Collaborative leadership is about delivering results across boundaries. The nature of that boundary is important, whether it's a formal contract or an informal agreement between two parties to work together for a common aim. And leaders need to be clear about where the boundary lies and how to use the different capabilities on either side of it to build a positive and efficient relationship. As the poet Robert Frost once put it, 'Good fences make good neighbours'.
Getting value from difference is at the heart of the collaborative leader's task. But that is not without its challenges. As in many marriages, it is often this difference – in skills, experience, resources or culture – that attracts organisations to work together in the first place. Then, as time goes by, people start to rail against that very difference and try to remove it wherever it causes frustration in the joint operation. An often-heard criticism is 'Why can’t they be more like us?'. But of course the truth is that if they were, you'd have lost the very reason that brought the two of you together.
So, collaborative leaders have to pull off a tricky balancing act – on the one hand, respecting and valuing the differences of a partner, while on the other, smoothing out some of those differences in the interests of making the relationship work more efficiently. At the same time, leaders have to learn to share control, and to trust a partner to deliver, even though that partner may operate very differently from themselves. Collaborative leadership is a sophisticated art – but mastering this complexity lies at the heart of business success now and in the future.
Mit mondanak mások - Írjon ismertetőt
Nem találtunk ismertetőket a szokott helyeken.
Chapter 1 The Rise of Collaborative Working
Chapter 2 To Collaborate or Not to Collaborate?
Chapter 3 The Partnership Roadmap
Chapter 4 The ThreeLegged Stool
Chapter 5 The Octagonal Tape Measure
Chapter 6 The Grit in the Oyster
Chapter 7 The Secrets of Successful Leaders
Más kiadások - Összes megtekintése
Accenture achieve alliances approach behaviour building can’t challenges Chapter Charles Jamieson clear collaboration spectrum collaborative leaders collaborative leadership communication complex conflict contract create creative culture David Sterry deal decision-making decisions deliver develop Don Tapscott effective example focus Gate Gourmet global governance Harvard Business Review Inland Revenue innovation involved Ipsos Mori issues John Yard joint ventures lagom leaders need London Underground long-term look measures meetings Metronet Moira Wallace Ocado operations organisations will need other’s outsourcing parties partners pitfalls When entering Pixar points of interdependence Potential collaboration pitfalls private sector problems public sector public–private partnerships relationship responsibility risk role Rosabeth Moss Kanter says share situation skills slime mold staff stage stakeholders success suppliers there’s they’re things tion transactional trust Typical organisation understand what’s you’re