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Collaborative Leadership at HR Directors Business Summit
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Collaborative Leadership at HR Directors Business Summit

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This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving …

This presentation supported Annie Hazlerigg’s, Senior Consultant at Engage Group, presentation at HR Directors Business Summit in Birmingham on the theme of collaborative leadership, giving organisations a framework for developing their collaboration strategies.

For more information, please visit www.engagegroup.co.uk

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  • 1. COLLABORATIVE LEADERSHIP ANNIE HAZLERIGG / SENIOR CONSULTANT ENGAGE GROUP22nd JANUARY 2013Copyright Engage Group 2013. Please do not share without prior approval.
  • 2. COLLABORATIONCopyright Engage Group 2013. Please do not share without prior approval.
  • 3. DEFINITION COLLABORATION (CREATING NEW VALUE TOGETHER) RATHER THAN MERE EXCHANGE (GETTING SOMETHING BACK FOR WHAT YOU PUT IN) COLLABORATIVE ADVANTAGE, HARVARD BUSINESS REVIEW (1994)Copyright Engage Group 2013. Please do not share without prior approval.
  • 4. COLLABORATION MEANS DIFFERENT THINGS TO DIFFERENT ORGANISATIONSDRIVERS OUTCOMES LEADERSHIP INNOVATION REWARD CROSS-SELLING EVP KNOWLEDGE SHARING ETC ENGAGEMENT COLLABORATION IN YOUR ORGANISATION RIGHT TOOLS CHANGE TRAINING GROWTH ANALYTICS PROFITABILITY ETC ETC Copyright Engage Group 2013. Please do not share without prior approval.
  • 5. THE BUSINESS CASECopyright Engage Group 2013. Please do not share without prior approval.
  • 6. COLLABORATION DRIVES GROWTH 4% 2.82% 1.93% 2% Averagegrowth rate 0% -0.33% -2% All High Low Business Collaboration Collaboration Units BUs BUs -4% ENGAGE GROUP CASE STUDY: FTSE 100 BUSINESS 2011-2012 Copyright Engage Group 2013. Please do not share without prior approval.
  • 7. COLLABORATION DRIVES CUSTOMER FOCUS 100% 80% 64% 60% … fail to hit their customer service targets 40% 18% 20% 0% High Low Collaboration Collaboration BUs BUs ENGAGE GROUP CASE STUDY: FTSE 100 BUSINESS 2011-2012Copyright Engage Group 2013. Please do not share without prior approval.
  • 8. COLLABORATION DRIVES TALENT RETENTION High Low Collaboration Collaboration BUs BUs 82% 59% … meet or exceed their talent retention targets ENGAGE GROUP CASE STUDY: FTSE 100 BUSINESS 2011-2012Copyright Engage Group 2013. Please do not share without prior approval.
  • 9. SOCIAL TECHNOLOGYCopyright Engage Group 2013. Please do not share without prior approval.
  • 10. BENEFITS OF SOCIAL TECHNOLOGIES (1)Productivity Gains Collaboration through social technologies could increase employee productivity by up to 25%1Talent 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 wherethe right culture and working practices exist. 1 International Data Corporation; McKinsey Global Institute analysis 2 Cisco Connected World Technology Report (2011)
  • 11. 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)Copyright Engage Group 2013. Please do not share without prior approval.
  • 12. 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 GartnerCopyright Engage Group 2013. Please do not share without prior approval.
  • 13. 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. TAMMY ERICKSON 2012 COLLABORATION WILL DRIVE THE NEXT WAVE OF PRODUCTIVITY GAIN, HARVARD BUSINESS REVIEW (2012)Copyright Engage Group 2013. Please do not share without prior approval.
  • 14. THE COLLABORATIVE READINESS MATRIX Culturally ready Collaboratively ready CULTU Not yet ready Tech readyCopyright Engage Group 2013. Please do not share without prior approval.
  • 15. COLLABORATIVE LEADERSHIPCopyright Engage Group 2013. Please do not share without prior approval.
  • 16. 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 CAMERONCopyright Engage Group 2013. Please do not share without prior approval.
  • 17. CHARACTERISTICS OF COLLABORATIVE LEADERSHIP 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 NEWINGCopyright Engage Group 2013. Please do not share without prior approval.
  • 18. CHARACTERISTICS OF COLLABORATIVE LEADERSHIP Relationships that cannot be controlled by formal systems but require (a) dense web of interpersonal connections. COLLABORATIVE ADVANTAGE, HARVARD BUSINESS REVIEW: (1994 )Copyright Engage Group 2013. Please do not share without prior approval.
  • 19. ONE OF THE DOWNSIDES! As president of the United States, there are times where I wish information didn’t flow so freely because then I wouldn’t have to listen to people criticizing me all the time…Copyright Engage Group 2013. Please do not share without prior approval.
  • 20. TRAITS AND BEHAVIOURSCopyright Engage Group 2013. Please do not share without prior approval.
  • 21. KEY TRAITS OF COLLABORATIVE LEADERS I NV C S TI OLV H OLI IN G ACCOUNTABLE TRUSTINGCopyright Engage Group 2013. Please do not share without prior approval.
  • 22. BEHAVIOURAL SHIFTS FROM TO INVOLVING 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 brainstormingCopyright Engage Group 2013. Please do not share without prior approval.
  • 23. BEHAVIOURAL SHIFTS FROM TO INVOLVING 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 TRUSTING Information is power Be more open a sharing Share time and resources only when necessary Enable team to allocate their time and resources flexiblyCopyright Engage Group 2013. Please do not share without prior approval.
  • 24. BEHAVIOURAL SHIFTS FROM TO INVOLVING 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 TRUSTING Information is power Be more open a sharing Share time and resources only when necessary Enable team to allocate their time and resources flexibly HOLISTIC Focus on symptoms Uncover root causes See performance as an annual appraisal only Offer on-going feedback and coachingCopyright Engage Group 2013. Please do not share without prior approval.
  • 25. BEHAVIOURAL SHIFTS FROM TO INVOLVING 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 TRUSTING Information is power Be more open a sharing Share time and resources only when necessary Enable team to allocate their time and resources flexibly HOLISTIC Focus on symptoms Uncover root causes See performance as an annual appraisal only Offer on-going feedback and coaching ACCOUNTABLE Stick to the roles and responsibilities Allow roles to evolveCopyright Engage Group 2013. Please do not share without prior approval.
  • 26. BARRIERS AND ENABLERSCopyright Engage Group 2013. Please do not share without prior approval.
  • 27. BARRIERS AND ENABLERS Barriers – stop collaboration Enablers – encourage collaboration Poor communication and Strong sense of purpose and low engagement commitment INVOLVING Transactional leaders Self-aware leaders (encourage (show and tell) participation and build Less ‘me’ confidence) more ‘we’ Kill off ‘not Pitch wars on ideas and Investment in learning with invented here’ ‘owning’ knowledge/contacts transparent decision making ONLY ALLOWED TO INVITING ALL PEOPLE “IN” THE ‘PARTY’ BASED ON SENIORITYCopyright Engage Group 2013. Please do not share without prior approval.
  • 28. BARRIERS AND ENABLERS Barriers – stop collaboration Enablers – encourage collaboration Political battles Values-based decision making TRUSTING Less command Secrecy Honesty and humility and control more openness Individual attachment to status Access to resources and talent and withholding resources with leaders as brokers Do the right thing, rather be right about RISK-AVERSE ALLOW “FAILURE” everythingCopyright Engage Group 2013. Please do not share without prior approval.
  • 29. BARRIERS AND ENABLERS Barriers – stop collaboration Enablers – encourage collaboration Low innovation & Invest in R&D and strategic risk averse culture capability. Rotate roles HOLISTIC Broad not Lack of strategic thinkers in Promote diversity and ‘cross narrow favour of technical experts functional’ teams’ Long term thinking CONFLICT GOES DEVELOP SELF AWARE UNDERGROUND AND LEADERS WHO MAKE BECOMES POLITICS CONFLICT PRODUCTIVE NOT DESTRUCTIVECopyright Engage Group 2013. Please do not share without prior approval.
  • 30. BARRIERS AND ENABLERS Barriers – stop collaboration Enablers – encourage collaboration Locally driven financial targets Reward and recognition is cross-functional and accountability for performance is shared ACCOUNTABLE Structured in silos Structure designed to create new value STRATEGY IS STRATEGY IS ‘HOLISTIC’ ‘FRAGMENTED’ AND ‘DIVISIONALISEDCopyright Engage Group 2013. Please do not share without prior approval.
  • 31. WHO IS MAKING IT WORKCopyright Engage Group 2013. Please do not share without prior approval.
  • 32. KEY TRAITS OF COLLABORATIVE LEADERS I NV C S TI OLV H OLI IN G ACCOUNTABLE TRUSTINGCopyright Engage Group 2013. Please do not share without prior approval.
  • 33. 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 experiencesCopyright Engage Group 2013. Please do not share without prior approval.
  • 34. JUSTIN KING: CEO, SAINSBURY’S
  • 35. THE COLLABORATIVE READINESS MATRIX Culturally ready Collaboratively ready CULTU Not yet ready Tech readyCopyright Engage Group 2013. Please do not share without prior approval.
  • 36. 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 strategyCopyright Engage Group 2013. Please do not share without prior approval.
  • 37. Q&A Q&A
  • 38. CONTACT USCHRIS COPLANDEXECUTIVE CHAIRMANPHONE +44 (0) 20 7566 5604EMAIL CHRIS.COPLAND@ENGAGEGROUP.CO.UKANNIE HAZLERIGGSENIOR CONSULTANTPHONE +44 (0) 20 7566 5600EMAIL ANNIE.HAZLERIGG@ENGAGEGROUP.CO.UKMICHAEL HUTTBUSINESS DEVELOPMENT MANAGERPHONE +44 20 7566 5628EMAIL MICHAEL.HUTT@ENGAGEGROUP.CO.UK

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