Training Industry Quarterly - Winter 2013 - (Page 23)
for Building Trust & Driving Business Results
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mand and control raises a central dilemma: How do you get things done and drive an organization forward — are you supposed to coax and convince your people? Asked another way: What does it take to be a strong and effective collaborative leader? Do you have what it takes? How can you understand your current collaborative capacity and the specific steps necessary for becoming a more robust collaborative leader? Building Trust: Why collaboration is Key First, let’s look at some context around why collaboration is so important. Recent research shows a clear and compelling correlation between high levels of trust, leader23
ollaboration is experiencing a renaissance among business leaders and with good reason. It’s fast becoming critical for driving strong business results across the numerous silos, sectors, and global divisions of many companies. Leaders are under greater pressure to make smart decisions, hit business targets and drive change. Collaboration is a vital ingredient for success in these areas. Great leaders know that collaboration gives them the leverage they need across the company — and that building a collaborative organization is as much a part of their role as innovating new products and services, serving customers well, generating profits, and achieving other important business goals.
The collaboraTive leader is able To help The organizaTion geT more wiTh less, while also sTaying on Track and driving iT forward
Collaboration is at the center of an important shift in a business world increasingly caught up in the move away from autocratic leadership to more decentralized models. For many leaders, the shift away from com-
Training Industry Quarterly, Winter 2013 / A Training Industry, Inc. magazine / www.trainingindustry.com/TIQ
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