collaborative acumen: navigating your company’s social network to deliver value

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43: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value Presenter: Gregg Kober, Vice President, Change Management

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Page 1: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

43: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

Presenter: Gregg Kober, Vice President, Change Management

Page 2: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

2

Agenda

Define Collaborative Acumen

Describe the Collaborative Acumen Framework

Apply Key Skills

Illustrate a Client Case Study

© Richardson 2013 • www.richardson.com

Page 3: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

Chief “Cat Herder”

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Silos, Turf, and Bandwidth

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Clarifying What We Mean by “Collaboration”

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Collaboration

Teamwork

Coordination

Cooperation

Wendy L. Bedwell, Jessica L. Wildman, Deborah DiazGranados, Maritza Salazar, William S. Kramer, and Eduardo Salas (2012)

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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)

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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

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Collaborative Acumen Framework

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Assess

Engage

Facilitate

Reciprocate Goal(s)

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Identify Goal(s) for Potential Collaboration

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Assess

Engage

Facilitate

Reciprocate Goal(s)

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Assess Whether Collaboration is Appropriate

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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)

Page 11: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

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)

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Morten T. Hanson (2009)

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Engage Your Internal Network

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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)

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Activity: Which Social Network do You Want?

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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)

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Facilitate the Dialogues

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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)

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Resolving Resistance in a Collaborative Manner

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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

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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.”

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Reciprocate to Achieve (Long-term) Results

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• 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)

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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

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Adam Grant (2013)

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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.

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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

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Resources

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Page 22: Collaborative Acumen: Navigating Your Company’s Social Network to Deliver Value

Gregg KoberVice President, Change Management

E-mail Contact via LinkedInPhone 215-940-9255

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