collaborative acumen: navigating your company’s social network to deliver value
TRANSCRIPT
43: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value
Presenter: Gregg Kober, Vice President, Change Management
2
Agenda
Define Collaborative Acumen
Describe the Collaborative Acumen Framework
Apply Key Skills
Illustrate a Client Case Study
© Richardson 2013 • www.richardson.com
Chief “Cat Herder”
© Richardson 2013 • www.richardson.com 3
Silos, Turf, and Bandwidth
© Richardson 2012 • www.richardson.com 4
Clarifying What We Mean by “Collaboration”
© Richardson 2012 • www.richardson.com 5
Collaboration
Teamwork
Coordination
Cooperation
Wendy L. Bedwell, Jessica L. Wildman, Deborah DiazGranados, Maritza Salazar, William S. Kramer, and Eduardo Salas (2012)
Mike KunkleTransform Sales Results with Effective Learning Systems 6
A process whereby two or more social units
reciprocally engage in joint activities aimed at achieving at
least one shared goalWendy L. Bedwell, et al. (2012)
Mike KunkleTransform Sales Results with Effective Learning Systems 7
The skills, knowledge, and attitudes necessary to effectively participate in a process
whereby two or more social units reciprocally engage in joint activities aimed
at achieving at least one shared goal
Collaborative Acumen Framework
© Richardson 2013 • www.richardson.com 8
Assess
Engage
Facilitate
Reciprocate Goal(s)
Identify Goal(s) for Potential Collaboration
© Richardson 2013 • www.richardson.com 9
Assess
Engage
Facilitate
Reciprocate Goal(s)
Assess Whether Collaboration is Appropriate
© Richardson 2013 • www.richardson.com 10
Bad collaboration is worse than no collaboration at all.
Divide up a large, complex goal into smaller objectives, activities, and tasks to determine which ones require collaboration.
Should we tackle this goal with a collaborative approach?
For which part(s) of the goal does collaboration provide the biggest “pay-off”?
Assess
Engage
Facilitate
Reciprocate
Morten T. Hanson (2009)
Goal(s)
Does it make sense to collaborate?Business
Units Maritime Energy Industrial IT
MaritimeSell Energy’s competency in fire and explosions to Maritime ($20)
Sell Industrial’s leadership system to Maritime clients ($10 )
Sell IT’s risk management services to Maritime clients ($10 )
EnergySell Maritime’s mobile offshore platform tech to Energy clients ($200)
Sell Industrial’s leadership system to Energy clients ($10 )
Sell IT’s risk management services to Energy clients ($10)
IndustrialSell Energy’s competency in fire and explosions to Industrial clients ($50)
Sell IT’s risk management services to Industrial clients ($300)
ITSell Energy’s risk and reliability competency to IT clients ($10)
© Richardson 2013 • www.richardson.com 11
Morten T. Hanson (2009)
Engage Your Internal Network
© Richardson 2013 • www.richardson.com 12
Enlarge your existing internal network – don’t get “locked in” to only a handful of colleagues.
Involve only those you need when you need them; mix and match.
Ensure that there is a benefit to that person of collaborating – self-interest is a better predictor of sustained partnership than good intentions.
Set your colleagues up for success.
Whose help do we need for what parts of this goal?
Why would that person want to contribute?
Assess
Engage
Facilitate
Reciprocate Goal(s)
Activity: Which Social Network do You Want?
© Richardson 2013 • www.richardson.com 13
Sr. Mgr.
Spec.
Spec.
Sr. Spec.
Sr. Mgr.
Spec.
Spec.
Sr. Spec.
Bus. Ldr.
Bus. Ldr.
Spec.
Spec.
Adapted From: Karen Flaherty, Son K. Lim, Nick Lee, Jay Prakash Mulki, and Andrea L. Dixon (Winter 2012)
Facilitate the Dialogues
© Richardson 2013 • www.richardson.com 14
Consistently communicate the shared goal(s).
Look at it from multiple perspectives - invite different “voices” into the dialogue
Give permission to others to reframe problems and issues.
Define decision rights.
Surface and resolve resistance so that conflict is constructive – stand in the tension.
Do we have all the right people involved?
Who is not speaking and needs to?
How will I handle conflict?
Assess
Engage
Facilitate
Reciprocate Goal(s)
Resolving Resistance in a Collaborative Manner
© Richardson 2013• www.richardson.com 15
Acknowledge/ Empathize
Question Position Check
Acknowledge what the colleague has said
-or- Empathize with
the emotion, as appropriate
Ask for feedback to determine how well your response satisfied the objection
Keep the dialogue interactive
Probe broad resistance
Identify the underlying need
Continue to use acknowledgment and questioning
Tailor your response to colleague’s needs
Be concise and specific
Activity: Resolving Resistance Practice
You and a small group of colleagues are meeting in order to review and refine an account plan for an existing, strategic customer. You are relatively new to this customer having only worked with the account for about a year. This has been a long-standing customer who has been going through many changes due to consolidation in its industry. Because of these changes, you recently identified an emerging customer need that you believe your company can help solve.
During the internal account planning dialogue, you shared the emerging need with your colleagues and suggested an approach to proactively address that need. One colleague reacted negatively to your suggestion saying, “We have tried that in the past and it did not get any traction with this customer.”
© Richardson 2012 • www.richardson.com 16
Reciprocate to Achieve (Long-term) Results
© Richardson 2013 • www.richardson.com 17
• Recognize the need for a “two-way” relationship – don’t just extract value, provide value
• Provide value to your colleagues similar to how you provide value to your clients
• Develop a “longer time horizon” when working with colleagues
• You are only as good as your network
• To what extent do I know my colleagues needs and preferences?
• When was the last time I asked, “What can I help you with?”
Assess
Engage
Facilitate
Reciprocate Goal(s)
Reciprocity at Work
• Takers – Treats an internal colleague as a subordinate
• Matchers – Treat an internal colleague the way that the colleague treats you
• Givers – Treat an internal colleague like a client
© Richardson 2012 • www.richardson.com 18
Adam Grant (2013)
Case Study: Large Technology Company
• Take time to define the goal. Identifying the goal accurately depends on multiple perspectives.
• Collaboration does not drive performance on its own. Assessing when and how to collaborate is key.
• Map the internal team members not just the client stakeholders. Engaging colleagues outside of their “comfort zone.”
• Conflict should be constructive because that is how the best ideas “bubble up.” Facilitating internal dialogues is as important as the dialogues with the client.
• Internal team member buy-in needs to be deliberately built to drive performance. Reciprocating with assistance, time with client, and recognition builds internal cohesion and improved coordination.
© Richardson 2013 • www.richardson.com 19
Mike KunkleTransform Sales Results with Effective Learning Systems 20
1. Identify goal(s) for potential collaboration
2. Assess whether collaboration is appropriate
3. Engage your internal network4. Facilitate the dialogues5. Reciprocate to achieve (long-term)
results
Resources
© Richardson 2013 • www.richardson.com 21
Gregg KoberVice President, Change Management
E-mail Contact via LinkedInPhone 215-940-9255