Interdependence - Blazing A Trail Together
I ask the same question to every potential team coaching client.
‘Do you consider yourself to be part of the leadership team?’
If there is a long hesitation, or a straight no, then I do not proceed.
It is not that I expect the team leader to think of themselves as at the same level as their team leaders. I don’t for the very simple reason that they aren’t. The same applies to other members of the team if they operate at different levels.
Some teams are flatter than others, and I will always have a different relationship with the team leader than the rest of the team.
Whatever the level of responsibility, every member of the team must play a part. Interdependence is the opposite of independence; that trail must be blazed together.
This is the second blog on interdependence, the first of which can be found here. It is also the fourth in the leadership team series, with the first two on collective responsibility here and here.
Here are three aspects to consider.
1. Co-construct the goals
The key strategic objectives for the organisation belong to everyone. If the idea of collective responsibility is going to be taken seriously, then team members need to be involved in those decisions. As Stephen Covey said, ‘without involvement there is no commitment. Mark it down, asterisk it, circle it, underline it. No involvement, no commitment’.
The interdependent discussion lays the groundwork for collective responsibility. Some departments or sections may contribute to individual goals more than others but they belong to everyone.
Doing so takes time. As amazing as it may seem, some senior leaders have never been asked to contribute to the direction of travel or thought it was their role to do so. They may struggle to see the organisation through the eyes of their colleagues, particularly the leader.
This goes beyond sharing the airtime. It is not enough to let others do the talking, and wait for whatever the outcome will be. Everyone needs to be involved in generating ideas, critiquing those of others, building on suggestions and making decisions. There is no room for freeloaders in any discussion.
It is worth persisting to make this happen. This is why it often requires a lengthy meeting, or an away day, to get to the heart of it. It can take a long time for some to listen properly to their colleagues and understand that their own priority may not be one for the team.
Ultimately, every leader needs to understand the goals, commit to them and be ready to explain them and the accompanying details to everyone else.
Co-construction does not mean that a team leader can be outvoted, unless they wish to put a decision to the vote. They can still summarise, have the final say and let others know what is in or out along the way.
There is a key exception to the rule. If an organisation is in crisis, whether financial, ethical, regulatory or anything else, then the team leader needs to take charge. If there is a co-constructive discussion to take place, it is likely to be about the ‘how’ and not the ‘what’.
When the objectives are not subject to question, it is accompanied by a need to act with urgency.
I will add that while there is a place for a coercive style, there is a time limit for how long it can be effective. Eventually team leaders need others who can contribute and drive forward change themselves.
2. Ambition matters
The point of working interdependently is not just to end up with something that is shared. It is about more than ‘getting everyone on board’ or ‘taking everyone with you’. My view is that both of those concepts are overrated but that is for another day.
The purpose of interdependence is to end up with a product that is far more than a sum of its parts. Team members need to be able to look at a set of objectives, the trail that will be blazed as a result and see that they represent a game changer.
It is the excitement from this that persuades even the most reluctant team member to engage and carry it forward. It may even be the apparent bunker dweller who becomes the biggest advocate as they finally see a purpose to all the leadership team meetings they have been attending for years.
As is the case with any good exercise, start with the ambitions. Proper ambitions, not lip service, searching for goals which are truly transformational.
Do not worry about the timeline or a sense of how long it might take, at first at least. Get into the lost dreams of every team member round the table and find out what would make them jump out of their seat. This is how trailblazing begins.
Then work backwards from that point. Peter Hawkins’ concept of ‘future back’ needs its own blog, but this is how it starts.
It is only by working interdependently that a team can discover the true summit of its ambitions.
3. Break open the organisation chart
Working interdependently starts, not stops, with the extended discussion around goal-setting.
Turning the ambitions into reality means that the collaborative spirit must continue on an upward trajectory.
Senior leaders now need to model this across all of their areas, particularly the prime importance of alignment across the whole organisation. Leaders will need to engage with ongoing collaboration, and the same must apply within and across every department.
The key document for far too many companies is the organisation chart, rather than the development plan. Organisation charts are still required, as there is a need for clarity for those who have more collective responsibility than others and who will be asked the most difficult questions first. But if they determine boundaries which slow progress and maintain a strong sense of silos then they are counterproductive.
It is quite possible that a senior member of the team may not have a key objective which is ‘against their name’, but a sense of strong teamwork dictates that this should not be an issue. Too often egos can get in the way.
A lack of a key objective may mean that an aspect of work is performing to a high standard or does not have new legislation to consider. It should still aim to improve, but it is at least as important to consider their own response to the major goals.
Seniority may not mean having your ‘own’ key objective for your department, but it can still mean taking a significant leadership role within aspects which are not your specialist area. It can still mean ensuring all relevant voices are heard before making major decisions. It can still mean asking questions like ‘how will we know if we have succeeded?’ This is how the best team players operate.
Outcomes need to be evaluated based on the success of an objective or project, and not individual contributions towards them. That does not mean there should be a lack of individual accountability, or that performance should not be measured.
But if a trail is to be blazed, it will depend on every senior leader showing a determination to make things happen. Whatever their area of responsibility, an interdependent mindset is what is required for true success.
Remember that
Team leaders must set the standard for interdependence, as they need to demonstrate a collaborative spirit for it to be taken seriously by others. They can model working with other colleagues, sharing and building on each other’s ideas.
The best collaborators can also be the best leaders, even if they need some persuasion to step up. The ability to listen, be influenced and shape ideas together is an under-rated aspect of leadership. Look out for those who light up when the opportunities to share arise.
How can I help you?
1. One to one coaching programmes for senior leaders who are swamped by their jobs so they can thrive in life. Click here to discover where you are on your journey from Frantic to Fulfilled? Just 5 minutes of your time and you will receive a full personalised report with guidance on your next steps.
2. Team coaching programmes - working IN a team is not the same as working AS a team and yet they are often treated as if they are the same. I help teams move from the former to the latter, and generate huge shifts in productivity and outcomes.
3. Talks, workshops and seminars - including topics relevant to the two areas above plus explaining Gen Z to Gen X and dealing with the intergenerational workplace. Speaker showreel here.
