The Collaborative Quotient

Practically every executive I meet with these days wants to talk about collaboration.  The interesting thing is, in most cases it quickly becomes clear that what they really want to discuss is optimising delegation.

While moving from “command and control” to “communicate and collaborate” is the stated goal of many leaders, you don’t see very many of these actually relinquishing command.  Most think they are collaborating when in fact all they are doing is spreading the responsibility more widely.  And in that case, to quote an old expression, “Unless you’re the lead dog the view never changes.”

One of the potential benefits of improved organisational communication is the power of democratising the business. Today’s use of collaboration as a buzzword is eerily reminiscent of the “empowering the worker” jargon of the 80s.  A lot of companies talked about it, but only a few led the transformation and capitalised on the benefits.  To those few the strategic advantage became huge.

So it’s interesting to talk to business leaders today and hear them talk about change, and it’s fascinating to discuss new technologies and innovative business process, but at the end of the day, more often than not, the real transformation of their organisations will only occur through a careful self-analysis by these executives, and an actual commitment to personal transformation.  Because unless they are truly willing to trust the team they’ve built, and distribute not only responsibility but authority, it’s all just academic.

What does collaboration look like to you?