189
Chapter 20
What Eliza Knows—
Resources for
Managers
Components of Collaboration
The challenges Eliza faced in her role as a leader and
manager at HDS Tech are not uncommon. Alas, vir-
tually all organizations with outside sales and inside
operations or customer service functions will face a
similar breakdown in collaboration at some point in
time. But this breakdown need not derail an organiza-
tion. Instead, if handled correctly, these challenges can
create an opportunity for the organization and its peo-
ple to strengthen the ties that bind them together and
can create new opportunities for growth and success.
190 ◾ Transforming Teams
Does this mean that all members of a cross-func-
tional team will become close friends? No, not neces-
sarily. Despite their success in hunting together, the
badger and the coyote are still not friends. But they are
excellent collaborators, and that is the goal.
Behavioral
Style
Making &
Managing
Promises
Trust
Comp
onents of Collaboration
Collaboration
Critical
Conversations
In its basic form, collaboration is the act of individuals
working together in order to achieve a desired common
goal or outcome. If those individuals are alike, collabo-
ration comes easily—among disparate individuals or
groups, not so much. In instances where individuals are
not alike, which likely encompasses the majority of situa-
tions, collaboration is more likely to occur if members of
the team share the following four things:
◾ An understanding of the language of behavioral style
What Eliza Knows—Resources for Managers ◾ 191
◾ An understanding of the language of trust
◾ A commitment to using the language of making
and managing promises
◾ A willingness to engage in critical conversations
The Importance of Behavioral Style
As Charles Henry explains, behavioral style inuences
virtually all of our interpersonal interactions. It is truly
the “how” of our behavior—how we act, how we com-
municate, how we process information, how we solve
problems. What Eliza knows is that the differences
among us that make for a strong, diverse team can also
create conict and discord. Her decision to make the
entire team aware of their own behavioral styles, and
to see how those styles differ within and among her
teams, is important for the following reasons:
1. It gives the team a language to discuss each other’s
behaviors and communication preferences without
making it personal.
2. It presents clearly how differences in behavioral
style can be both an asset and a liability.
3. It presents an opportunity for teams, such as sales
and customer service or sales and operations, to
focus on each other’s strengths and assets, rather
than just on the perceived faults or problems.
What You Can Do
Have your team conduct a behavioral-style assessment, like
a DISC assessment, and invite someone knowledgeable
192 ◾ Transforming Teams
with the assessment to facilitate a group learning retreat or
meeting. We recommend the assessments offered through
Target Training International, Ltd. (TTI).
If your budget is tight and you can’t afford to have
your entire team take an assessment, there is still a lot
you can do on your own:
First, divide your team into behavioral
styles using “sorting” questions. Start by
dividing them into two groups based
on whether they are introverted or
extroverted:
– If you recharge your battery by being
alone and quiet and are uncomfort-
able in large social situations, particu-
larly when you know no one, you are
likely an introvert.
Procedures
Pace
People
Problems
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rting Teams by Behavior Style
ExtrovertIntrovert
What Eliza Knows—Resources for Managers ◾ 193
– If you gain energy by being around
people and by being in a large social
setting with people you may or may
not know, you are likely an extrovert.
Second, divide each of your two groups
based on whether they are task versus
people oriented.
– If you suspect you are an introvert
and would describe yourself as helpful
and accommodating, you are likely a
Supporter (people oriented).
– If you suspect you are an introvert
and would describe yourself as cau-
tious and analytical, you are likely a
Controller (task oriented).
Cautious & Analytical
Helpful & Accomodating
Procedures
Pace
People
Problems
C
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rting Introverts
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