1. Sharpening Your skills as a Collaborative Leader
My background
New role
Request from board of directors
Jack Miner
The Ohio State University

2. Sharpening Your Skills as a Collaborative Leader Jack Miner
Individual Leadership vs. Collaborative Leadership
Collaborative Learning examples
Not just Teamwork because team loses individual identity
Partnerships
Public – Private partnerships
Reints Preibes example

3. Sharpening Your Skills as a Collaborative Leader Jack Miner
“I suppose leadership at one time meant muscles, but today it means getting along with people” Mahatma Ghandi

4. Sharpening Your Skills as a Collaborative Leader Jack Miner
Strengthfinder Myers – Briggs Personality Assessment Keirsey Temperment Sorter
Building on what you know about yourself and others
Next level of leadership

5. Sharpening Your Skills as a Collaborative Leader Jack Miner
What is Collaborative Leadership? Common Purpose Shared Objectives Various Perspectives Value Individual Goals and Motivations
Getting results across organizational boundaries
Getting value from the differences within organizations (culture, experience, background, skills, motivation)

6. Sharpening Your Skills as a Collaborative Leader Jack Miner
Gaining Information from various sources Across disciplines Across offices Across areas within an office From other universities
Example in my office – Jed’s area
Effectiveness and Efficiency example

7. Sharpening Your Skills as a Collaborative Leader Jack Miner
Requirements for a collaborative leader
Build relationships
Handle conflict
Share Control

8. Sharpening Your Skills as a Collaborative Leader Jack Miner
Build Relationships
Build relationships before they are needed
Most successful are interested in other people, what motivates them
Invest time in building wide and diverse networks
Not simply building a better team
Not just having more fun working together

9. Sharpening Your Skills as a Collaborative Leader Jack Miner
Handle Conflict
Dealing with conflict
Conflicts are inevitable
Interpersonal skills important
Recognize early signs of conflict
Confident in handling conflict
Be an effective mediator
Culture clash can derail a partnership

10. Sharpening Your Skills as a Collaborative Leader Jack Miner
Share Control
Sharing Control
Often with other leaders
Different from empowering
In other models, goal is to empower someone who can lead without you
Making decisions together
Apple example
Each party should know what they stand to gain

11. Sharpening Your Skills as a Collaborative Leader Jack Miner
Sharing Power & Control Self Assessment & Group Discussion
Aligning people or organizations with different interests, charges or focuses into a combined focus
Building trust
Working together to create something new

12. Sharpening Your Skills as a Collaborative Leader Jack Miner
When to Collaborate
When to collaborate
Don’t need to collaborate on every project
Example of research initiatives – model shifting on cancer research, Biden, Ohio State
World Health Organization – response to SARS virus, 11 labs around the world to isolate the virus
Business – does collaboration not align with competition
Not for profit – may collaborate for a portion of mission or for common cause

13. Sharpening Your Skills as a Collaborative Leader Jack Miner
Amount of collaboration
High Medium Low
Permanent Partnership Customer
Team Supplier
Can’t manage partners like you would manage your team
Can’t treat them as a transactional partnership – needs to be buy in on both sides and a bigger commitment
Professional sports teams examples of high collaboration – come from individuals, each has role, work together, long term
Too much sharing is as bad as too little
Not teamwork
In a team, the individuals are consistently uniting for a common purpose
Often give up individual allegiances or identities
May still have a single leader
Collaborative suggests that an individuals strength comes from their background
Collaboration assumes that the diversity of identities and backgrounds adds quality

14. Sharpening Your Skills as a Collaborative Leader Jack Miner
How does each office want to collaborate? What is the goal? What is each area’s style? What are the likely areas of conflict? What are the measures of success?
Measure of success – not just the result, not just the process for the sake of process, acknowledgment of a better end result
Consider delayed benefits
Build into performance management

15. Sharpening Your Skills as a Collaborative Leader Jack Miner
Is there a dominant leader? Is the relationship dictated by hierarchy or a customer relationship? How do you overcome these obstacles?

16. Sharpening Your Skills as a Collaborative Leader Jack Miner
Leadership creates the systems managers manage
Key tasks of leadership:
Creating vision and strategy
Communicating and setting direction
Motivating action
Aligning people

17. Sharpening Your Skills as a Collaborative Leader Jack Miner
Creating a Vision Self Assessment & Group Discussion
Aligning people or organizations with different interests, charges or focuses into a combined focus
Building trust
Working together to create something new

18. Sharpening Your Skills as a Collaborative Leader Jack Miner
Common Downfalls
One team
Group think
Collaboration for collaboration sake
Process and partnership takes over as goal or consumes time or energy
Team implies giving up individualism
Lose the background that made you valuable
Group think – missing out on individual perspectives

19. Sharpening Your Skills as a Collaborative Leader Jack Miner
Checklists
Are you managing all of your collaborations?
Does everyone recognize existing loyalties?
What is the individual baggage?
What are the likely conflicts?
Do team members know their role?

20. Sharpening Your Skills as a Collaborative Leader Jack Miner
Role Clarity and Task Ambiguity
The individual knows their individual role or purpose
It is the task that is more open
Allows individual to set the direction
Allows individuals to have more of a sense of ownership
Leaves room or creativity and collaboration
Set a vision but not necessarily a direction or a path

21. Sharpening Your Skills as a Collaborative Leader Jack Miner
Checklists
Are the right people involved?
Is everyone measuring success in the same way?
Is everyone participating at an appropriate level?

22. Sharpening Your Skills as a Collaborative Leader Jack Miner
Building Trust Self Assessment & Group Discussion
Aligning people or organizations with different interests, charges or focuses into a combined focus
Building trust
Working together to create something new

23. Sharpening Your Skills as a Collaborative Leader Jack Miner
Leading Collaborative Leaders How do decisions get made?
Ensuring that if necessary a small group of decision makers are meeting often enough to make tie breaker decisions or validate direction
Ensure that there are varying perspectives…avoiding group think and filtering by messengers
Common language
Know motivations

24. Sharpening Your Skills as a Collaborative Leader Jack Miner
Shadow of a Leader
Look for collaboration opportunities
Don’t just ask staff to collaborate but do it yourself with your peers
Find opportunities to join in collaboration efforts
Look out for potential where you could hold more power
Be careful what you ask for – example – “I don’t care until I care”
If you cast yourself as an equal – follow through on it
Standing by your partners – having their back – even on other issues
Avoid blame
Building trust by defending or advising when getting off track – again, on things that aren’t your collaboration project
Help problem solve in times of need
Keeping promises can build trust

25. Executive Director, Enrollment Services
Questions
Jack Miner
University Registrar
Executive Director, Enrollment Services