Collaboration -- Part 2

What does it take to be a collaborative leader?

How do we create collaborative teams?

Resources: Multipliers – Liz Wiseman

IceBreaker

• Report to your assigned table (2 tables of ~4 team members)

• You have 8 minutes to build your tower together – 1 leader, 2 builders, 1 support

• Winning team does win a prize

• Winner is the team that has built the tallest tower that stands freely.

IceBreaker

• How did your group work?

• Any collaboration?

• Anyone think they weren’t listened to?

• How difficult was it to give direction without getting verbal feedback?

• Did you feel less like a team because you couldn’t offer an opinion?

Ground Rules

• Everybody participates• Give your attention to the class (turn

pagers, cell phones, iPhones, iPads, iButtons, gameboys, etc. off)

• We’ll take a break—try to wait for the break

• After the class is over, everybody pushes CAFs(OK, just kidding about that one)

Review

• Refer to your handout from the Collaboration 1 class

• We’ll review 10 slides together to get refreshed on collaboration

• Then we’ve got some new content to learn

Target Definition

Works effectively with others to meet goals and satisfy multiple business objectives; gets buy-in of stakeholders by developing and maintaining strong relationships with internal and external partners; fosters an inclusive culture in which people from diverse backgrounds are respected and valued.

Collaboration: Proficiency Levels

• ETL 2 Appropriately involves others in decisions and plans that affect them; builds networks with store team, peers, vendors and business partners; recognizes and rewards team accomplishments; fosters a diverse and inclusive culture.

• STL 3 Knows when to collaborate and when to work independently; seeks and supports cross-functional relationships; seeks win-win solutions.

• DTL 4 Leads a culture of collaboration and teamwork across the organization; proactively establishes and cultivates a broad network of contacts within the organization.

Why Collaborate?

• Lets take some input directly from the group …and yes there are prizes for good answers!

Some good answers…

• Get more done• Get more & better opinions/ options• Broaden sphere of influence• Get help• Teach someone else/ make another team better• Raise everyone’s performance• Improve your personal brand• Learn something new

Why Don’t We Collaborate?

It could be our own fault!• Ego (think we can do the job ourself)

– “It marks a big step in your development when you come to realize that other people can help you do a better job than you could do alone.” –Andrew Carnegie

• Insecurity (feel threatened—want to maintain control)– “We should not only use all the brains we have, but all the brains we can borrow.” –Woodrow Wilson

• Too Competitive• Naivete (underestimate the difficulty of big jobs)

• Temperament (not outgoing/not a people person)- “People have been known to achieve more as a result of working with others than against them.”- Dr. Alan Fromme

Can we fix ourselves?

1. Be generous- “All getting separates you from others; all giving unites to others.” –St. Francis of Assisi

2. Avoid Internal Politics-Do not position yourself for benefit without considering how it might damage relationships“A person first starts to live when he can live outside of himself.” – Albert Einstein

3. Display Loyalty“Loyalty fosters unity and unity breeds team success.” –John Maxwell

(Can we cultivate selflessness?)

Can we fix ourselves?

1. Value Interdependence over Independence“No man can live happily who regards himself alone, who turns everything to his own advantage. You must live for others if you wish to live for yourself.” –Seneca

2. Promote Someone Other Than YourselfSay positive things about others—especially to their superiors, family, and friends

3. Take a Subordinate Role Practice serving, letting others go first, or taking a subordinate role.

4. Give Secretly“You have not lived a day successfully unless you’ve done something for someone who can never repay you.” –John Bunyan

(Can we cultivate selflessness?)

Collaboration & Competition

1. Acknowledge your natural desire to compete

2. Embrace healthy competition

3. Put competition in its proper place

4. Know where to draw the line

Collaboration & Competition

1. Listen to all ideas

2. Never settle for one idea

3. Look in unusual places for ideas

4. Don’t let personality overshadow purpose

5. Protect creative people

6. Don’t take rejection personally

As a Team Leaders & Members, we need to Harness Team Creativity

Why Don’t We Collaborate?

Obstructionists at work:• Naysayers & Idea Slayers

• Nitpickers & Micromanagers

• Wishy Washy

• Stuck in Slo-Motion

• Workplace Whiner

How do I Build a Team?1. Make a commitment. Decide that people on the team are worth

developing.2. Recruit the best team possible.3. Pay the price to develop your team

You will have to spend time and money that could be used elsewhere

4. Do things together as a team5. Empower Team Members with Responsibility & Authority6. Give credit for success to the team7. Bring accountability to the team8. Stop investing in team members that do not grow9. Create new opportunities for the team10. Give the team the best possible chance to succeed

collaborative

OK-Review is Over

• Time to learn something new!

• But first—lets practice collaborating right now to see if we can come up with solutions to two pesky problems… Outs with Location PTM

How Do We Get More Done?

1. Linear modelFor example—to increase sales, increase sales force

2. Operational Leaders with this mindset believe:

1. Our people are overworked

2. Our best people have been maxed out.

3. Therefore, accomplishing a bigger task requires adding more resources

1. Requires better use of existing resources – attempts to get more for less, or even more for nothing

2. Operational Leaders with this mindset believe:1. Most people in organizations are underutilized2. All capability can be leveraged with the right kind of leadership.3. Therefie, intelligence & capability can be multiplied without requiring a bigger investment.

Logic of Addition Logic of Multiplication

•Is Target HQ asking us to use the Logic of Addition or the Logic of Multiplication?

The Assumptions of Leaders

1. “People are smart and will figure it out”

2. Basic qualities like intelligence & ability can be cultivated through effort

1. Intelligence is a rare, scarce resource.

2. Really intelligent people are a rare breed and I am one of the few really smart people. Conclusion: other people will never figure things out without me.

3. Intelligence is static. It doesn’t change over time.

Multiplier Diminisher

5 Disciplines of the Multipliers

1. The Talent Magnet-attracts people and gets the most out of them

2. The Liberator-creates an intense environment that requires people’s best thinking & work

3. The Challenger-defines an opportunity that causes people to stretch

4. The Debate Maker-drives sound decisions through rigorous debate

5. The Investor-gives other people ownership for results & invests in their success

1. The Empire Builder-hoards resources, underutilizes talent

2. The Tyrant-creates a tense environment

3. The Know-It-All-gives directives that showcase how much they know

4. The Decision Maker-makes centralized, abrupt decisions

5. The Micro Manager-drives results through personal involvement

Multiplier Diminisher

Continuum of Leadership

1. Very few people are completely one or the other

2. It is possible to move either way along the line

3. Is it worth your time?

4. Is it worth the effort to change your leadership?

Multiplier

Diminisher

“When I let go of what I am,I become what I might be.”

-Lao Tzu

Talent Magnet: Attract & Optimize Talent

1. Look for Talent EverywhereA. Appreciate all types of geniusB. Ignore Boundaries

2. Find People’s Native GeniusA. Look for what is nativeB. Label it

3. Utilize People to their FullestA. Connect People with opportunitiesB. Shine a spotlight Do things together as a team

4. Remove the BlockersA. Get rid of prima donnasB. Get out of the way

• Both talent magnets and empire builders attract great people. Talent magnets develop the people they get and move them on to bigger opportunities•Talent Magnets don’t run out of talent, because they get a steady stream of new talent

The Liberator: Require People’s Best Thinking

1. Create SpaceA. Release others by restraining yourselfB. Shift the ratio of listening to talking

C. Operate Consistently

2. Demand the Best WorkA. Defend the StandardB. Distinguish Best Work from Outcomes

2. Generate Rapid Learning CyclesA. Admit & Share MistakesB. Insist on Learning from Mistakes

• Tyranny is often the path of least resistance—and a leader can be above average and still operate as a tyrant.• Multipliers are intense. There is a difference between tense and intense. An intense climate can tap more brainpower in your organization.

The Challenger: Extend Challenges1. Seed the Opportunity (Don’t start by laying down a goal.)

A. Show the NeedB. Challenge the AssumptionsC. Reframe ProblemsD. Create a Starting Point

2. Lay Down a ChallengeA. Extend a Concrete ChallengeB. Ask the Hard QuestionsC. Let others Fill in the Blanks

3. Generate Belief in What is PossibleA. Helicopter DownB. Lay Out a PathC. Co-create the PlanD. Orchestrate an Early Win

4. Remove the BlockersA. Get rid of prima donnasB. Get out of the way

The Debate Maker: Debate Decisions

1. Frame the IssueA. Appreciate all types of geniusB. Ignore Boundaries

2. Spark the DebateA. Look for what is nativeB. Label it

3. Drive a Sound DecisionA. Connect People with opportunitiesB. Shine a spotlight C. Do things together as a team

• You can have a very strong opinion, but facilitate debate that leaves room for other opinions. Data is key.• Debate makers are equally comfortable being decision makers in the end. They are not only concensus-driven leaders.

The Investor: Instill Accountability

1. Define OwnershipA. Name the LeadB. Give Ownership for the end goalC. Stretch the roal

2. Invest ResourcesA. Teach & CoachB. Provide Backup

3. Hold People AccountableA. Give it backB. Expect Complete WorkC. Respect natural consequencesD. Make scoreboard visible

• Multipliers get involved in operational details, but they keep the ownership with other people.

Bringing it home

• In your table groups, take 5 minutes to discuss how you can apply what you learned today back at your store/in D231

• You guessed it, then report out to the group

Does this stuff really relate to what we do?How does it impact zone?The truck unload?Shortage?Getting the store closed green?Guest Survey metrics?Team morale?

Go Forth and Collaborate!

• Take a handout with you

• Help rearrange the chairs back to classroom style.