collaborative leadership
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© David Archer – Socia Ltd 2013
Collaborative Leadership
- Delivering results across
boundaries
David Archer
Socia Ltd.
London 2012
a triumph of
collaborative
leadership…
But what is
the best
example?
© David Archer – Socia Ltd 2013
The human dilemma
• Our brains have evolved with the capabilities
needed to collaborate and to compete
– to be social animals and to be soldiers
• These capabilities evolved at a time when they
were used to:
– cooperate within a tribe
– compete with other tribes
Ants have had 60M years+ to refine their social
capabilities – Homo sapiens have had < 100k years
See – The Social Conquest of Earth By E O Wilson
© David Archer – Socia Ltd 2013
Interdependence
No man is an island
We live in an increasingly connected world – leaders
need to face the inevitability of interdependence
It wasn’t always like that…
© David Archer – Socia Ltd 2013
Vertical integrated organisation > Control
Networked organisation > Flexibility + Interdependence
© David Archer – Socia Ltd 2013
Today… ecosystems, multi-party networks and
the threat of contagion!
Collaboration is not a moral choice –
but sometimes it is a business necessity
© David Archer – Socia Ltd 2013
Risks multiply across boundaries
A model to help leaders manage
successful collaborative relationships
© David Archer – Socia Ltd 2013
The spectrum of collaboration
10 9 8 7 6 5 4 3 2 1 0
mutual partnership
Close
All objectives the same
Loyal to the group
Lots of time together
Distant
Separate business objectives
Loyal to my employer
Little time together
“They give us a good
deal”
“They are really one
of us”
customer supplier transactional
permanent team
symbiotic
© David Archer – Socia Ltd 2013
Points of interdependence
© David Archer – Socia Ltd 2013
• The greater the degree of
collaboration, the more
frequent and significant are
the points of interdependence
• + the further to the left the
relationship sits on the
spectrum of collaboration
• Parties act independently
outside these points - to meet
agreed goals
• However the actions of one
party may affect the
reputation of all
Points of interdependence
© David Archer – Socia Ltd 2013
Collaboration
Operations
Behaviours Governance
Three foundations of collaboration
© David Archer – Socia Ltd 2013
• Governance
• Operations
• Behaviours
• By Governance we mean the ways contracts are written,
accountabilities are set and decisions are made
• By Operations we mean the processes by which things get done,
progress is measured and information/learning is shared
• By Behaviours we mean the way that leaders act as role models
and people work together to produce joint results
Three foundations of collaboration
© David Archer – Socia Ltd 2013
transactional customer supplier
symbiotic permanent team
Wh
at
do
we
have t
o m
an
ag
e?
mutual partnership
The spectrum of collaboration
Three foundations of collaboration
© David Archer – Socia Ltd 2013
transactional customer supplier
symbiotic permanent team
Wh
at
do
we
have t
o m
an
ag
e?
The spectrum of collaboration
Three foundations of collaboration
contract & governance
mutual partnership
© David Archer – Socia Ltd 2013
transactional customer supplier
symbiotic permanent team
Wh
at
do
we
have t
o m
an
ag
e?
The spectrum of collaboration
Three foundations of collaboration
individual & group behaviours
mutual partnership
© David Archer – Socia Ltd 2013
transactional customer supplier
symbiotic permanent team
Wh
at
do
we
have t
o m
an
ag
e?
individual & group behaviours
operations – process
& systems
contract & governance
The spectrum of collaboration
Three foundations of collaboration
mutual partnership
© David Archer – Socia Ltd 2013
Three foundations of collaboration
Relationships at different points on the spectrum of
collaboration require a different degree of leadership
focus on Governance, Operations and Behaviours
So what does all this mean for
project managers…?
© David Archer – Socia Ltd 2013
Collaborative Leadership
In this interconnected
world, people delivering
projects across boundaries
face the needs to:
– Build relationships
– Handle conflict
– Share control
© David Archer – Socia Ltd 2013
New skills?
6 attributes of a collaborative leader
• Agility
• Patience
• Empathy
• Mediation
• Influencing
• Engaging
others
Abraham Lincoln
“A Team of Rivals”
© David Archer – Socia Ltd 2013
a process of
Co-evolution
Yucca moth Giant hawk moth
Collaboration in a changing world is…
You can’t do it on your own
And finally...
© David Archer – Socia Ltd 2013
The collaborative leader
- a 10 point manifesto 1. Seek out conflict early - address it openly and with
confidence
2. Don’t expect your partners to have the same objectives as
yourself – but look for the common ground
3. Understand that collaboration is not a zero sum game -
but if you want others to invest in your success you must
invest in theirs
4. Value and use diversity – both within your organisation
and between you and your partners
5. Only get as close and collaborate as much as the
situation demands - collaboration is not a moral choice…
© David Archer – Socia Ltd 2013
The collaborative leader
- a 10 point manifesto continued
6. Look to the long-term in relationships – and combine
patience with agility
7. Listen hard – and then show you have understood what
you heard
8. Be clear where the significant ‘points of interdependence’
are in a relationship – you can’t control everything
9. Engage others in your mission to be a collaborative leader
– you can’t be a collaborative leader on your own
10.Be authentic in all you do – people need to know that
what they see is what they get.
© David Archer – Socia Ltd 2013
But remember a shift of power can
change the whole collaboration game
© David Archer – Socia Ltd 2013
Questions
© David Archer – Socia Ltd 2013
Socia (f socius) – Latin ~
partner, companion,
associate, from societas –
fellowship: implying union
for a common purpose and
not a mere assembly Socia Ltd
Central Court
25 Southampton Buildings
London
WC2A 1AL
T 0870 787 6202
W www.socia.co.uk
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