with non collaborators President Accelinnova 801 209 0195 Forbes blog blogforbescom pollyannapixton blog pollyannapixtoncom t pollyannapixton Pollyanna ID: 589522
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Slide1
collaborating
with
non-
collaboratorsSlide2
President,
Accelinnova801. 209. 0195Forbes blog: blog.forbes.com/pollyannapixton/blog: pollyannapixton.comt: @pollyannapixton
Pollyanna PIXTON Slide3
Outline
Who they areWhat makes them tickYour intentions and risksToolsSlide4
think
of
a non-collaborator you struggle withSlide5
L
eader
T
eam memberAnother teamA processwhat type is your non- collaborator: Slide6
Leadership Role
why don’t they collaborate?Slide7
lack of
collaboration
skillsSlide8
… don’t know howSlide9
Trust
… lack
of
trustSlide10
lack of
collaboration
skillsfearwhy people don’t collaborate…Slide11
fear of
losing
controlSlide12
fear of
someone else taking credit Slide13
fear
of
failureSlide14
lack of
collaboration
skillsfear‘it’s all about me’why people don’t collaborate…Slide15
self-centeredSlide16
passive
aggressiveSlide17
wants
power
and controlSlide18
personal
agendasSlide19
must
winSlide20
what this looks like…Slide21
withholds
information to elevate importance to organizationSlide22
is superior to othersSlide23
sabotages
others in effort to look betterSlide24
always wants fingers in anything under the spotlightSlide25
your non-collaborator?
lack of
collaboration skillsfear‘it’s all about me’Slide26
assess
the system where your non-collaborator works Slide27
your
non-collaborator’s
focus? …their motivators?Slide28
how
does
your
non-collaboratordefine success?Slide29
their
fears? their ‘hot buttons’Slide30
any
‘hidden
agendas’?Slide31
what
are
your
risks?Slide32
can you risk:
Handle being fired?
Find another job as good or better within three months?
Handle your career being derailed in this organization?Deal with public humiliation?Deal with any undeserved, negative labels?Survive without your mentors?Let someone else take the credit for your ideas and accomplishments?Slide33
recall
successful
risks takenSlide34
dealing
with
non-collaboratorsSlide35
have
three
people in the collaboration Slide36
find
some
common groundSlide37
Collaboration Tips
Share information, be transparent
share informationbe transparent Slide38
Collaboration Tips
give data
before
people need itSlide39
find an influencer to influence your non-collaboratorSlide40
speak
so
you
can be heardSlide41
practice
a forward
going
approachSlide42
bring
solutions
not just problemsSlide43
high
trust equals low command and control…Slide44
Trust/Ownership Model
Command & Control
Team Does as InstructedLeader is BottleneckConflictTeam DemotivatedWasted EffortEnergy & InnovationTeam TrustedLeader FreedFailure
No One CaresHighHow do weget here?Team/Individual Ownership
Control
Trust
Low
Leadership & Business ProcessSlide45
where is your non-collaborator?Slide46
Trust-Ownership Model
Micro-Management
Conflict & Low ProductivityInnovation and DeliveryAbdication and FailureHigh
We want toget here.ControlTrustLow
Team/Individual
Ownership
Leadership & Business ProcessSlide47
Trust-Ownership Model
Micro-Management
ConflictLowerProductivityInnovation and DeliveryAbdication and FailureHigh
ControlTrustLowTeam/Individual OwnershipLeadership & Business ProcessSlide48
Appreciative Inquiry:
Value What Is
Envision What Can Be
Discuss Next StepsBasic Assumption: An organization and the people know the possibility.“Fall Forward !”Problem Solving:Identify the ProblemAnalyze the CausesPlan the ActionsBasic Assumption: An organization is a problem to be solved.
Appreciative InquirySlide49
Appreciative Inquiry
Problem-Solving Orientation
Appreciative OrientationPAST
CURRENT STATEFUTUREANALYZE & FILL THE GAPDISCOVER & REALIZE POSSIBILITIESQUESTIONS
What’s Wrong?
What Happened?
Who’s to Blame?
How Do We Fix It?
What’s Working?
Where’s the Passion?
What’s Possible?
How Do We Achieve It?
QUESTIONS
Appreciative InquirySlide50
Trust-Ownership Model
Micro-Management
ConflictLowerProductivityInnovation and DeliveryAbdication and FailureHigh
ControlTrustLowTeam/Individual OwnershipLeadership & Business ProcessSlide51
understand why they micro-manageSlide52
build a
cube
togetherSlide53
check in regularly
Slide54
can you build
trust
? Slide55
Trust-Ownership Model
Micro-Management
ConflictLowerProductivityInnovation and DeliveryAbdication and FailureHigh
ControlTrustLowTeam/Individual OwnershipLeadership & Business ProcessSlide56
the
“passive
”
non-collaboratorSlide57
the
“passive
”
non-collaboratordiffering goalsculturalfearlack of understandingSlide58
what
are
they
passionate about?Slide59
what’s holding them back
?Slide60
advocate for them to pursue their area of passionSlide61
“passive aggressive”
non-
collaboratorSlide62
“passive aggressive”
non-
collaborator
competitiveself preservation lack of respectpersonal agendaSlide63
don’t
engage in a power struggleSlide64
wrap them in processSlide65
make them step into their responsibility and
make it the only possible stepSlide66
don’t let them dodge accountability by saying you don’t have the authority
Slide67
make them commit in publicSlide68
Team Confidence
take the
‘fun’ out of being dysfunctionalSlide69
Obstructionists
find something you agree on,
no matter whatSlide70
how do they want to solve the rest
Find something you agree on, no matter how small
Ask how they want to solve the rest
Bring real data and lots of itSlide71
don’t let them be leadersSlide72
can a
non-collaborator
ever collaborate?Slide73
or …Slide74
work
aroundSlide75
Trustworthiness
reflect
don’t reactSlide76
“I’ll get back to you on that.”
Slide77
don’t
take
it
personallySlide78
leave
the
room Slide79
when all else fails
…Slide80
remove or isolate the non-collaboratorSlide81
protect the teamSlide82
maybe it’s time to move on….Slide83
remember
the
non-
collaborator you struggle withSlide84
your next
steps…Slide85
summarySlide86
Outline
Who they areWhat makes them tickYour intentions and risksToolsSlide87
Learn MoreSlide88Slide89
89
www.synerzip.com
Jill Hoersten
Jill.hoersten@
synerzip.com469.374.0500 Slide90
Synerzip in a Nutshell
Software product development
partner
for small/mid-sized technology companiesExclusive focus on small/mid-sized technology companies, typically venture-backed companies in growth phaseBy definition, all Synerzip work is the IP of its respective clientsDeep experience in full SDLC – design, dev, QA/testing, deploymentDedicated team of high caliber software professionals for each client
Seamlessly extends client’s local team offering full transparencyStable teams with very low turn-overNOT just “staff augmentation, but provide full management supportActually reduces risk of development/deliveryExperienced team – uses appropriate level of engineering disciplinePractices Agile development – responsive yet disciplinedReduces cost – dual-site team, 50% cost advantageOffers long-term flexibility – allows (facilitates) taking offshore team captive – aka “BOT” optionSlide91
Synerzip ClientsSlide92
Next
Webinar
Hadoop
Vs SnowflakeComplimentary Webinar: Thursday, May 12, 2016 @ Noon CST
Presented by: Saqib MustafaDirector, Product MarketingSnowflakeSlide93
Jill Hoersten
Jill.hoersten@
synerzip.com
469.374.0500Connect with Synerzip
@Synerzip
linkedin.com/company/synerzip
facebook.com/Synerzip