collaborating with non- collaborators

Pollyanna PIXTON President, Accelinnova 801. 209. 0195 Forbes blog: blog.forbes.com/pollyannapixton/ blog: pollyannapixton.com t: @pollyannapixton Pollyanna PIXTON 2

Outline Who they are What makes them tick Your intentions and risks Tools

think of a non-collaborator you struggle with

what type is your non- collaborator: Leader Team member Another team A process

why don’t they collaborate? Leadership Role why don’t they collaborate? Fortune, March 23, 2009, interview of Jim Collins 6

lack of collaboration skills

… don’t know how

Trust … lack of trust 9

why people don’t collaborate… lack of collaboration skills fear

fear of losing control 11

fear of someone else taking credit 12

fear of failure

fear why people don’t collaborate… ‘it’s all about me’ lack of collaboration skills fear ‘it’s all about me’

self-centered

passive aggressive

wants power and control

personal agendas 18

must win

what this looks like…

withholds information to elevate importance to organization

is superior to others

sabotages others in effort to look better

always wants fingers in anything under the spotlight

fear your non-collaborator? ‘it’s all about me’ lack of collaboration skills fear ‘it’s all about me’

assess the system where your non-collaborator works 26

your non-collaborator’s focus? …their motivators? 27

your non-collaborator define success? how does your non-collaborator define success? 28

their fears? their ‘hot buttons’

any ‘hidden agendas’?

what are your risks?

can you risk: Handle being fired? Find another job as good or better within three months? Handle your career being derailed in this organization? Deal with public humiliation? Deal with any undeserved, negative labels? Survive without your mentors? Let someone else take the credit for your ideas and accomplishments?

recall successful risks taken 33

dealing with non-collaborators

have three people in the collaboration

find some common ground

Collaboration Tips share information be transparent

Collaboration Tips give data before people need it

find an influencer to influence your non-collaborator

speak so you can be heard 40

practice a forward going approach

bring solutions not just problems

high trust equals low command and control… 43

Trust/Ownership Model Failure No One Cares Energy & Innovation Team Trusted Leader Freed How do we get here? Leadership & Business Process Command & Control Team Does as Instructed Leader is Bottleneck Conflict Team Demotivated Wasted Effort Control Low Team/Individual Ownership High

where is your non-collaborator? 45

Trust-Ownership Model Abdication and Failure Innovation and Delivery We want to get here. Leadership & Business Process Micro-Management Conflict & Low Productivity Control Low Team/Individual Ownership High

Trust-Ownership Model Abdication and Failure Innovation and Delivery Leadership & Business Process Micro-Management Conflict Lower Productivity Control Low Team/Individual Ownership High

Appreciative Inquiry Problem Solving: Appreciative Inquiry: Identify the Problem Analyze the Causes Plan the Actions Basic Assumption: An organization is a problem to be solved. Appreciative Inquiry: Value What Is Envision What Can Be Discuss Next Steps Basic Assumption: An organization and the people know the possibility. “Fall Forward !” You learn more from how you recover from a mistake than how you got there. 48

Appreciative Inquiry Appreciative Inquiry Appreciative Orientation Problem-Solving Orientation CURRENT STATE PAST FUTURE ANALYZE & FILL THE GAP DISCOVER & REALIZE POSSIBILITIES QUESTIONS QUESTIONS What’s Wrong? What Happened? Who’s to Blame? How Do We Fix It? What’s Working? Where’s the Passion? What’s Possible? How Do We Achieve It? 49

Trust-Ownership Model Abdication and Failure Innovation and Delivery Leadership & Business Process Micro-Management Conflict Lower Productivity Control Low Team/Individual Ownership High

understand why they micro-manage

build a cube together 52 52

check in regularly

can you build trust? 54

Trust-Ownership Model Abdication and Failure Innovation and Delivery Leadership & Business Process Micro-Management Conflict Lower Productivity Control Low Team/Individual Ownership High

the “passive” non-collaborator

fear lack of understanding cultural differing goals the “passive” non-collaborator fear lack of understanding cultural differing goals

what are they passionate about? 58

what’s holding them back?

advocate for them to pursue their area of passion

“passive aggressive” non- collaborator

“passive aggressive” non- collaborator competitive lack of respect self preservation personal agenda

don’t engage in a power struggle

wrap them in process

make them step into their responsibility and make it the only possible step

don’t let them dodge accountability by saying you don’t have the authority

make them commit in public

Team Confidence take the ‘fun’ out of being dysfunctional 68

Obstructionists find something you agree on, no matter what

how do they want to solve the rest Find something you agree on, no matter how small Ask how they want to solve the rest Bring real data and lots of it

don’t let them be leaders

can a non-collaborator ever collaborate?

or …

work around

Trustworthiness reflect don’t react 75

“I’ll get back to you on that.” 76

don’t take it personally 77

leave the room 78

when all else fails…

remove or isolate the non-collaborator

protect the team

maybe it’s time to move on….

remember the non-collaborator you struggle with

your next steps…

summary 85

Outline Who they are What makes them tick Your intentions and risks Tools

Learn More

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www.synerzip.com Jill Hoersten Jill.hoersten@synerzip.com 469.374.0500 89

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