Collaborative Leadership at HR Directors Business Summit

ANNIE HAZLERIGG / SENIOR CONSULTANT ENGAGE GROUP

COLLABORATIVE LEADERSHIP

22nd JANUARY 2013

Copyright Engage Group 2013. Please do not share without prior approval.

COLLABORATION COLLABORATION


DEFINITION

COLLABORATION (CREATING NEW VALUE TOGETHER) RATHER THAN MERE EXCHANGE (GETTING SOMETHING BACK FOR WHAT YOU PUT IN)

COLLABORATIVE ADVANTAGE, HARVARD BUSINESS REVIEW (1994)


COLLABORATION MEANS DIFFERENT THINGS TO DIFFERENT ORGANISATIONS

INNOVATION

CROSS-SELLING

KNOWLEDGE SHARING

ENGAGEMENT

CHANGE

GROWTH

PROFITABILITY

ETC

COLLABORATIONIN YOUR ORGANISATION

DRIVERS OUTCOMES

LEADERSHIP

REWARD

EVP

ETC

RIGHT TOOLS

TRAINING

ANALYTICS

ETC


THE BUSINESS CASE


COLLABORATION DRIVES GROWTH

-4%

-2%

0%

2%

4%

Average growth rate

All Business

Units

High Collaboration

BUs

Low Collaboration

BUs

1.93%2.82%

-0.33%

ENGAGE GROUP CASE STUDY: FTSE 100 BUSINESS 2011-2012


COLLABORATION DRIVES CUSTOMER FOCUS

0%

20%

40%

60%

80%

100%

High Collaboration

BUs

Low Collaboration

BUs

18%

64%… fail to hit their customer service targets



COLLABORATION DRIVES TALENT RETENTION

82% 59%

High Collaboration

BUs

Low Collaboration

BUs

… meet or exceed their talent retention targets



SOCIAL TECHNOLOGY


BENEFITS OF SOCIAL TECHNOLOGIES (1)

Productivity Gains Collaboration through social technologies could increase employee productivity by up to 25%1

Talent Attraction Two in five new graduates 2 said they would accept a lower-paying job that had more social media access and mobility than a higher-paying job with less flexibility.

However, these benefits can only be realised where the right culture and working practices exist.

1 International Data Corporation; McKinsey Global Institute analysis

2 Cisco Connected World Technology Report (2011)

BENEFITS FROM SOCIAL TECHNOLOGIES (2)

Reduced Costs Organisations embracing collaboration through social technologies are seeing a 60% reduction in communication costs and a 44% decrease in travel costs3

However, these benefits can only be realised where the right culture and working practices exist.

3 The rise of the networked enterprise: Web 2.0 finds its payday, McKinsey Quarterly (2010)


INVESTMENT IN SOCIAL TECHNOLOGIES

1 42% annual growth rate (from vendor perspective) predicted for spend in 2012-2016 2 In 2011 spend was US$ 0.8 billion and will rise to US$4.5 billion in 2016

However, benefits from $ can only be realised where the right culture and working practices exist

1 Worldwide Enterprise Software 2012-2014 forecast, IDC recent report

2 Gartner


LINK TO LEADERSHIP

The frontier of human productive capacity today is the power of extended collaboration — the ability to work together beyond the scope of small groups. Today’s technologies have the potential to enable a very different level of business performance, but only when accompanied by a thoughtful redesign of the way your business is done.

COLLABORATION WILL DRIVE THE NEXT WAVE OF PRODUCTIVITY GAIN, HARVARD BUSINESS REVIEW (2012)

TAMMY ERICKSON 2012


CULTURAL READINESS

TECHNOLOGY / TOOLS

Not yet ready Tech ready

Culturally ready Collaboratively ready

THE COLLABORATIVE READINESS MATRIX


COLLABORATIVE LEADERSHIP


CHARACTERISTICS OF COLLABORATIVE LEADERSHIP

Getting value from difference is at the heart of the collaborative leader’s task… they 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: HOW TO SUCCEED IN AN INTERCONNECTED WORLD, DAVID ARCHER AND ALEX CAMERON



Traditional management development, is based on giving potential managers a team of people and a set of resources to control - and success is rewarded with more people and more resources to control. By contrast, collaboration requires managers to achieve success through people and resources outside their control and for this they have had no preparation.

FINANCIAL TIMES SUPPLEMENT SPECIAL REPORT, ROD NEWING



Relationships that cannot be controlled by formal systems but require (a) dense web of interpersonal connections.

COLLABORATIVE ADVANTAGE, HARVARD BUSINESS REVIEW: (1994 )


ONE OF THE DOWNSIDES!

As president of the United States, there are times where I wish information didn’t fl ow so freely because then I wouldn’t have to listen to people criticizing me all the time…


TRAITS AND BEHAVIOURS


KEY TRAITS OF COLLABORATIVE LEADERS

ACCOUNTABLE

HOLISTIC

INVOLVING

TRUSTING


BEHAVIOURAL SHIFTS

FROM TO

Authority through position Collective power is the way forward

Listening to ideas that fit to current thinking Encourage suggestions and ideas from team

Deliver solutions to the team Facilitate ideas and brainstorming

INVOLVING


BEHAVIOURAL SHIFTS

FROM TO




Share time and resources only when necessary Enable team to allocate their time and resources flexibly

Information is power Be more open a sharing

INVOLVING

TRUSTING


BEHAVIOURAL SHIFTS

FROM TO





Focus on symptoms Uncover root causes

See performance as an annual appraisal only Offer on-going feedback and coaching


INVOLVING

TRUSTING

HOLISTIC


BEHAVIOURAL SHIFTS

FROM TO





Stick to the roles and responsibilities Allow roles to evolve

Focus on symptoms Uncover root causes

See performance as an annual appraisal only Offer on-going feedback and coaching


INVOLVING

TRUSTING

HOLISTIC

ACCOUNTABLE


BARRIERS AND ENABLERS



Barriers – stop collaboration Enablers – encourage collaboration

INVOLVING

Less ‘me’ more ‘we’

Kill off ‘not invented here’

Poor communication and low engagement

Transactional leaders (show and tell)

Pitch wars on ideas and ‘owning’ knowledge/contacts

ONLY ALLOWED TO THE ‘PARTY’ BASED ON SENIORITY

Strong sense of purpose and commitment

Self-aware leaders (encourage participation and build confidence)

Investment in learning with transparent decision making

INVITING ALL PEOPLE “IN”




TRUSTING

Less command and control more openness

Do the right thing, rather be right about everything

Political battles

Secrecy

Individual attachment to status and withholding resources

RISK-AVERSE

Values-based decision making

Honesty and humility

Access to resources and talent with leaders as brokers

ALLOW “FAILURE”




HOLISTIC

Broad not narrow

Long term thinking

Low innovation & risk averse culture

Lack of strategic thinkers in favour of technical experts

CONFLICT GOES UNDERGROUND AND BECOMES POLITICS

Invest in R&D and strategic capability. Rotate roles

Promote diversity and ‘cross functional’ teams’

DEVELOP SELF AWARE LEADERS WHO MAKE CONFLICT PRODUCTIVE NOT DESTRUCTIVE




ACCOUNTABLE

Locally driven financial targets

Structured in silos

STRATEGY IS ‘FRAGMENTED’ AND ‘DIVISIONALISED

Reward and recognition is cross-functional and accountability for performance is shared

Structure designed to create new value

STRATEGY IS ‘HOLISTIC’


WHO IS MAKING IT WORK


KEY TRAITS OF COLLABORATIVE LEADERS

ACCOUNTABLE

HOLISTIC

INVOLVING

TRUSTING


THE TRADITIONALIST

Justin King at Sainsbury’s personally creates a collaborative style at the company:

Drives accountability right through the organisation (from Board to shop-floor and team leader level)

Encourages holistic, long-term thinking Examples: – colleague engagement – customer engagement – long-term commitment to growth agenda throughout the business e.g. “Recovery to growth” and “Making Sainsbury’s Great Again” campaigns

Highly involving: “Tell Justin” communications tool; “I’m running Sainsbury’s” program on C4

Trusting: high degree of empowerment for each store and for frontline employees in dealing with customer experiences


JUSTIN KING: CEO, SAINSBURY’S

CULTURAL READINESS

TECHNOLOGY / TOOLS

Not yet ready Tech ready

Culturally ready Collaboratively ready

THE COLLABORATIVE READINESS MATRIX


THE NEW BREED

New technology doesn’t change the underlying behaviours and culture – and will often amplify these

Same principles of collaborative leadership apply to this new environment

New research techniques can highlight where social tools are supporting collaborative behaviours and outcomes (and where they’re not)

Unearthing new sources of influence, how information flows across the organisation and relationship between use of technology and engagement

Need to get all aspects in place: technology, cultural and leadership factors, and analytics to inform strategy


Q&A

Q&A

CONTACT US

CHRIS COPLAND EXECUTIVE CHAIRMANPHONE +44 (0) 20 7566 5604 EMAIL [email protected]

ANNIE HAZLERIGG SENIOR CONSULTANTPHONE +44 (0) 20 7566 5600EMAIL [email protected]

MICHAEL HUTT BUSINESS DEVELOPMENT MANAGERPHONE +44 20 7566 5628EMAIL [email protected]