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Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

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Gregg Kober, our Vice President of Change Management and Enablement, speaks to why strategically important customers require a level of intimacy with the organizations that sell to them. Strategic …

Gregg Kober, our Vice President of Change Management and Enablement, speaks to why strategically important customers require a level of intimacy with the organizations that sell to them. Strategic account managers are challenged with better aligning their internal stakeholders in order to deliver consistent value to the customer. In order to accomplish this alignment, selling organizations need to change. This type of change often generates resistance among internal stakeholders and can derail strategic account managers.

In this presentation, Gregg defines collaborative acumen, discusses why leveraging collaborative acumen is necessary to deliver value, and provides a framework that develops the competencies and skills of account managers.

Learn more about Richardson at http://www.richardson.com.

Published in: Business, Technology

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  • 1. 43: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value Presenter: Gregg Kober, Vice President, Change Management
  • 2. Agenda  Define Collaborative Acumen  Describe the Collaborative Acumen Framework  Apply Key Skills  Illustrate a Client Case Study 2© Richardson 2013 • www.richardson.com
  • 3. Chief “Cat Herder” © Richardson 2013 • www.richardson.com 3
  • 4. Silos, Turf, and Bandwidth © Richardson 2012 • www.richardson.com 4
  • 5. Clarifying What We Mean by “Collaboration” © Richardson 2012 • www.richardson.com 5 Collaboration Teamwork Coordination Cooperation Wendy L. Bedwell, Jessica L. Wildman, Deborah DiazGranados, Maritza Salazar, William S. Kramer, and Eduardo Salas (2012)
  • 6. Mike Kunkle Transform Sales Results with Effective Learning Systems 6 A process whereby two or more social units reciprocally engage in joint activities aimed at achieving at least one shared goal Wendy L. Bedwell, et al. (2012)
  • 7. Mike Kunkle Transform Sales Results with Effective Learning Systems 7 The skills, knowledge, and attitudes necessary to effectively participate in a process whereby two or more social units reciprocally engage in joint activities aimed at achieving at least one shared goal
  • 8. Collaborative Acumen Framework © Richardson 2013 • www.richardson.com 8 Assess Engage Facilitate Reciprocate Goal(s)
  • 9. Identify Goal(s) for Potential Collaboration © Richardson 2013 • www.richardson.com 9 Assess Engage Facilitate Reciprocate Goal(s)
  • 10. Assess Whether Collaboration is Appropriate © Richardson 2013 • www.richardson.com 10  Bad collaboration is worse than no collaboration at all.  Divide up a large, complex goal into smaller objectives, activities, and tasks to determine which ones require collaboration.  Should we tackle this goal with a collaborative approach?  For which part(s) of the goal does collaboration provide the biggest “pay-off”? Assess Engage Facilitate Reciprocate Morten T. Hanson (2009) Goal(s)
  • 11. Does it make sense to collaborate? Business Units Maritime Energy Industrial IT Maritime Sell Energy’s competency in fire and explosions to Maritime ($20) Sell Industrial’s leadership system to Maritime clients ($10 ) Sell IT’s risk management services to Maritime clients ($10 ) Energy Sell Maritime’s mobile offshore platform tech to Energy clients ($200) Sell Industrial’s leadership system to Energy clients ($10 ) Sell IT’s risk management services to Energy clients ($10) Industrial Sell Energy’s competency in fire and explosions to Industrial clients ($50) Sell IT’s risk management services to Industrial clients ($300) IT Sell Energy’s risk and reliability competency to IT clients ($10) © Richardson 2013 • www.richardson.com 11 Morten T. Hanson (2009)
  • 12. Engage Your Internal Network © Richardson 2013 • www.richardson.com 12  Enlarge your existing internal network – don’t get “locked in” to only a handful of colleagues.  Involve only those you need when you need them; mix and match.  Ensure that there is a benefit to that person of collaborating – self- interest is a better predictor of sustained partnership than good intentions.  Set your colleagues up for success.  Whose help do we need for what parts of this goal?  Why would that person want to contribute? Assess Engage Facilitate Reciprocate Goal(s)
  • 13. Activity: Which Social Network do You Want? © Richardson 2013 • www.richardson.com 13 Sr. Mgr. Spec. Spec. Sr. Spec. Sr. Mgr. Spec. Spec. Sr. Spec. Bus. Ldr. Bus. Ldr. Spec. Spec. Adapted From: Karen Flaherty, Son K. Lim, Nick Lee, Jay Prakash Mulki, and Andrea L. Dixon (Winter 2012)
  • 14. Facilitate the Dialogues © Richardson 2013 • www.richardson.com 14  Consistently communicate the shared goal(s).  Look at it from multiple perspectives - invite different “voices” into the dialogue  Give permission to others to reframe problems and issues.  Define decision rights.  Surface and resolve resistance so that conflict is constructive – stand in the tension.  Do we have all the right people involved?  Who is not speaking and needs to?  How will I handle conflict? Assess Engage Facilitate Reciprocate Goal(s)
  • 15. Resolving Resistance in a Collaborative Manner © Richardson 2013• www.richardson.com 15 Acknowledge/ Empathize Question Position Check  Acknowledge what the colleague has said -or-  Empathize with the emotion, as appropriate  Ask for feedback to determine how well your response satisfied the objection  Keep the dialogue interactive  Probe broad resistance  Identify the underlying need  Continue to use acknowledgment and questioning  Tailor your response to colleague’s needs  Be concise and specific
  • 16. Activity: Resolving Resistance Practice You and a small group of colleagues are meeting in order to review and refine an account plan for an existing, strategic customer. You are relatively new to this customer having only worked with the account for about a year. This has been a long- standing customer who has been going through many changes due to consolidation in its industry. Because of these changes, you recently identified an emerging customer need that you believe your company can help solve. During the internal account planning dialogue, you shared the emerging need with your colleagues and suggested an approach to proactively address that need. One colleague reacted negatively to your suggestion saying, “We have tried that in the past and it did not get any traction with this customer.” © Richardson 2012 • www.richardson.com 16
  • 17. Reciprocate to Achieve (Long-term) Results © Richardson 2013 • www.richardson.com 17 • Recognize the need for a “two- way” relationship – don’t just extract value, provide value • Provide value to your colleagues similar to how you provide value to your clients • Develop a “longer time horizon” when working with colleagues • You are only as good as your network • To what extent do I know my colleagues needs and preferences? • When was the last time I asked, “What can I help you with?” Assess Engage Facilitate Reciprocate Goal(s)
  • 18. Reciprocity at Work • Takers – Treats an internal colleague as a subordinate • Matchers – Treat an internal colleague the way that the colleague treats you • Givers – Treat an internal colleague like a client © Richardson 2012 • www.richardson.com 18 Adam Grant (2013)
  • 19. Case Study: Large Technology Company • Take time to define the goal. Identifying the goal accurately depends on multiple perspectives. • Collaboration does not drive performance on its own. Assessing when and how to collaborate is key. • Map the internal team members not just the client stakeholders. Engaging colleagues outside of their “comfort zone.” • Conflict should be constructive because that is how the best ideas “bubble up.” Facilitating internal dialogues is as important as the dialogues with the client. • Internal team member buy-in needs to be deliberately built to drive performance. Reciprocating with assistance, time with client, and recognition builds internal cohesion and improved coordination. © Richardson 2013 • www.richardson.com 19
  • 20. Mike Kunkle Transform Sales Results with Effective Learning Systems 20 1. Identify goal(s) for potential collaboration 2. Assess whether collaboration is appropriate 3. Engage your internal network 4. Facilitate the dialogues 5. Reciprocate to achieve (long-term) results
  • 21. Resources © Richardson 2013 • www.richardson.com 21
  • 22. Gregg Kober Vice President, Change Management E-mail Contact via LinkedIn Phone 215-940-9255