1. collaborating with non- collaborators

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

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

4. think of a non-collaborator you struggle with

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

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

7. lack of collaboration skills

8. … don’t know how

9. Trust
… lack
of trust 9

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

11. fear of
losing control 11

12. fear of someone else taking credit12

13. fear of failure

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

15. self-centered

16. passive aggressive

17. wants power and control

18. personal agendas 18

19. must win

20. what this looks like…

21. withholds information to elevate importance to organization

22. is superior to others

23. sabotages others in effort to look better

24. always wants fingers in anything under the spotlight

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

26. assess the system where your non-collaborator works26

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

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

29. their fears?
their
‘hot buttons’

30. any ‘hidden agendas’?

31. what are your risks?

32. 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?

33. recall successful risks taken33

34. dealing with non-collaborators

35. have three
people in the
collaboration

36. find some
common
ground

37. Collaboration Tips share information be transparent

38. Collaboration Tips
give data before people need it

39. find an influencer to influence your non-collaborator

40. speak so you can be heard40

41. practice a forward going approach

42. bring solutions not just problems

43. high trust equals low command and control…43

44. 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

45. where is your non-collaborator?45

46. 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

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

48. 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

49. 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

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

51. understand why they micro-manage

52. build a cube together 52 52

53. check in regularly

54. can you build trust? 54

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

56. the “passive”
non-collaborator

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

58. what are they passionate about?58

59. what’s holding them back?

60. advocate for them to pursue their area of passion

61. “passive aggressive” non- collaborator

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

63. don’t engage in a power struggle

64. wrap them in process

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

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

67. make them commit in public

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

69. Obstructionists
find something you agree on, no matter what

70. 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

71. don’t let them be leaders

72. can a non-collaborator ever collaborate?

73. or …

74. work around

75. Trustworthiness
reflect
don’t
react 75

76. “I’ll get back to you on that.”76

77. don’t take it personally77

78. leave the room 78

79. when all else fails…

80. remove or isolate the non-collaborator

81. protect the team

82. maybe it’s time to move on….

83. remember the non-collaborator you struggle with

84. your next steps…

85. summary 85

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

87. Learn More

88. 88 88

89. www.synerzip.com Jill Hoersten Jill.hoersten@synerzip.com 469.374.050089

90. Synerzip in a Nutshell
Software product development partner for small/mid-sized technology companies
Exclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phase
By definition, all Synerzip work is the IP of its respective clients
Deep experience in full SDLC – design, dev, QA/testing, deployment
Dedicated team of high caliber software professionals for each client
Seamlessly extends client’s local team offering full transparency
Stable teams with very low turn-over
NOT just “staff augmentation, but provide full management support
Actually reduces risk of development/delivery
Experienced team – uses appropriate level of engineering discipline
Practices Agile development – responsive yet disciplined
Reduces cost – dual-site team, 50% cost advantage
Offers long-term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” option

91. Synerzip Clients 91 91

92. Next Webinar Hadoop Vs Snowflake Snowflake
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Director, Product Marketing
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93. Connect with Synerzip Jill Hoersten Jill.hoersten@synerzip.com
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facebook.com/Synerzip
Jill Hoersten 93 93