Eric Jacobson

Posts Tagged ‘Collaboration In Organizations’

The Seven Roles Of A Collaborative Leader

In Collaboration, Collaborative Leader, Eric Jacobson On Leadership, Leadership, Leadership Books on May 13, 2017 at 11:07 am

Edward M. Marshall’s book, Transforming The Way We Work — The Power Of The Collaborative Workplace, remains relevant today, more than a decade after Marshall wrote it.

Particularly useful is the book’s section that teaches readers how to be a collaborative leader.

Marshall says that there are seven different, important roles and responsibilities of collaborative leaders when leading teams, and those leaders should select the appropriate style to meet the team’s needs.

The seven roles are:

  1. The leader as sponsor — You provide strategic direction, boundaries and coaching for the team. You also monitor progress and ensure integrity in the team’s operating processes.
  2. The leader as facilitator — You ensure that meetings, team dynamics, and interpersonal relationships function effectively. You also ensure internal coordination of activities among team members.
  3. The leader as coach — You provide support and guidance and you serve as a sounding board.
  4. The leader as change agent/catalyst — You hold team members accountable, make the unpopular decisions, energize the group to action and enable breakthroughs where possible.
  5. The leader as healer — You play the role of the mediator and serve as the catalyst to bring people together.
  6. The leader as member — You serve as part of the team, taking full responsibility for the success of the team and actively participate in the team’s activities.
  7. The leader as manager/administrator — You serve in a traditional role of tackling the daily administrative responsibilities, processes, and systems essential to managing the boundaries within the larger organization or key stakeholders.

Within any collaborate workplace, leaders will find themselves fulfilling all seven of these roles at different times, and sometimes fulfilling a combination of the seven styles at the same time, while working with work groups and teams.

Four years after Marshall wrote, Transforming The Way We Work, he penned, Building Trust At the Speed Of Change. Marshall won an award for excellence in organization development from the American Society for Training and Development.

How To Be A Collaborative Leader

In Collaboration, Collaborative Leader, Eric Jacobson Leadership, Eric Jacobson On Corporate Culture, Eric Jacobson On Leadership, Leadership, Leadership Books on January 2, 2017 at 7:37 am

Edward M. Marshall’s book, Transforming The Way We Work — The Power Of The Collaborative Workplace, remains relevant today, more than a decade after Marshall wrote it.

Particularly useful is the book’s section that teaches readers how to be a collaborative leader.

Marshall says that there are seven different, important roles and responsibilities of collaborative leaders when leading teams, and those leaders should select the appropriate style to meet the team’s needs.

The seven roles are:

  1. The leader as sponsor — You provide strategic direction, boundaries and coaching for the team. You also monitor progress and ensure integrity in the team’s operating processes.
  2. The leader as facilitator — You ensure that meetings, team dynamics, and interpersonal relationships function effectively. You also ensure internal coordination of activities among team members.
  3. The leader as coach — You provide support and guidance and you serve as a sounding board.
  4. The leader as change agent/catalyst — You hold team members accountable, make the unpopular decisions, energize the group to action and enable breakthroughs where possible.
  5. The leader as healer — You play the role of the mediator and serve as the catalyst to bring people together.
  6. The leader as member — You serve as part of the team, taking full responsibility for the success of the team and actively participate in the team’s activities.
  7. The leader as manager/administrator — You serve in a traditional role of tackling the daily administrative responsibilities, processes, and systems essential to managing the boundaries within the larger organization or key stakeholders.

Within any collaborate workplace, leaders will find themselves fulfilling all seven of these roles at different times, and sometimes fulfilling a combination of the seven styles at the same time, while working with work groups and teams.

Four years after Marshall wrote, Transforming The Way We Work, he penned, Building Trust At the Speed Of Change. Marshall won an award for excellence in organization development from the American Society for Training and Development. He holds degrees from Claremont McKenna College, Syracuse University and the University of North Carolina.

Book Review: The Collaboration Imperative

In Company Culture, Effective Communications, Employee Engagement on June 23, 2012 at 10:00 am

The Collaboration Imperative is a totally cool book.  If for no other reason, check out the book for its layout, graphics and incredible readability.  It may just be the model for many books to come – full of 60-second end-of-chapter wraps, bold graphics, Q&A’s with real-world business leaders, case studies, and lots of ways to test yourself along the way.  The only thing I would recommend adding are QR codes throughout the book to take readers to online videos via their Smartphones.

I recommend, however, that you also take the time to read the book by Cisco employees Ron Ricci and Carl Wiese.  It offers a wealth of executive strategies for unlocking an organization’s true potential through achieving the greatest level of collaborative success possible within that organization.

The authors explain that in organizations where collaboration excels, its employees:

  • Communicate openly across business functions and departments.
  • Are always aware of the company’s objectives and priorities, even as they rapidly evolve.
  • Perform multiple different roles during the day.
  • Self-select for projects based on interest, expertise and importance to the business.
  • Locate needed information in real time.
  • Work as mobile and distributed participants—even beyond the walls of the company—as partners, customers, contractors and suppliers.

The benefits of a collaborative environment are:

  • Employees contribute more important ideas and experiences.
  • Shortened product development and sales cycle times.
  • Increased productivity.
  • Increased speed between strategy to execution.
  • Saved money.

The authors show readers how to become a more collaborative organization through:

  • Culture
  • Process 
  • Technology

And, they explain that leaders within the organization must change their style from command and control to coordinate and cultivate.

Other takeaways for me from the book include:

  • Good ideas can come from anywhere, and the more voices you have, the better.
  • The conceptual thinker brings ideas to the table and the analytical thinker brings details that round those ideas in reality.
  • If you are not genuinely pained by the risk involved in your strategic choices, it’s not much of a strategy.
  • Trust anchors every successful collaborative team.

As background, Ron Ricci is the vice president of corporate positioning at Cisco and is also the co-author of the book, Momentum: How Companies Become Unstoppable Market Forces.

Carl Wiese is vice president of Cisco’s collaboration sales.

All proceeds from the sale of the book are being shared equally by the Bill Wilson Center and the Stanford Cancer Institute.

Thank you to the book’s publisher for sending me an advance copy of the book.

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