Changes In Leadership Styles – Step 3: Pumped-Up Tires

Changes In Leadership Styles – Step 3: Pumped-Up Tires

Step Three – Pumped-Up Tires By Stephen Hanman – Collaborative Companion The Collaborative Wheel (see Step Two – Implementing the Wheel) is now moving forward, with the manager leading from a place of direction, pointing the team in the right direction, but not having to provide all the drive to keep the wheel rolling. The one-to-one connections (see Step One – Connecting the Spokes) are developing strongly, and with every example of collaborative action the morale of the team grows. Each time their collaborative endeavours are a success, it pumps their Collaborative Wheel’s tyres a little more, allowing them to roll faster and faster. This group of colleagues is now becoming a High Performance Team, working more efficiently, meeting and beating deadlines, and enjoying themselves whilst doing it. The manager now moves into the final stage of the Collaborative Leadership Style. The manager now encourages a dynamic and shared leadership style, leaving the center of the circle open for the expert in the field to step into and share their knowledge. The manager is now creating a system of leadership where expertise outranks rank. The manager moves in and out of the center of the circle, stepping out into the circle with everyone and facilitating the expert taking the step into the center when his or her expertise is required. This requires a lot of trust from the manager, allowing themselves to become a part of their team and remaining confident that the communication throughout the team is strong enough to keep their team moving in the right direction. Occasionally, the team may get off course, and it is...
Changes In Leadership Styles – Step 2: Implementing the Wheel

Changes In Leadership Styles – Step 2: Implementing the Wheel

 Step Two – Implementing the Wheel Once independent relationships have been developed between co-workers (see Step One – Connecting the Spokes), these micro-collaborations can start to be connected to each other, so much so that a full wheel of communication is formed around the manager. Team members are now communicating through a one-to-one relationship, interacting with their co-workers from a place of respect or ‘like’, and so connecting the spokes of the wheel to create a circular environment that can begin to roll forward. People begin to be ‘in it for the team’, pushing to reach deadlines in advance so as to accommodate the schedule of a team mate. Once someone has rearranged their own schedule for the sake of the team, the glue holding the collaborative wheel together begins to set, with this commitment and dedication becoming the norm within the team. The role of the manager now begins to change significantly. He or she is now leading in a completely different manner than before. Rather than controlling the information that is passing along the spokes, the manager is now encouraging the circulation of information, sharing the united goals so everyone within the team is aware of the desired outcome. This union within the team begins to create a We, with peers working together to achieved and carry common goals and objectives forward. This momentum begins to push the collaborative wheel forward. Team members are now not only committed to each of their independent relationships, but also to the good of the team and their team’s goals, objectives and aspirations. The next part of Changing Leadership Styles, Step...
Changes In Leadership – Step 1: Connecting The Spokes

Changes In Leadership – Step 1: Connecting The Spokes

By Stephen Hanman – Collaborative Companion Missed Step 0?  Find it here. Step One – Connecting the Spokes The first step in changing leadership styles is to begin to create individual connections between members of the team. People within a team may already have personal relationships with each other, and these people are much more likely to work constructively, self-sufficiently and interdependently. Whilst team members still may not be able to communicate with those on the other side of the team’s circle, they can begin to handle problems and work more efficiently and effectively with those that work either side of them. How? Not only are they cutting out the time they would usually have to wait whilst the manager runs information up and down the spokes of their wheel, but they are also respecting each other personally. Why? When you promise a deadline to someone you like, you don’t want to disappoint them. Same goes for other members of the team, once they are communicating face-to-face with each other promises are more likely to be kept. This process can be inhibited if the manager of the team does not want to release the power of knowing and controlling all the information and processes. The manager is still vital to the team, however, as broader information and team and project goals still need to be managed and communicated across the team’s circle and also up the hierarchy. The manager also needs to be aware of – but not control – the general directions within each relationship’s micro-collaboration, and communicate these directions across the team, to ensure that everything is...
Changes In Leadership Styles – Step 0: Wheel-less Spokes

Changes In Leadership Styles – Step 0: Wheel-less Spokes

One of the most pronounced changes that can be made to develop a Collaborative Workplace is a shift in the way employees, teams and projects are managed on a day-to-day basis. by Stephen Hanman – Collaborative Companion Step Zero – Wheel-less Spokes In the generic, hierarchical model that Ian spoke about in the initial workshop with The Red Apple Stack, the manager is at the top. This hierarchy can be redrawn to the wheel-less spokes to the left with the manager entrenched in the middle of their direct reports, with everyone reporting and communicating through the manager. This is management by control. Work process is slow, as information only moves up or down each spoke. The manager then decides who to pass on this information to, making all communications a one-to-one, linear equation. Whilst this system is ran and driven by the manager, who is fundamental in the teams’ success, it is also restricted by any shortcomings that the manager may harbour. For example, a manager may only be able to efficiently direct a maximum of 5 employees, perhaps 8 for an exceptionally competent one. With a team of 10 people things start falling through the cracks.  Alternatively more managers. Greater expense; less value. These smaller teams can be productive – experience has shown us that competent people managed by a competent leader will produce apt results.  The problem is that everyone is working at less than their best. The natural interdependency across the team is not harnessed. It is lost opportunity and the cost of doing business greater than it needs to be. Why not develop a happier,...