The Collaborator sorta sounds like a super hero – not so much, but I can see the spandex garb in my head, so I’ll run with it.
The collaborator is an interesting [tag]leadership[/tag] persona – on the surface it is a label, mode of operation and general concept which is good – right up until something requires accountability. So let me state – a product, deliverable or just plain anything is just plain better with help. In fact a group can always produce a better product, but there always lingers the [tag]group think[/tag] risk, which ignored, not understood or believed to be a myth by the collaborator. Think Abilene paradox! – agreement is a bear.
Usually the better product is produced through iterations and review, rather than sharing the creative process, model development or production activity. Everyone has a role and value they bring to the table, but the leadership super hero – The Collaborator – believes ALL phases of delivery are best done with 12 people (4 on a dial in number, 6 people in the room and 2 following up after the fact via email). While with a geologist, I just put together some diagnosis concepts, the collaborator requires a little more work to flesh out and help folks understand how to thrive in a collaboration lifestyle – err “workstyle”.
So in a collaborative reality the delivery time lines are COMPLETELY manageable and by manageable – I mean lot’s of headroom, but due to the number of meetings – the whole thing is a little over complicated from a production process perspective. The meetings become a great opportunity to get input – in fact this leader prefers volume of input to validity of input. So in the model – the more commentary the better, I find myself becoming a play-by-play analyst of my daily work life (update emails, update meetings, update blog posts..) and acknowledging each item of input through a series of “let me know sure I fully understand – you believe <insert random input provided by a direct report of the collaborator>” or rapid response email requesting more quality insights which can help delay the next rev of uninspiring delivery.
This is the best leadership model to survive/hide in, all you need is input and participation in the process, since the team will develop all parts of the deliverable. In fact, it is almost preferred to start with a framework, rather than a draft of something – since no single person is accountable in this model. The model by design makes EVERY work product a success and while I never participated/witnessed, I suspect there are [tag]group hugs[/tag] if I was able to attend all of the typical 3 hour review meeting.
Facts, stats and logic are your magic bullet under this leader persona – in fact if you can present the facts in the way that the leader believes it was a product of the team, you WIN and get to participate in future love fests which produce watered down messaging, minimalist risk taking and in general a place to call your own on the Phrog farm.
Jerry Harvey on Phrogs:
All organizations have two essential purposes. One is to produce widgets, glops, and fillips. The other is to turn people into phrogs. In many organizations, the latter purpose takes precedence over the former. For example, in many organizations, it is more important to follow the chain of command than to behave sensibly. Phrog is spelled with a ph because phrogs don’t like to be known as frogs, and they try to hide their phroginess from themselves and others by transparent means… For one who has been a person, it’s a great come down to be a phrog.
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[…] The Collaborator – Part of the stuck in the middle series, but I think this could standalone outside of the humorous series on middle management impact. I only have like 4, possibly 5 left which I will go back to in January. […]
I know exactly the type of person you’re talking about. I think we were in the same meeting!
[…] of the stuck in the middle series which have examined several leadership personas (the geologist, collaborator, Visualist, Vassalizer, amoeba and the fence mender) – to date these were leadership styles which […]
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