How to make the move to collective leadership

Here's the latest thing I'm taking from my years in big media businesses into my work with clients: leadership, at its best, is not about one person at the top making all the decisions. Instead, it's about harnessing the collective intelligence and diverse perspectives of a team to navigate challenges and drive innovation. From banks to broadcast, this evolution from traditional, top-down leadership to collective leadership isn't just a trend—it's a necessary shift for organisations that want to thrive in the complex fast-paced environment of today.

Moving beyond traditional leadership

Traditional leadership models have long been characterised by a clear hierarchy, where decision-making power is concentrated at the top. In this structure, leaders were often seen as the sole authority figures, responsible for making all key decisions and directing their teams accordingly. A curious bi-product is that it almost absolves anyone else from any decision-making responsibility ("don't blame me - so & so wanted it"). While this model may have worked in the past, it is increasingly out of sync with the demands of the modern workplace.

In my previous roles, particularly in digital publishing and newsrooms, I witnessed firsthand the advantages of collective leadership and the limitations of a top-down approach. In a fast-paced environment like this, the farther up the the chain of command a decision had to go, the longer the delay, and that could mean the difference between breaking a story first or getting being beaten to the punch.

A top down model stifled creativity and innovation, as team members hesitated to share ideas or challenge the status quo.

I've been lucky:? I could make a decision in the studio control room, and it could be on air within 20 seconds.? One of those decisions (to run a ticker tape featuring the messages from Tsunami survivors to say they were alive) won a Royal Television Society award for Innovation.

Collective leadership flips the script. Instead of relying on a single leader, it disperses leadership responsibilities across the team, enabling faster decision-making and more innovative solutions. This shift is not just about speed—it's about creating a culture where everyone feels empowered to contribute, and where diverse perspectives are actively sought out and valued.

The key differences: collective vs. traditional leadership

At its core, the difference between collective and traditional leadership lies in how decisions are made and who is responsible for them. In a traditional model, decisions are typically made by one, or at best, a few individuals at the top, who may or may not have direct insight into the day-to-day realities of their team members. This can lead to a disconnect between leadership and the front lines, resulting in decisions that are out of touch with the actual needs and challenges of the organisation. Think of a VP of EMEA versus country teams.

Collective leadership, on the other hand, democratises the decision-making process. It leverages the strengths, expertise, and insights of the entire team, ensuring that decisions are informed by those who are closest to the issues at hand. This not only leads to more effective and timely decisions, but also fosters a sense of ownership and accountability across the team. When team members are involved in the decision-making process, they are more likely to be committed to the outcomes and to work collaboratively to achieve them.

Collective leadership is inherently more adaptable. In a rapidly changing environment, whether it be a bank or a broadcast newsroom, organisations need to be able to pivot quickly in response to new information or unforeseen challenges. A collective leadership model, with its emphasis on flexibility and shared responsibility, is better equipped to handle such situations than a rigid, top-down structure.

The responsibilities of collective leadership

While the benefits of collective leadership are clear, it’s important to understand that this model also comes with its own set of responsibilities—both for the members of the collective and for any supervising leaders who oversee them.

Within the collective: Members of a collective leadership team must take responsibility for not only their own contributions but also for supporting and empowering their colleagues. This includes engaging in open, honest communication, holding themselves and each other accountable for the team’s decisions, and fostering a culture of trust and inclusivity. It’s about building a space where every voice is heard and valued, and where the best ideas can rise to the top, regardless of their source.

The role of the supervising leader: The supervising leader in a collective leadership model has a unique role. Rather than dictating decisions or micromanaging, their primary responsibility is to facilitate the collective’s work. This involves providing the resources and support the team needs to succeed, ensuring that their efforts align with the organisation’s broader goals, and offering guidance when necessary. The supervising leader must also strike a balance between granting the collective autonomy and holding them accountable for their outcomes.

This dynamic between the collective and the supervising leader is one of mutual respect and collaboration. The collective must be proactive in seeking guidance when needed, while the leader must trust the collective to take ownership of their work. It's a balance which is essential for the success of the collective leadership model.

Embracing the collective future

By embracing collective leadership, organisations can foster a culture of innovation, resilience, and shared responsibility that positions them to thrive in any environment.

In my experience, the most successful teams are those that understand the power of the collective. By moving beyond the outdated, top-down leadership model and embracing a more collaborative approach, we can unlock the full potential of our teams and drive our organisations forward.

So before I go, here are 5 tips for both a collective and the supervising leader to help you all on your journey to effective collective leadership:

For collectives:

1. Foster open communication: Encourage a culture where every member feels comfortable sharing their ideas, concerns, and feedback. Regularly hold open forums or brainstorming sessions where all voices can be heard. The more transparent and communicative the group, the more cohesive and effective it will be.
2. Embrace accountability: Collective leadership thrives on shared responsibility. Ensure that each member understands their role and is accountable for their contributions. Implement systems for tracking progress and holding each other accountable, such as regular check-ins or progress reports.
3. Leverage diverse strengths: Recognise and use the unique strengths and expertise of each team member. Assign roles and tasks based on individuals’ strengths and encourage cross-functional collaboration to maximise the collective’s potential.
4. Cultivate trust and respect: Trust is the foundation of any effective collective. Build trust by being reliable, showing respect for others' opinions, and addressing conflicts openly and constructively. Make trust-building a priority in every interaction.
5. Encourage continuous learning: Promote a culture of continuous improvement by encouraging members to share knowledge and learn from each other. Hold regular reflection sessions to discuss what’s working, what’s not, and how the collective can improve its processes and outcomes.

For supervising leaders:

1. Provide clear direction and purpose: Set clear goals and a shared vision for the collective. While allowing the team autonomy, ensure they have a strong sense of purpose and understand how their work aligns with broader organisational objectives.
2. Empower the collective: Trust the collective to make decisions and take ownership of their work. Avoid micromanaging, but be available to provide guidance when needed. Empowerment fosters innovation and accountability within the team.
3. Facilitate resources and support: Ensure the collective has the resources, tools, and support they need to succeed. This includes providing access to information, technology, training, and any other resources necessary to meet their goals.
4. Balance autonomy with accountability: While granting the collective autonomy, establish clear expectations for performance and accountability. Regularly review the team’s progress and provide constructive feedback to help them stay on track without stifling their independence.
5. Be a champion of the collective: Advocate for the collective within the broader organisation. Recognise and celebrate their achievements, and ensure they receive the visibility and support they deserve. Being a champion helps to reinforce the value of collective leadership and encourages ongoing success.