Collaboration is the behavior of working with others, in-person or virtually, to produce something. It is the nature of business and a key factor for success, yet it is often lacking.
Some years ago, I was asked to run a conflict management training for a software company in Singapore, I explained to the client that giving people conflict management strategies is a great idea, but the conflict would remain unless the underlying causes of the conflict were addressed. I asked:
"Who is in conflict with whom, and about what?’"
With more gentle probing, I discovered that the engineering team was motivated and rewarded to keep the servers online and secure. The innovation team was motivated and rewarded for developing new solutions and selling them to market.
‘I’m curious,’ I probed further. ‘Does the innovation team need to test their beta software on the engineering team’s servers?’
The answer was...
My coaching client, let’s call him Terry, was frustrated. Like many people, he valued harmony, and to achieve it he often didn’t speak up but when things didn’t go the way he thought they should. But, despite his best efforts, his frustration would often leak out, derailing his plans.
Harmony, I explained, takes work. It requires awareness of your own needs, wants, and beliefs as well as being curious about the needs, wants, and beliefs of others. With this awareness, you can communicate assertively to reach collaboration. In short, you must lean into difference rather than avoid it and pretend it doesn’t exist.
In this post, I share a framework that can help you have more harmony in your work and personal life.
A need, like food, water, clothing, and shelter, is a must-have. If a need is not met, we will consciously or unconsciously behave in ways to fulfill our needs. Beyond the physiological needs, Abraham Maslow...
If you Google the term ‘leadership’, you get 2.2 Billion results! And, the definition doesn’t help much:
“Leadership is the action of leading”
– well that’s deep! And the synonyms include; authority, control, and management - all of which are at odds with many modern descriptions of effective leadership.
“There are almost as many different definitions of leadership as there are people who have tried to describe the concept” (Bass, 1990)
I love this quote, partly because I myself am an author on leadership, and because it highlights that to understand leadership, you have to consider the context.
Wait a moment. Before we decide on a definition of leadership, let us first ask, “Why Leadership?”
We need Leadership because the World is Complex and Changing Fast. You’ve probably heard the term VUCA. VUCA is an acronym coined by the US army and stands for Volatility, Uncertainty, ...
Career conversations are not performance reviews, and they are not necessarily about a pay rise. They are about utilizing talents, developing skills, and sustaining motivation.
The strength and sustainability of a company depend on attracting, retaining, and developing good talent, and career conversations are a vital part of this. Considering the importance of these conversations, many managers feel at a loss on how to have them, and employees don't know how to prepare for them.
Karin was frustrated. She felt taken for granted and knew she was being under-compensated. What added insult to injury was that her manager made no attempt to engage her about what she wanted, despite her driving one of the biggest and most complicated technology projects in the company's history.
Karin confided in me, during our coaching together, that she had started to look outside her firm because she didn’t feel recognized and was not being recompensed for the impact she was making.
Imagine you are traveling on a plane, there's a loud bang, and the oxygen masks fall from the ceiling.
The pilot comes out of the cockpit and says either:
a) “Obviously there's a bit of a problem, can you get into small groups and discuss options, as I would like full buy-in before I make a decision.”
b) “Ladies and gentlemen, put on your oxygen masks and remain calm; we are experiencing some difficulties but I will get us out of this”?
You chose b) right?
Clearly, in this situation, a crisis, a directive, or autocratic leadership style is appropriate and even appreciated.
At the start of the pandemic, I was coaching senior leaders to be more directive to give clear leadership and a sense that someone was in control - even if they were making adjustments on a daily basis.
Now, that we are used to living with Covid, and have adapted to a high level of autonomy with work-from-home, is a directive leadership style desirable or...