COLLABORATION: How Leaders Avoid the Traps, Create Unity, and Reap Big ResultsThe Web site for this book is at www.TheCollaborationBook.com.Morten HansenMH_609c5fcc-fa69-11e4-92fc-785a190c4a17MORTEN HANSEN is a management professor at the University of California, Berkeley and at INSEAD in France. Dr. Hansen, a graduate of Stanford University, was previously a professor at Harvard Business School and has been a senior management consultant with the Boston Consulting Group. Dr. Hansen has studied collaboration intensively for more than a decade and has his own consulting practice which specializes in this area. He is also a regular keynote speaker.Summaries.comSUMMARIES.COM is a concentrated business information service. Every week, subscribers are e-mailed a concise summary of a different business book. Each summary is about 8 pages long and contains the stripped-down essential ideas from the entire book in a time-saving format. By investing less than one hour per week in these summaries, subscribers gain a working knowledge of the top business titles. Subscriptions are available on a monthly or yearly basis. Further information is available at www.summaries.com._609c6242-fa69-11e4-92fc-785a190c4a17To amplify the results individuals are able to generate_609c631e-fa69-11e4-92fc-785a190c4a17CollaborationEveryone loves the idea of collaboration, but the goal sometimes get confused. The whole objective of collaboration is not merely to tear down silos and get people to work together. That's all well and good, but to be worthwhile, collaboration must generate results. It must be disciplined and effective. Disciplined collaboration will amplify the results each individual would have attained whereas poor collaboration can actually end up being worse than no collaboration at all.OpportunitiesEvaluate your opportunities for companywide collaboration across organizational units_609c63dc-fa69-11e4-92fc-785a190c4a17Step 1Corporationsinnovate, find new customers and cut costsGovernmentsgreat projects, better decisions, cut costsNon-Profitsgreat projects, better decisions, cut costsLegislatorssolve the problems people care aboutAsk: "What's the upside potential of collaboration?" Remember the true goal of collaboration is not to get people to work together but to generate better results. Take time to figure out whether or not the potential benefits of collaborating will be worth it or not... Everyone loves the idea of collaboration. It sounds good and it has produced some amazing results for others. From a business perspective, the big three potential upsides of engaging in collaboration are obvious and alluring:InnovationCollaborate with new and different people_609c64a4-fa69-11e4-92fc-785a190c4a171.1By collaborating with new and different people, you may be able to come up with better innovations than any you could have generated by yourself. You might pool your existing resources and come up with something better.RevenueIncrease sales revenues_609c654e-fa69-11e4-92fc-785a190c4a171.2The second potential advantage of collaboration is you can make more sales -- or perhaps, more accurately, you can increase sales revenues by cross-selling different products to the existing customers of all parties in a collaboration. Internally, one unit can sell to another unit's customers and externally one company can sell to the customers another company already has. Also products can get bundled together to make solutions through collaboration.EfficiencyMake operations more efficient_609c6602-fa69-11e4-92fc-785a190c4a171.3Collaboration can also be used to make operations become more efficient by cutting costs or by enhancing the quality of the decisions which get made. Solutions that have been used in one part of the business can be transferred to other parts of the enterprise to achieve this advantage.BarriersLook at the four potential barriers which might arise to derail your collaborative efforts_609c66c0-fa69-11e4-92fc-785a190c4a17Step 2Once you figure out it's worth collaborating, you then ask: "What are the likely barriers we will strike when we try and get our people to collaborate?" There are four barriers which arise again and again: 1. The "not-invented-here" barrier -- we don't reach out to others 2. The "hoarding" barrier -- we keep things to ourselves 3. The "search" barrier -- we can't find what we need anywhere 4. The "transfer" barrier -- we only work with people we know well All four barriers need to be addressed before disciplined and effective collaboration can take place.OutreachReach out to others_609c6788-fa69-11e4-92fc-785a190c4a172.1SharingShare things_609c6846-fa69-11e4-92fc-785a190c4a172.2FindabilityMake things easy to find_609c6954-fa69-11e4-92fc-785a190c4a172.3CollaborationWork with people who share our objectives_609c6a26-fa69-11e4-92fc-785a190c4a172.4SolutionsTailor solutions to these barriers using a mix of the three collaborative levers_609c6aee-fa69-11e4-92fc-785a190c4a17Step 3Armed with an understanding of which barriers you face, you can then get to work tailoring solutions. Most solutions will be a mix of three different levers: Unification LeverGet everyone aiming at a lofty goal_609c6bd4-fa69-11e4-92fc-785a190c4a173.1You can create a central unifying goal or state a core value of teamwork. In essence, what you're doing here is using a leadership position of influence to signal collaboration is highly valued and desirable.GoalCraft a central unifying goal_609c6ca6-fa69-11e4-92fc-785a190c4a173.1.1Craft a central unifying goal of some kind -- something which is in equal parts easy to describe and compelling. What you’re trying to do here is to get people to commit to a common cause which is greater than their own individual goals. A well crafted and constructed unifying goal will meet four specific criteria:AchievementArticulate a common fate._609c6d6e-fa69-11e4-92fc-785a190c4a173.1.1.1The goal must articulate a common fate which everyone in the organization agrees would be a tremendous achievement. Example: "I believe that this nation should commit itself to achieving the goal, before this decade is out, of landing a man on the moon and returning him safely to Earth" -- John F. KennedySimplicity & MemorabilityMake goals simple and concrete._609c6e5e-fa69-11e4-92fc-785a190c4a173.1.1.2The goal must be simple and concrete. It becomes memorable because everyone gets it right away. There is no clutter and nothing is left to the individual’s own interpretation. Example: "Be no. 1 or no. 2 in every business globally." -- Jack Welch's goal for General Electric when he became CEO.PassionStir passion._609c6f30-fa69-11e4-92fc-785a190c4a173.1.1.3The goal must stir passion. It must inspire people so much they hate to go home at night. Competition is good for this. Example: "Beat Boeing." -- Airbus's goal in the 1990s.CompetitionCollaborate on the inside so the competition on the outside can be won._609c7002-fa69-11e4-92fc-785a190c4a173.1.1.4The goal must put competition on the outside, not the inside. Everyone in the organization must understand they need to unite against the bigger foe. There must be collaboration on the inside so the competition on the outside can be won.ValueDemonstrate a core value of teamwork._609c70f2-fa69-11e4-92fc-785a190c4a173.1.2Create and demonstrate a core value of teamwork -- that everyone should be willing to collaborate with others in order to do great things. As you give voice to the virtues of teamwork, there are three sins you need to be aware of:ScopeCollaborate across the breadth of the entire organization._609c71ce-fa69-11e4-92fc-785a190c4a173.1.2.1You might end up with the wrong kind of teamwork. People might start working in teams within their own units rather than in efforts across the rest of the company. You have to specify teamwork means collaborating across the breadth of the entire organization.UnificationEnsure that senior management is united_609c72aa-fa69-11e4-92fc-785a190c4a173.1.2.2You might say one thing but do something entirely different yourself. If people see you extolling the virtues of teamwork but then aggressively competing against others to build your own individual unit up, they will wonder whether or not you're very genuine. If the senior management of your organization are not united, it will come as no surprise nobody else in the organization is either.GoalsUse teams to achieve your business goals._609c7390-fa69-11e4-92fc-785a190c4a173.1.2.3You have to be careful teamwork doesn't become the point of what you’re trying to do. Remember, teamwork is a tool, not a destination. You want to use teams to achieve your business goals. There needs to be clear links established and maintained between teamwork and results. Keep your eye on the ball. Use teamwork to generate the kind of results you want and not merely as a way of life for your company.T-Shape LeverWork within and across units simultaneously_609c7516-fa69-11e4-92fc-785a190c4a173.2T-Shaped ManagersT-shaped managers are accountable for the performance of their own business units. There is no ambiguity here whatsoever, and this will likely take up the majority of the manager’s time, but typically around 15 - 20 percent of his or her time will also be applied in a variety of cross-unit collaborations. Good managers must be able to balance both demands on their time for disciplined collaboration to occur. Managers need to perform well in both dimensions.You can teach people they need to combine the results they generate within their own units with those they generate by cross-unit collaboration... When you're a manager working for an organization which values collaboration, you need to become skilled in what can be termed "T-shaped management"... So how do you expand T-shaped management in your organization? Some suggestions:RewardsReward people for individual results and contributions to other units._609c75f2-fa69-11e4-92fc-785a190c4a173.2.1Change your reward system – so people are rewarded for individual results and contributions to other units. In simple terms if you come up with some T-shaped reward criteria, everyone will change their behavior to try and earn those better rewards on offer. Many organizations have found making a bonus 50 percent of salary works, and half that bonus should be based on individual unit performance while the other half is derived from collaborative contributions. If 25 percent of your compensation is tied to how well you collaborate, you’ll be anxious to do morePromotionsPromote those who engage in T-shaped behavior._609c76e2-fa69-11e4-92fc-785a190c4a173.2.2Use T-shaped promotion criteria -- as another carrot for people to do this more. If you progressively promote those who engage in T-shaped behavior and not others, everyone will understand they need to get with the system in order to get ahead.CriteriaMeasure and track cross-unit contributions consistently._609c77c8-fa69-11e4-92fc-785a190c4a173.2.3Specify what the criteria for cross-unit contributions will be -- the metrics everyone will use. For collaboration to increase, it must be measured and tracked using consistent measures everyone understands.Data & EvaluationGather data about cross-unit collaborations consistently and evaluate that data openly and candidly._609c78ae-fa69-11e4-92fc-785a190c4a173.2.4Gather data about cross-unit collaborations consistently -- and evaluate that data openly and candidly. If people perform well both in their own units and also across other units, promote them. If not, you might delay their promotions or reduce their bonuses. Both approaches will work and both will send the right signals.RecruitmentRecruit people who are T-shaped managers._609c79a8-fa69-11e4-92fc-785a190c4a173.2.5Recruit new people who are T-shaped managers -- rather than going after the superstars who act more like lone wolves. Bring in new people who are inclined to collaborate. Hire proven T-shaped managers.CoachingTeach people how to collaborate._609c7a98-fa69-11e4-92fc-785a190c4a173.2.6Coach for T-shaped behavior -- teach your people how to collaborate. Change their attitudes. Instill in them a new vocabulary which enshrines teamwork and collaboration as being highly desirable. In addition to providing training, use peer pressure to good effect. Help people make the transition. Provide coaching so people can develop the skills and behaviors which will enable them to be more successful collaborators.Hiring & FiringFire laggards and fill vacancies with T-shaped practitioners._609c7b88-fa69-11e4-92fc-785a190c4a173.2.7If necessary, fire laggards -- and fill those vacancies with T-shaped practitioners. If firing isn't an option, actively encourage the laggards to find positions which are better matched to their preferences. At the very least, be proactive in encouraging noncollaborators to move on.Networks LeverGet people to use their personal networks_609c7c96-fa69-11e4-92fc-785a190c4a173.3You can encourage the formation and strengthening of the right kinds of cross-unit relationships. By building these nimble networks, you facilitate searches and reduce potential transfer problems... The third lever which can be used to overcome the barriers to collaboration is to encourage people to build "nimble networks." For all practical purposes, collaborative companies run on networks -- the informal working relationships people form which cut across all formal lines of reporting. To get more collaboration happening, harness the informal network that exists. All kinds of myths exist in the business world about networking. Some of the more widespread myths include the ideas: * Networking is always a good thing -- which is not true. Some people spend so much time building their network they forget it's all about results. A network is a business tool, not an end in and of itself. * The more people you have in your network, the better -- which is also false. A few high quality relationships will always be more productive than lots of casual associations. * Great networkers are socially gifted -- which is also incorrect. Good networkers come in all shapes, sizes and temperaments. * Networking is an art rather than a science -- which sounds plausible but has been shown to be false by the emergence of next generation social networking tools which can be applied systematically to great effect... Once you get these myths out of the way, your focus can turn to what principles of smart networking can lead to more disciplined collaboration taking place. From a business perspective, networks provide two fundamental benefits: 1. Networks are a great way to help people identify opportunities for collaboration -- because they enable people to use their professional relationships to secure the resources they need to make collaboration happen. 2. Networks help people capture all or part of the added value created -- which is obviously essential. Businesses have to show bottom line results for their collaborative efforts and networks excel at capturing value. By providing these benefits, networks reduce all four barriers to collaboration in tangible ways. Specifically: * Networks reduce not-invented-here tendencies. * Networks help people become more open to input from others. * Networks are great at helping people search for things. * People are always more willing to help those they know. * Good networks can lower any potential transfer problems. * The relationships inbuilt in networks can be very useful... There are six network rules which apply from a collaboration perspective. The first four rules help people identify opportunities while the last two assist with the capture of value. The rules are:Professional ContactsBuild connections to other parts of your company and to the outside world._93de5906-faac-11e4-b181-a26c190c4a173.3.1Build outward, not inward -- your network will always be stronger if you people it with professional contacts from outside your own firm. Build connections to other parts of your company and to the outside world and not just to those you already work with on a day-to-day basis.DiversityBuild a diverse network._93de5be0-faac-11e4-b181-a26c190c4a173.3.2Build a diverse network and not merely a large network -- because when it comes to networks size doesn't really count. You’re far better off having a network that includes people with different expertise, additional know-how and knowledge of technologies you're not at all familiar with. Try and add contacts who can attack challenges from a different perspective to yours.TiesForm bridges to resources you don't often access._93de5d34-faac-11e4-b181-a26c190c4a173.3.3Networking is a case where weak ties are surprisingly better than strong ties -- you're better placed if you know lots of people you contact infrequently than if you have just a few close friends you know well and talk with all the time. Weak ties are good because they form bridges to resources you don't often access. Strong ties tend to be to worlds you already know. Also, you can maintain lots of weak ties without them becoming a drain on your productivity.BridgesEstablish ties with people who are uniquely positioned to help other people find what they want based on the strength of their personal networks._93de5e38-faac-11e4-b181-a26c190c4a173.3.4Work hard to develop bridges -- rather than linking up with familiar faces. Bridges are people who are uniquely positioned to help other people find what they want based on the strength of their personal networks. They develop good contacts all over the place and can make the needed connections for you.SwarmingInvoke common links and use those linkages to be more persuasive._93de5f78-faac-11e4-b181-a26c190c4a173.3.5Always try and swarm your target -- rather than going in alone. In other words, when you meet with someone to make a proposal, mention all the influencers you know and network with. Invoke the common links you have with those people and use those various linkages to be more persuasive. When you have a good network, you speak for lots of other people as well so make their influence felt.DetailsRecognize when it's time to switch to your strong ties._93de607c-faac-11e4-b181-a26c190c4a173.3.6Know when it's time to switch to your strong ties -- because that time will come during most projects. Sooner or later when you're working on something complex, you have to stop dealing with superficial matters and get down to the nitty-gritty details. If you keep dealing with people who have only cursory knowledge, problems can arise. You have to narrow down those who go into the details and get them working together to make the right things happen.EvaluationPeriodically pause and evaluate how well you're applying these six network rules._93de6176-faac-11e4-b181-a26c190c4a173.3.7The whole idea here is to build nimble business networks which embrace individuals who can work in a collaborative way. Every once in a while, you need to pause and evaluate how well you're doing as a company in applying these six network rules. To do that, follow three steps:Network MappingMap the network as it currently exists._93de62a2-faac-11e4-b181-a26c190c4a173.3.7.1Get a top-down view of where you currently stand.Network EvaluationEvaluate your network._c005a9c4-faae-11e4-ae34-8863190c4a173.3.7.2See how you stack up against the six network rules. Look at all the cross-unit ties and see what you need to encourage to be happening in the future.InterventionsTailor some interventions._c005ad02-faae-11e4-ae34-8863190c4a173.3.7.3Identify any obvious weak spots in your companywide network and design some specific solutions. Figure out what needs to be done to make your networks more nimble and increasingly robust and then get to work making the right things happen.Exemplification & PracticeExemplify and practice a more collaborative style of leadership._c005aeb0-faae-11e4-ae34-8863190c4a17Step 4LeadersTo make disciplined collaboration take hold in any organization, leaders themselves have to walk the talk. In other words, leaders need to exemplify and practice a more collaborative style of leadership if they are to have any hope the idea of collaboration will take root throughout their organization.There are three behaviors which characterize a collaborative leadership style:GoalsRedefine success to move from narrow agendas to big goals._c005aff0-faae-11e4-ae34-8863190c4a174.1LeadersCollaborative leaders try and find common ground. Instead of defining success based around your own narrow agenda, look at what bigger goals you can be working towards. Often, this change of focus will throw up some very pragmatic ideas and potential solutions. These may be a compromise between what two units want but the compromise is very good for the organization as a whole.InclusivenessInvolve others in making more inclusive decisions._c005b18a-faae-11e4-ae34-8863190c4a174.2LeadersCollaborative leaders are inclusive when making decisions. In practical terms, this means they are: * Open to other people’s views and eager to get their input on the decisions which are getting made. * Willing to consider different points of view and to get to understand what others are thinking and why. * Open to debate and willing to let others freely voice their opinions without recrimination.Accountability & ResponsibilityBe accountable and take responsibility for mistakes._c005b2d4-faae-11e4-ae34-8863190c4a174.3LeadersSometimes, when people get involved in a joint effort of one kind or another, they try to hide a little. Since everyone is worried about the group results, they try and get by on the strength of the overall collective work. Collaborative leaders do the exact opposite. They have a high degree of individual accountability. They take responsibility by: * Assuming individual accountability for what the group generates and even going so far as to specify what metrics should be used to track and ultimately judge the overall collective effort. * Demanding that others accept responsibility for delivering results as well.2015-05-14https://summaries.com/Platinum/Collaboration.pdfOwenAmburOwen.Ambur@verizon.net