Changes In Leadership Styles
Step 3: Pumped-Up Tires

The Collaborative Wheel gains momentum as the manager adopts a shared leadership style, empowering experts and facilitating conflict resolution. Increased productivity and morale result in a thriving Collaborative Culture.

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 then that the manager needs to step back in to re-direct the wheel towards its final destination.

The manager also steps into a place of mediator; facilitating conflict resolution and ensuring all parties get their needs met within the teams processes. Sometimes colleagues can work with the best intentions at heart, but actually be working out of sync with the rest of their team. It is then the manager’s responsibility that all communications remain transparent and that a unified goal is maintained.

As this Collaborative Culture develops, other teams within the organisation will begin to observe the increased productivity and general morale. More people will want to work in this way, people will work more efficiently this way, businesses will make more money this way, and people will be happier this way.

More information about Leadership Styles can be found in our book, From Me to We: Design and Build Collaborative Workplaces.

Alternatively, please contact us for a chat about how you can begin to change your leadership styles straight away!

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