Collaborative Leadership at HR Directors Business Summit

COLLABORATIVE
LEADERSHIP
ANNIE HAZLERIGG / SENIOR CONSULTANT
ENGAGE GROUP

22nd JANUARY 2013

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

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
DRIVERS OUTCOMES
LEADERSHIP INNOVATION

REWARD CROSS-SELLING

EVP KNOWLEDGE SHARING

ETC ENGAGEMENT
COLLABORATION
IN YOUR ORGANISATION
RIGHT TOOLS CHANGE

TRAINING GROWTH

ANALYTICS PROFITABILITY

ETC ETC


THE
BUSINESS CASE


COLLABORATION DRIVES GROWTH

4%
2.82%
1.93%
2%

Average
growth rate 0%
-0.33%
-2% All High Low
Business Collaboration Collaboration
Units BUs BUs
-4%

ENGAGE GROUP CASE STUDY: FTSE 100 BUSINESS 2011-2012


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


COLLABORATION DRIVES TALENT RETENTION
High Low
Collaboration Collaboration
BUs BUs

82% 59%

… 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.
TAMMY ERICKSON 2012

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

THE COLLABORATIVE
READINESS MATRIX
Culturally ready Collaboratively ready CULTU

Not yet ready Tech ready


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 ﬂow
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

I

NV
C
S TI

OLV
H OLI

IN G
ACCOUNTABLE

TRUSTING


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


BEHAVIOURAL SHIFTS
FROM TO
INVOLVING



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


BEHAVIOURAL SHIFTS
FROM TO
INVOLVING



TRUSTING


HOLISTIC
Focus on symptoms Uncover root causes

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


BEHAVIOURAL SHIFTS
FROM TO
INVOLVING



TRUSTING


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 evolve


BARRIERS
AND ENABLERS


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 SENIORITY



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”
everything



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 DESTRUCTIVE



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
‘DIVISIONALISED


WHO IS MAKING
IT WORK


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

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


CONTACT US

CHRIS COPLAND
EXECUTIVE CHAIRMAN
PHONE +44 (0) 20 7566 5604
EMAIL CHRIS.COPLAND@ENGAGEGROUP.CO.UK

ANNIE HAZLERIGG
SENIOR CONSULTANT
PHONE +44 (0) 20 7566 5600
EMAIL ANNIE.HAZLERIGG@ENGAGEGROUP.CO.UK

MICHAEL HUTT
BUSINESS DEVELOPMENT MANAGER
PHONE +44 20 7566 5628
EMAIL MICHAEL.HUTT@ENGAGEGROUP.CO.UK

Collaborative Leadership at HR Directors Business Summit

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