Why Being a Collaborative Leader Is Important in Today's Workplace

In today's fast-paced and ever-changing world, businesses need leaders who can adapt and innovate. Collaborative leaders are able to do just that. They are able to bring people together from different backgrounds and perspectives to create something new and better.

There are many benefits to being a collaborative leader. For one, it can lead to increased productivity. When people feel like they are part of a team and their ideas are valued, they are more likely to be motivated and engaged in their work. Collaborative leaders can also help to create a more innovative workplace. By encouraging different perspectives and brainstorming, they can come up with new ideas that would not have been possible otherwise.

Of course, being a collaborative leader is not always easy. It takes time, patience, and a willingness to listen to others. But the rewards are worth it. Collaborative leaders create more successful and productive teams, and they build a stronger workplace culture.

Here are some of the benefits of collaborative leadership, according to experts and Harvard Business Review:

• Increased productivity: Collaborative leaders create a more engaged and motivated workforce, which leads to increased productivity.
• Improved problem-solving: Collaborative leaders tap into the collective wisdom of their team members to solve problems more effectively.
• Enhanced creativity and innovation: Collaborative leaders encourage different perspectives and brainstorming, which leads to more creative and innovative solutions.
• Stronger team relationships: Collaborative leaders build trust and rapport with their team members, which creates a more positive and productive work environment.

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How can you become a more collaborative leader?

Here are a few tips:

• Be open to feedback. A collaborative leader is willing to listen to the feedback of their team members, even if it is negative. This shows that they value the opinions of others and are committed to continuous improvement.

• Encourage participation. Collaborative leaders don't just tell their team members what to do. They encourage them to participate in decision-making and problem-solving. This shows that they trust their team members and value their contributions.

• Be willing to compromise. Collaborative leaders are willing to compromise in order to reach a consensus. They don't always have to get their way, and they are willing to listen to the needs of others.

• Celebrate successes. When the team achieves a goal, collaborative leaders take the time to celebrate their success. This shows that they appreciate the hard work of their team members and that they are committed to building a positive work environment.

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Using Lencioni's 5 Behaviors together with Tuckman's Team-Building Models

Lencioni's 5 behaviors are a framework for building high-performing teams. They are:

1. Trust: Team members must trust each other in order to be open and honest with each other.
2. Conflict: Team members must be willing to have difficult conversations in order to resolve issues.
3. Commitment: Team members must be committed to the team's goals and objectives.
4. Accountability: Team members must be held accountable for their actions.
5. Results: Team members must focus on achieving results.

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Tuckman's Team Building model is a five-stage model of team development. The stages are:

1. Forming: The team is just getting started and is getting to know each other.
2. Storming: The team starts to disagree and conflict arises.
3. Norming: The team starts to develop norms and work together more effectively.
4. Performing: The team is functioning at its best and is achieving its goals.
5. Adjourning: The team disbands or moves on to a new project.

By using Lencioni's 5 behaviors and Tuckman's team-building model, collaborative leaders can create high-performing teams that are able to achieve their goals.

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Examples of Enneagram Types employing Lencioni's behaviors and Tuckman's team-building relationships

Here are some examples of how different Enneagram Types can become more collaborative leaders by employing Lencioni's behaviors and Tuckman's team-building relationships:

• The Reformer (Type 1): The Reformer can become more collaborative by learning to trust their team members and accept that there are different ways of doing things. They can also learn to be more open to feedback and compromise.

• The Helper (Type 2): The Helper can become more collaborative by learning to set boundaries and not take on too much responsibility. They can also learn to be more assertive and speak up for their own needs.

• The Achiever (Type 3): The Achiever can become more collaborative by learning to be more patient and listen to others. They can also learn to be more willing to share the spotlight and let others take credit for their ideas.

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Here are some examples of how each of these Enneagram Types might employ Lencioni's behaviors and Tuckman's team-building relationships in the workplace:

• The Reformer (Type 1): A Reformer might start by building trust with their team members by being honest and transparent about their expectations. They could also encourage open communication by creating a safe space for team members to share their ideas and feedback. In the storming stage, the Reformer might need to learn to step back and let the team work through their disagreements. They could also help the team to develop norms and procedures that will help them to resolve conflict more effectively. In the norming stage, the Reformer could focus on building relationships with their team members and getting to know them better. They could also help the team to develop a shared vision for success. In the performing stage, the Reformer could focus on holding the team accountable for their actions and ensuring that they are meeting their goals.

• The Helper (Type 2): A Helper might start by setting boundaries with their team members. They could let them know that they are not responsible for solving all of their problems. In the storming stage, the Helper might need to learn to stand up for themselves and their ideas. They could also help the team to find a compromise that works for everyone. In the norming stage, the Helper could focus on building relationships with their team members and creating a positive work environment. They could also help the team to celebrate their successes. In the performing stage, the Helper could focus on continuing to build relationships with their team members and supporting them in their work.

• The Achiever (Type 3): An Achiever might start by learning to listen to others and be more patient. They could also learn to be more willing to share the spotlight and let others take credit for their ideas. In the storming stage, the Achiever might need to learn to let go of control and let the team work through their disagreements. They could also help the team to focus on the task at hand and avoid getting sidetracked by personal agendas. In the norming stage, the Achiever could focus on building relationships with their team members and getting to know them better. They could also help the team to develop a shared vision for success. In the performing stage, the Achiever could focus on holding themselves and their team members accountable for their actions and ensuring that they are meeting their goals.

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Of course, these are just a few examples. There are many other ways that different Enneagram Types can become more collaborative leaders. The most important thing is to be willing to learn and grow, and to be open to feedback from others.

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I hope this newsletter post has been informative and helpful. If you have any questions, please feel free to leave a comment below.

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About the Author

Dr James Leong is a leadership trainer and executive coach who empowers people and organizations to achieve their full potential. He combines neuroscience, psychology, hypnotherapy, and coaching to help his clients overcome challenges and reach their goals. He has trained thousands of individuals and organizations across various industries and sectors, sharing his expertise and insights with them. He is a member of several professional associations and a certified practitioner of various psychometric tools such as the Enneagram and MBTI. Dr Leong is also a longtime student of the creator of the Enneagram Dr Claudio Naranjo, whom he studied with from 2010 until his teacher’s passing in 2018. Dr Leong has helped many psychologists, psychiatrists, and counselors integrate NLP and hypnotherapy, and the Enneagram into their practice to great success. Both his Masters and Doctoral dissertations are on the Enneagram Types, their Leadership Potential and Related Stress. He is also a sought-after speaker at global NLP and Hypnotherapy conferences.

Dr Leong is based in Singapore and speaks English, Mandarin, and Cantonese. He enjoys traveling, reading, and practicing Mindfulness Meditation, Strength Training and Tai Chi Chuan. Dr Leong is a visionary leader who inspires others to pursue their dreams and passions. He believes that everyone has the potential to create positive change in themselves and the world.

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