An introduction to leadership and collaboration in a matrix organisation; leadership focus is on self-leadership as starting point for young professionals starting their career.

1. MAKING A DIFFERENCE
THROUGH LEADERSHIP
& COLLABORATION
J A C Q U E L I N E B A R E N D R E G T
N O V E M B E R 2 0 1 8

2. AGENDA
PART I
• Leadership and being a leader
o Start with self-leadership
o The work of leadership
PART II
• Collaboration (and working in a
matrix)
o The power of collaboration
o Barriers to collaboration
o Levers for collaboration

3. M I L L E N I A L S , G E N YA mindset, not a birthdate....
There are no precise dates for
when this cohort starts or ends;
demographers and researchers
typically use the early 1980s as
starting birth years and the
mid-1990s to early 2000s as
ending birth years.
https://en.wikipedia.org/wiki/Millennialswww.landanano.com

4. ...Be the change

5. A SIMPLE LEADERSHIP FRAMEWORK
CHANGING YOUR
WORLD
LEADING SELF LEADING OTHERS
Self-awareness
Self-regulation
Self-reflection
Growth mindset
Culturally inclusive
Communicative
Collaborative
Empathetic
Ethical
Visonary
Strategic
Reflective
Adaptive
Resourceful

6. L E A D I N G S E L F
• Self-awareness
• Self-regulation
• Self-reflection
• Growth mindset

7. • Self-awareness correlates to job
performance, career success and
leadership but is remarkably short
supply in today’s workplace.
• 5 year HBR research programme
uncovered that although 95% of
people think they’re self-aware,
only 10 to 15% actually are.1
1T. Eurich; Working with People Who Aren’t Self-Aware; Harvard Business Review; October 19 2018

8. Successes, failures
Feedback
Feelings
Action-orientation
Situational judgement
Reframing
Emotional intelligence
Communication
LEADING SELF
Values, beliefs
Vision, purpose
Strenghts
Development areas
Job criteria
Valuetoself&toorganisation
Self-awareness
Self-regulation
Self-refelction

9. GROWTH MINDSET
• Rapidly changing world, jobs are being re-scoped, reassigned and eliminated at an
increasingly accelerated pace.
• A growth mindset is both the belief that skills and abilities can be improved, and that
developing your skills and abilities is the purpose of the work you do.2
2H. Grant et al; 5 Mistakes Companies Make About Growth Mindsets; Harvard Business Review; July 23 2018
How to put it to work:
 Look for opportunities (constantly) and be flexible
 Be/stay curious and keep learning to improve yourself
 Value efforts and ideas of others while continuing to work on own goals
 Get comfortable with being uncomfortable
 Break-down silos and ask permission later
 Go for significance instead of just success

10. THE WORK OF LEADERSHIP
What is being a leader about?
1. Am I taking the team somewhere great?
2. Am I empowering people to be great?
3. Is the organisation delivering something great?

11. LEADERSHIP SUCCESS FACTORS
Develop a vision, simplify complexity and build a narrative around it that people can
understand and embrace
Be open, share information and read up so you can be a conversation partner
Drive ambition for the whole organisation as if you run the place
Play well on teams by leveraging the diverse and collective intelligence
Look for potential and develop people
Pay attention to detail and also get back in the helicopter

12. AGENDA
PART I
• Leadership and being a leader
o Start with self-leadership
o The work of leadership
PART II
• Collaboration (and working in a
matrix)
o The power of collaboration
o Barriers to collaboration
o Levers for collaboration

13. W H AT
CO N S T I T U T E S
CO L L A B O R AT I O N ?
• Collaboration is a working
practice/process whereby
people or organisations work
together to a common
purpose, goal or task to
achieve an outcome (business
benefit, impact).
Amended from https://www.aiim.org and https://en.wikipedia.org/wiki/Collaboration
What it’s not...

14. COLLABORATION
• Think about an effective collaboration
that you’ve had in the past two years.
• What are three factors that made the
experience particulary effective?
• Think about a situation when you
collaborated with someone and it did
not go well.
• What are three factors that made the
experience particulary ineffective?

15. COLLABORATION BARRIERS & LEVERS
Not-invented-here
• Self-reliance
• Fear (to reveal problems)
• Communication in the group
Unwilling to help
• Internal competition
• Narrow incentives
• Too busy
• Fear (to lose power)
Unable to find what they seek
• Company size
• Physical distance
• Information overload
Unable to transfer
• No common frame
• Weak ties
Leadership
Unify
Networks
Bring your whole self
Interpersonal
M. Hansen; Collaboration; Harvard Business Press 2009

16. (DYS)FUNCTIONS OF TEAMS...
AND THEREFORE COLLABORATION
Absence of
TRUST
Fear of
CONFLICT
Lack of
COMMITMENT
Avoidance of
ACCOUNTABILITY
Inattention to
RESULTS
Building trust requires
vulnerability
Courage to risk
Healthy conflict implies
candid debate
Trust to speak opinion without
fear of retribution
Commitment follows healthy
conflict
Hear all  disagree  desicion 
buy-in  one voice
To take accountability
requires commitment
100% buy-in
Focus on measurable results
Collective & individual Feedback

17. CO L L A B O R AT I O N
L E V E R
• In matrix organisations you
need to have horizontal reach
and vertical impact.
COLLABORATIVE LEADERSHIP
“To get effective and efficient
results across internal or
external organizational
boundaries.”
• Break through silos
• Influence
• Pragmatic
• Trust generator
The opposite can happen too...

18. CO L L A B O R AT I O N
L E V E RCreate a unifying goal
 Focus
 Concrete and understandable
 Stir passion
 Put competition on the outside
Create core value
 One for the team
 How to celebrate
 Feedback and learning
Create language of collaboration
 Empowerment
 Communication fora
 What to leave behind
UNIFY PEOPLE
Focus on who and what is
creating results instead of on
results
WHAT HOW

19. CO L L A B O R AT I O N
L E V E R
BUILD STRATEGIC NETWORKS
• Do you have an effective
network? How do you know?
It’s productive for achievement of
goals that in its absence would not
be possible
• Build outward, not inward
• Build diversity, not size
• Be opportunistic and think
long-term
• ‘Exchange’ value with value
Outside your organisation Inside your organisation
YOU

20. TAKE HOME MESSAGES
• Leadership starts with a mindset and anyone can learn to be a (better)
leader
• Everyone needs to be a leader in some context
• Become aware, stay curious, reflect and learn
• Be the change you want to be
• Collaboration as the new competitive advantage
• Shared understanding, shared goal
• Trusting relationships for networking and learning
• Communicate and empower transversally
• Make time to celebrate
LEADERSHIPCOLLABORATION

21. THANK YOU& L E T ’ S S TAY I N TO U C H !