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a. Designing projects that require cooperation, then encourage
direct contact between team members.
b. Giving credit to the group for team accomplishments.
c. Avoiding acting as the center of problem-solving for your

group, but not hesitating to roll up your sleeves and help others
when they need it. 115

As was just mentioned, collaboration is not a “natural act” for human
beings. It requires us to think about things differently than we are used to,

which is not easy. To begin with, we may find it difficult to gauge the
benefits of changes that we are not familiar with, especially with respect to
working together with others. Since other people are likely to have
agendas different than ours, it is natural to be suspicious of them and their
motives. We typically think: “How can we be sure we won’t be taken
advantage of.”

Collaboration, therefore, requires a deliberate act of will. It has to be
initiated by someone who really wants to collaborate and who sees the
value of people or organizations working together. In other words, it takes
a leader to begin the collaborative process. Collaboration doesn’t just
happen.

As difficult as true collaboration is to achieve, the benefits are well worth
the effort. Effective teamwork is the primary result, which is demonstrated
in shared accountability, shared priorities and goals, shared problem-
solving, and shared decisions. All of this results in better outcomes. Being

a leader does not mean being the only member of the organization that is
able to make all decisions and that is accountable for results. It really
means the ability to facilitate an effective collaborative process.

Chapter 10 of this book will deal with the subject of how to become a

collaborative and enabling leader.

115
http://www.trainingmag.com/article/leaders-look-improve-people-skills.
David Kolzow 104