1. The Keys to Collaborative Leadership Presenter: Mark Voorsanger March 21, 2011 Flickr: Voj

2. What’s on the menu for tonight? Three Courses

3. Challenge: We’re unclear about why Collaborative Leadership is important Goal: To develop our motivation for exploring Collaborative Leadership The Appetizer

4. Challenge: We lack a common language Goal: To define key terms in a collaborative system The Main Dish

5. Challenge: We lack a common process for solving problems Goal: To introduce a powerful tool for problem solving in groups The Dessert

6. Setting context for our exploration of Collaborative Leadership The Appetizer

7. What’s On Your Mind? Flickr: Brian Hillegas

8. Inspire New Thinking

9. Collaborative Leadership practiced effectively, is guaranteed to generate superior business results.

10. Employee Engagement Types ( U.S. employees 18 years and older ) Type 1: Engaged Type 2: Not-Engaged Type 3: Actively Disengaged Type 2 + Type 3 --------- 29% --------- 54% --------- 17% --------- 71% (Gallup Mgmt Journal survey, Oct. 2006)

11. “MY CURRENT JOB BRINGS OUT MY MOST CREATIVE IDEAS” Engaged Not-Engaged Actively Disengaged --------- 59% --------- 17% --------- 3% (Gallup Mgmt Journal survey, Oct. 2006)

12. Hierarchy (status quo) A 5500 year-old system of organizing and managing people Decision-making authority is concentrated at the top of the hierarchy The “currencies” within a well- functioning hierarchy are: Power & Authority

13. Hierarchy works well when… The people at the top have all the relevant & necessary information The people being managed are doing rote tasks The people being managed are easily replaced Example: Building Pyramids

14. Discussion… Where do you see ineffective collaboration at work? How is it costing you and your organization?

15. “If it’s not common language, it’s not collaboration” - Rachel Conerly, Collaborative Leaders, Inc. The Main Dish (Defining key terms)

16. What is Collaboration? Definition: All relevant stakeholders have ownership of and alignment around what we’re going to do and how we’re going to do it.

17. Who is a Relevant Stakeholder? 1.People with the formal power to make a decision 2.People with the power to block a decision 3.People affected by a decision 4.People with relevant information and expertise

18. Discussion… Can you think of a time where you excluded one or more relevant stakeholders from your work? What happened?

19. Definition of Collaboration  All relevant stakeholders have… ownership of and… alignment around… what we’re going to do and… how we’re going to do it.

20. What is Ownership?

21. The extent to which people feel or believe that a process, decision or outcome is theirs

22. Definition of Collaboration  All relevant stakeholders have…  ownership of and… alignment around… what we’re going to do and… how we’re going to do it.

23. What is Alignment?

24. The extent to which people see and understand a problem, goal or process in the same way

25. Ownership is like getting everyone in the same boat. Alignment is like getting everyone rowing in the same direction.

26. Ownership & Alignment in Groups LOWHIGH Ownership Alignment LOW HIGH ?? ??

27. Ownership & Alignment in Groups LOWHIGH Ownership Alignment LOW HIGH High conflict Poor results Very low engagement Fewer/poor results High engagement Great results Low engagement Lackluster results

28. Definition of Collaboration  All relevant stakeholders have…  ownership of and…  alignment around… what we’re going to do and… how we’re going to do it.

29. Group Interaction WhatHow Content Process Group interactions always involve…

30. Group Interaction WhatHow Content Process For every piece of content, there is always a process (often implicit)

31. Definition of Collaboration  All relevant stakeholders have…  ownership of and…  alignment around…  what we’re going to do and…  how we’re going to do it.

32. A Collaborative Leader is… Someone who leads according to the principles of Ownership & Alignment

33. Collaborative Leadership In order to build Ownership & Alignment in groups, Collaborative Leaders must learn to make both process and content explicit. Doing so can be very difficult…

34. The Ladder of Inference (step 1)

35. The Ladder of Inference (step 2)

36. The Ladder of Inference (step 3)

37. The Ladder of Inference (step 4)

38. The Ladder of Inference (step 5)

39. The Ladder of Inference (step 6)

40. The Ladder of Inference (step 7)

41. The Ladder of Inference

42. Follow-up work… Think of a time where you experienced conflict or frustration working with another person or group. How might the Ladder of Inference have been operating?

43. Definitions Collaboration:  All relevant stakeholders have…  ownership of and…  alignment around…  what we’re going to do and…  how we’re going to do it. Collaborative Leader: Someone who leads according to the principles of ownership & alignment. Questions about key terms?

44. The Dessert Goal: To introduce a powerful tool for problem solving in groups (The Problem Solving Template)

45. What is a Problem? Any situation that you wish to change

46. Obstacle #1 Groups don’t know how to (or don’t remember to) align around the problem that they want to solve

47. No agreement on the problem = No agreement on the solution + infinite arguing about solutions Middle East Conflict Global Warming Health Care Reform Economic Crisis War

48. "In a crisis if I had only an hour I'd spend the first 50 minutes defining the problem and the last 10 minutes solving it." - Albert Einstein

49. Obstacle #2 People solve problems iteratively

50. Keeps the group together A Structured Process Process

51. The Problem Solving Template Problem Intent Desired Outcomes Action Plan Build Ownership & Alignment at each step Context

52. But what about Time? Flickr: Piccola Faccia Using the collaborative operating system takes longer to make decisions. The implementation is faster and the product is better. The group gets faster with experience.

53. Whew… That was quite a meal! Questions?

54. The Collaborative Operating System™ (COS) Identify the Problem Involve Relevant Stakeholders Design & Facilitate Collaborative Meetings Form a Collaborative Team Create a Collaborative Plan

55. Drop me your business card for freebies and to learn more – Collaborative Operating System™ teleseminar – “The Collaborative Organization” (white paper) – Free consultation: Mark Voorsanger mark@skywardcoaching.com (415) 606-2101