Count on the Talent Around You

I watched a TV show on Nova about how smart, sensitive, and social wild turkeys are.  Apparently humans have not given them enough credit, as we’ve domesticated them to live in conditions that perpetuate constant competition and fear.  Accepting stereotypes, such as, “turkeys are stupid,” made me think we overlook fresh answers to perpetual questions, such as, “Why did the chicken cross the road (despite the danger of cars speeding by)?”  I apologize up front about the metaphor of animals as people, though since other respected authors (George Orwell, in Animal Farm, and Tuck professors VJ Govindarajan and Chris Trimble in How Stella Saved the Farm) have done so to convey thoughtful lessons, I am in good company. So I repeat---

Why did the chicken cross the road?  
• because it wanted to  (had a purpose)
• because there were several animated chickens on the other side (wanted partnership)
• because it was invited (had permission)
• because the chicken knew something more was possible  (wanted progress)
• because that’s where the cool leaders invested their time (sought protection)
• because conditions for success on their side of the road had changed (needed new proficiency)
• because other chickens found it worthwhile (experienced payoff)
• all of the above

Everyone has intrinsic motivation and passion to achieve mastery and meaningful purpose. However when people join organizations, unknowingly, their leaders ask them to check their aspirations at the door and “sign on” to the organization’s or department’s goals, missing a huge opportunity to align people’s individual motivations and passions with shared goals.  Many leaders ask people to work in conditions that perpetuate constant competition and fear, particularly in a challenged economy. Conveying to staff an intentional experience of collaborative leadership is the first step towards igniting people’s innate desire to commit. Modeling collaboration as a competency creates a motivating environment for staff to engage with peers over shared passions.  Moreover, research from Interaction Associates shows that collaborative organizations typically exceed their revenue targets by ten percent.

Be tactical. Collaboration by definition does not exist in isolation; eight additional competencies- Communicate, Measure, Cultivate, Motivate, Coach, Model, Celebrate and Manage are essentials mastered by all effective managers.  When these competencies are demonstrated, staff experience Purpose, Progress, Partnership, Permission, Protection, Proficiency, Pride and Payoff by design.  The rocket fuel these managers add to their organization’s capability comes from their teams developing and performing to their potential, and continually pushing their boundaries.  Managers using this tactical approach make immediate headway in any change initiative.

Be strategic. No doubt you've heard that when a good person works in a bad system that the system ultimately wins.  What's needed on a strategic level, are strong systems/institutionalized practices to maintain momentum, overcome barriers, overcome resistance and sustain support.   When systems become outdated or are not intentionally strengthened, they can restrain staff performance so that people get mixed messages about fulfilling their potential.  As leaders we can strengthen systems to encourage rather than squash or inhibit motivation and collaboration.   Systems around affirming strategy, measurement, communication, autonomy, innovation, reinforcement, and talent development need to be aligned with manager competencies staff experience.

Align tactical and strategic focus.
Aligning systems and competencies creates organizational capability characterized by energy, agility, and sustained performance.  Without this alignment, organizations are at risk of becoming apathetic and stagnant, leading to erosion of brand and market share. 

Are you counting your chickens before they're hatched?

Domesticated chickens don’t even have the option of crossing the road unless they fly the coop.  If you lead people, you may be fooling yourself that your "chickens" won't fly the coop to another organization if given half a chance, and you may be counting your chickens before they are hatched.  Leaders often think that by announcing the new business strategy (if they do so at all), that is enough for people to commit and execute with their heart and soul. But one day soon, they won’t have the desired department performance or competitive advantage and will wonder how it happened, as the rest of the world around has adapted to changing requirements and opportunities.

Today people are living outside the traditional organizational boundaries in collaboration spaces. Supported by leadership competencies and organizational systems that foster their potential, even people beyond your boundaries can invest their talent in shared goals, and choose your organization as the place to do their life’s work.

If you love your people, let them go; when they don't fly away but cluster together to collaborate and innovate, you know they're committed.

What's been your experience with collaborative leadership?  Drop me a line...