university of Michigan observed that groups comprised of exceptionally cultivated individuals, individuals that
are trained in their particular trade and art, they perform regrettably on difficulties with the troublesome issue, with
complex issues, as compared to with the groups that comprises of individuals with diverse abilities and set of
information. The justification for this apparently peculiar outcome of the examination has to do with the force of
diverse thinking.

As we can see that the group having more diversity outperform the people who are far more trained or cultivated in
their respective trade of art. Group individuals who think the same or are prepared in comparative discipline, with a
comparable information base risk becoming detached. Rather than searching for choices, they permit one agreed
inclination to win and will generally expand the others inclination. This can also explain the experiments outcome that
I just spoke about.

Innovation, on the other hand, is sort of by cross fertilisation. Creative breakthrough most often occurs when ideas
collide and connect. Furthermore, incidentally, innovation leaps don't happen in a research facility today; however,
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they are the consequences of conversation with customers that can be both internal and external vendors and even
outsiders, who know enough with regards to the issue to make a commitment yet bring an interesting point of view.

As one General Electric senior leader put cross-functional groups, and “Cross-functional groups are supported by
outside specialists who realise enough to comprehend the details of the inquiry yet less than they run into the
equivalent hindrances as the subject-matter experts.” Interestingly, chemical problems are almost never solved by Mr.
GE. So, this can very well explain how team diversity or diversity at organisational level is paramount and is very
important for leaders and organisations as whole.

The fifth important aspect can be sharpening of soft skills. There is an important organisation by the name of
Development Dimensions International, which has conducted a research and examine leadership for 46 years in their
recent research, with over 15,000 leaders from more than 300 organisations across 20 industries in 18 countries, DDI
looked at leaders, conversational skills that have the highest effect on overall performance. It is interesting to note
that at the very top of the list was empathy, which is the capability to listen and respond empathetically.

Now, empathy can be explained by quoting an example from the book by the famous psychologist, Carl Rogers, and
the title of the book is Becoming a Person. He said that real communication is not just about understanding the
message. It's about putting yourself in the shoes of the sender of the communication. It's about gaining perspective
from the sender and deploying a multi-perspective approach to a message while drawing interpretations of it.

Now, this is a very complex thing to achieve, and that's why empathy, which is about putting oneself in somebody
else's shoes, is a difficult art to master. However, DDI also come out with a similar finding when they said that only
four out of ten leaders in their international study were skilful or potent in empathy. So, this is as difficult as it gets, as
complex as it gets, and that's why the focus on soft skill in this particular skill set is very important. It may sound very
simple, but when it comes to practicality and putting things in action, soft skills probably becomes the most difficult
art to master.

But nevertheless, as a leader, if you are already ranking high in empathy, you gain a genuine professional advantage.
If not empathetic listening is a skill worth developing.

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Another key skill for leaders is to create psychological safety in the organisation and among the employees of the
organisation. It is worth noting to add that, in the age of digital transformation, even high-tech organisation needs
soft-skilled talent. In researching what makes teams successful, Google's project Aristotle observed that psychological
well-being is key. Google's highly efficient teams also exhibited social sensitivity, meaning that participants spoke
about equality and were able to pick up on each other's interpersonal cues comprising body language.

Today's corporation exists in an increasingly difficult and ever shifting ocean of change, as I earlier mentioned that we
all are living in a VUCA world, which is very difficult to predict, what's going to be the future of it, and as a result,
collaboration is not just have a nice to have organisational philosophy. It is rather a necessity, an ingredient for
organisational survival, and as a result, leaders of collaboration may desire to redefine their roles.

The CEOs worldwide are normally occupied and are liable for administrating the everyday operations of their
respective organisations, ranging for making various strategic decisions, doing resource allocations and dashboarding
the progress of their organisations looking at how they are progressing towards achieving those objectives.

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Now there is nothing off about that.

Yet in the years to come, one of the organisation's most noteworthy competitive advantage will be its capacity to draw
in, create, motivate and hold people capabilities which is popularly being known as talent management. And talent
management is all about hiring the right people having right set of capabilities, assigning them tasks right task at right
time and developing their potential, so that a future pipeline of leadership can be created.

Now obligation regarding dealing with this ability is, as of now being taken over by certain CEOs. A lot of CEOs have
realised by now that talent management is the thing and they need to emphasise on that, as concluded by different
researchers, academics and practitioners alike, and they have also concluded that there is a rapid understanding that
their respective organisations need to further develop their talent management practices.

Whatever they are doing so far, although they have realised that this is the key to future, there is a lot which is still
needs to be done.

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An ever increasing number of leaders are coming to understand that building a solid grouping of people ability is key
to their organisation's prosperity and that they have to play an essential part to play in getting that going. For most
organisations, reacting to these new basics will necessitate that they impressively better the manner in which they
oversee talent management.

Right now, what we see is that organisations are happy managing the task with the people and doing a bit on
developing their employees and creating that future pipeline of leadership but lesser we realise, in fact this is what
the research have come up with, that less of the leaders realise that what kind of people capabilities and competencies
would be required in future, which would match the expectation of technological advancement and the industry 4.0
or the Industry 5.0 in future and how organisations would deal with those kind of expectations.

So what kind of capability building framework or model is required to meet the future requirements?

Essentially, most organisations today don't deal with their senior managerial talent, especially as well, and one reason
why organisations oversee ability or talent so ineffectively is that various leaders don't understand that they are the
ones with their hands on the talent-building switches.

So people need to take a lot of ownership when it comes to talent-building and talent development. They need to
come front, make their case in those board rooms, make the case for people; rather, more importantly, in the board

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rooms, so that the right investments and right decision making can be made within the organisations for the
betterment of people, their growth and their development.

All things considered most of the leaders settle on the recruiting and curating and planning the workspaces, decide on
appointments for wherever the vacancies are there in the organisation, doing a lot of performance assessment and
planning reinforcements for that and offering their mentoring and coaching services.

But in any case, they expect, rather, they have been expecting that building the talent pool is the work of HR. Now this
is an anomaly which we are living within the organisation. A lot of functional specialists barring the HR, you know other
than the HR field, we talk about various leaders and managers, be it in finance, technology, marketing or other
specialties in business like operation supply chain, all of that.

People work in in all these departments and division and talent pool is something which is in favour of all these
different functionalities or divisions of organisation and it's the responsibility of the respective leader and managers
to work towards development of his or her talent.

It's not just HR or the human resource department of the organisation which is responsible for taking initiatives in that
direction and this thinking needs to change, if talent management has to grow. That's why many feel that adapting to
individual's issue in a disrupted environment is really-really significant.

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Talent management is a learnable expertise. It isn't just about having great senses about individuals nor it is tied in
with being a cordial agreeable social butterfly. Someone who gels well with the people or known for his extrovertness
or talking to people; rather every leader can and ought to figure out how to oversee talent adequately, how to
recognise the potential that people hold.

And similarly, you know as the person figured out, how to manage strategic planning or how to you know develop or
get into a recent product development cycle. Now I'm talking about people who are involved in the process of strategic
planning or product development for that matter or financial planning.

So the way they do their part of strategical thinking and planning, the same approach they need to deploy when it
comes to talent and people and then only talent management would thrive in organisations.

If people believe there's the man behind the machine, which is more important, if they really believe that people are
at the centre of the organisation's progress, if they believe that people are the real strategic set of organisation, it's
the combined responsibility of leadership within an organisation to think about talent development and talent
management.

The primary thing leader needs to comprehend is that better talent management does it come from having better HR
processes? That's what I just meant or a superior HR division just to sum it up. It comes for the most part from having
leaders and directors at all levels who embrace an attitude to manage people and their abilities.
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A talent management outlook is fundamental and is well situated thought that having better talent at all levels
empowers the organisation to outflowing its rivals. It uniquely gives that advantage to organisation, you know, that's
why we say that you know people is the only unique resources.

When we look at the 5M of resources in organisation, man is the only resource which is a unique one, especially
specifically in current times, if we see organisations across the globe, businesses across the globe have access to other
resources like you talk machine, material, money and markets; markets are all open, machinery are all available. There
are different forms of ways through you can get funding for your businesses.

So the only unique resource that you're left with is men, and that is why it's important that you have an empowered
set of individuals at all levels. It is the agreement that better talent pulls wide range of various performance switches.
So if you have better set of talent at various level of organisation, the overall performance of the group would be
better.

These convictions give leaders the assurance to build up their ability pool and the boldness to make striking moves to
do as such. Now, leaders with a talent mindset make talent management a top priority for themselves and their
leadership teams.

They know that it cannot be delegated, so they need to invest themselves thoroughly. They need to commit to this
cause, so they dedicate a critical amount of their time and energy to fortify their talent pool and facilitating others in
the organisation to do the same and build up their own talent pool. They consider talent management to be a focal
and basic fragment of their own work as a leader.

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