Navigating Collaboration Challenges: Tips for Success

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Leadership used to be all about giving orders and controlling every aspect of the organization. While no one actually said, "I will give orders, my team will control, and the rest of you will follow without question," there was a military-like hierarchy in most companies.

This approach had its advantages - decisions were made quickly and actions were taken promptly. However, the downside was that not all decisions were well-thought-out because differing opinions were often dismissed. At the lower levels of the organization, employees didn't want to just follow orders when their job was to sell products, not engage in a covert military operation.

This old-fashioned style of leadership didn't focus on employee satisfaction, as it was not a priority back then.

The language of leadership has changed over time, along with the way it is practiced. Leaders now emphasize concepts like ‘collaboration’, ‘consensus’, ‘alignment’, ‘compassion’, and the importance of teamwork.

The idea behind taking a more thoughtful approach to making decisions and following through with them is that when people are involved in the decision-making process, they are more likely to be committed to carrying out those decisions. This initial guidance can come from input from people at all levels of the organization.

When individuals have a say in decision making, it is important for them to take responsibility and understand the best practices for playing a more accountable role. This should be seen as a basic expectation.

Leaders may find it challenging, as it consumes time, splits attention, and requires exceptional tact. However, those being led appreciate the opportunity to express their opinions. This advanced form of corporate culture is praised in academic studies on leadership and taught to aspiring leaders in business schools and by management coaches. Despite the numerous endorsements for its modernity, transparency, and inclusivity, it is important to acknowledge the potential drawbacks.

Our undisciplined discipline

Marketing is a field that relies on principles rather than strict rules, making it a subjective discipline with a variety of possible choices for each decision. This flexibility can be both exciting and challenging, leading to endless debates within the industry.

When you introduce a positive concept like 'collaboration', you can risk causing confusion. Marketing leaders often bring together global teams to discuss an important brand decision, either online or in person. Breakout groups work together as mini-teams and share their findings with the larger group. This can result in a mix of different opinions, without necessarily finding a common ground.

After a tough meeting, one leader expressed feeling like they were just going in circles. At this stage, the choices are to try to reach a consensus or for the leadership to make a decision.

Reaching genuine agreement can be difficult with the former approach. The lukewarm consensus that is eventually reached may only reflect what people do not strongly oppose, rather than a decision they are truly passionate about.

On the other hand, making the decision as a leader requires a strong will and great patience to ensure that it is effectively implemented.

Lack of Alignment

Sometimes, it may appear that everyone is in agreement on a decision, but then new individuals will come forward to express their disagreement. This could include senior leaders who were not included in the initial discussion, researchers advocating for a different approach based on their specific consumer perspective, creative agencies joining the conversation late and disregarding previous ideas, and middle managers who enjoy challenging the status quo.

I’ve witnessed leaders try to use persuasion at this stage, only to end up in an endless and unproductive exchange. Others have suddenly shifted from being understanding listeners to being strict enforcers, a move that only works if you truly don’t mind people criticizing you.

Therefore, out of all the leaders on the top floor of the corporate hierarchy, I feel the most empathy for the chief marketing officer. Some handle it better than others, but most struggle to handle the flood of opinions and diverse viewpoints that come with even minor decisions.

Leadership training is a valuable tool for enhancing skills and knowledge for new CMOs. It provides them with the necessary resources and tactics that they may not have acquired in their previous role as a senior marketer.

However, I believe that it could be beneficial to allocate a portion of the training budget to employees lower down in the corporate hierarchy. This would help them gain a better grasp of the challenges and complexities involved in decision making processes within the organization.

In the past, receiving instructions meant having low responsibility - you just had to follow orders. But with more involvement in decision-making, there should be some level of accountability and understanding of best practices for taking on a more responsible role.

The most important principle to remember is this: after discussions, when your input has been considered and a decision has been reached - even if you don't agree with it - it's important to support it to ensure its success.

Only perhaps in stronger language.

Editor's P/S:

The article highlights the evolution of leadership from a top-down, authoritarian approach to a more collaborative and inclusive style. While this shift has brought benefits such as increased employee involvement and commitment, it has also introduced challenges. One key issue is the difficulty in reaching consensus and aligning decisions across diverse perspectives. This can lead to delays, confusion, and a lack of clear direction.

To address these challenges, the article suggests providing leadership training to both senior and lower-level employees. This training should focus on developing skills in decision-making, communication, and conflict resolution. By empowering employees at all levels to participate in the decision-making process and understand the complexities involved, organizations can foster a more cohesive and accountable work environment. Additionally, leaders should be equipped with strategies for managing conflicting viewpoints and ensuring that decisions are implemented effectively, even in the face of disagreement.