Further Reflections on “A More Collaborative World”

In early 2024, Dave Mayoral and I (Carolina Nieto) wrote an article for SSIR en Español on the relationship between competition and collaboration—now translated for SSIR—which led to the following 15-minute interview on collaborative leadership:

That discussion—which generated nearly 300 questions—led to much reflection for me (Carolina). In a world where demands for multiple leadership skills abound, why focus our attention on collaboration? What concrete benefits does this model bring to a divided, polarized, and deeply unequal society, where the quest for success is often based on aggressive competition?

We believe that we are living in a time of unprecedented transformation, requiring us to rethink the way we exercise leadership. The challenges of the current global context demand leaders capable of articulating shared visions, bringing together diverse talents, and building solutions that transcend individual interests. Without discarding the lessons of the past, the new environment requires more horizontal, participatory, and generous approaches, in which power is redistributed and collective creativity flourishes.

We are passing from a structured, pyramid-shaped, authoritarian, and disciplined world—of management by authority and a focus on resources and infrastructure—to a more horizontal, egalitarian, and flexible world, with leaders who form "teams of teams," where knowledge is shared and multiplied, and with a focus on people: their skills, motivations, and dignity. For centuries, the leadership that prevailed was built from an authoritarian and paternalistic mentality, which had its advantages in a world directed and dominated by men. But my experience as a woman is that in this path of collaboration, we have discovered many other strengths. Indeed, for those of us who are women, it has been more natural for us to accept and ask for help, to recognize that we cannot do it alone, to look to others for what we do not have, in terms of ability or time. This has helped us more quickly move from competing to collaborating.

Today my team is made up of young people between 25 and 32 years of age, and through I manage from the “new longevity” (beyond the age of 60), these young people are enterprising, creative, intelligent, with ambition for growth and social contribution, who are not satisfied with a salary and benefits. They want a different world. The organization promotes self-determination, constant innovation, entrepreneurship, and a strong personal commitment. We encourage all people to be agents of change, to make decisions, not to wait for others to tell them what to do, to take the initiative. Each one of us as an example that this is possible.

Collaborating is not only a way to expand our capacity to achieve, it is also a way to live better, to enjoy our work, to share in order to sustain and be sustained. In working with those who share this more open, flexible, collaborative leadership style, we found the strength that we do not have if we are alone.

What are these skills I am talking about? What does this collaborative leadership look like in action?

To be a collaborative leader:

• We dream, and we have a powerful vision with which others become enamored.
• We bring possibilities to others that they do not see for themselves.
• We build trust through our commitment to ourselves, to those we work with, and to society, and we deliver on the promises we make.
• We reach agreements with our teams, which are complied with and respected.
• We have power because we are the ones who integrate, who generate consensus, who move towards decisions for the good of all, not because of the position that someone gives us.
• We achieve recognized authority through our capabilities and positive influence, not as an imposition derived from an acquired position or role.
• We are empathetic people, connected to the good of others, open to differences and diversity, respectful of all other ways of being and doing.
• We do not compete or put anyone in competition, seeking for everyone to participate, and valuing what each one contributes.
• We look at the common good and understand that everything that goes, comes back and that we are all in a system in which we all depend on each other.

For any space in which we seek to lead collaboratively, the foundation is woven out of the kind of mutual trust that allows us to let go of control, delegate responsibilities, share valuable information, and let other people lead with their own style. Sharing leadership is a challenge because it requires these kinds of strong relationships based on trust.

There are three levels of trust that can occur between individuals and organizations.

The deepest and most important is loyalty: trust that a person will not hurt me, will not speak ill of me behind my back, or will not seek to harm me in any way. We expect people to protect us and look out for our integrity. When this trust is lost, there is a deep rupture that is difficult to repair. In our communities and networks, it is therefore essential that each person feels safe, that we have agreements of respect, of care for our identities, of commitment to the well-being of all the people who participate in this space. When we say that a "safe space" is required, we are talking about this basic trust that we will all take care of each other.

The next level of trust has to do with sincerity, being able to say outwardly what we think inwardly. Breaking trust by lies, by half-truths, by not being able to say what we really think, is difficult to recover from. If we do not make situations transparent, we generate a culture of half-truths, which leads to generalized distrust. We need good spaces for frank and direct conversations, always with respect and purpose, and without fear that speaking the truth will hurt or offend. Whoever leads collaboratively seeks to create these authentic and sincere spaces so that all people can express themselves, creating active listening and care for people.

The third level is in the fulfillment of promise: when there are agreements, trust arises between those who fulfill them. This trust happens every day, with everyone we interact with. Generating agreements and compliance is therefore a major task of the collaborative leader.

• To help establish feasible commitments, which can be generated in the agreed time and conditions, in order to minimize the risk of non-compliance.
• Discuss and establish rules of the game to help create a culture of compliance within the community.
• Support those who have more difficulty complying by showing them consequences of their actions.
• Open spaces for conversation to understand in depth when it is not possible to comply with agreements that affect everyone. 

Technology as a Vehicle for Collaborative Management

Can technology slow down collaboration, or does it enable and accelerate it? Technology that allows us to get closer, to know more about ourselves and those with whom we wish to connect, will always be a great tool to facilitate collaboration. This brings with it the responsibility for all people to have equal access, opportunity, and ability to take advantage of this technology.

In my experience, communication technology that breaks isolation and distance opens a great world for those who do not have the resources to move, approach, and connect with other worlds. This technology opens new spaces, teaching, sensitizing, allowing common action among those who could not do it otherwise.

However, I believe it is a mistake to think that technology can replace authentic, empathetic, trusting relationships that generate close relationships, which are necessary for collaboration.  Information technology provides data and tools that facilitate work, but it does not solve community building. For collaboration, human contact is indispensable, whether through face-to-face or virtual spaces. If technology is a means to initiate, create, strengthen, and sustain relationships, it is very welcome. But we must be careful not to replace with technology that which requires human contact.

Systemic Change Through Collaborative Leadership

We are talking about one of the great changes that is happening in our society: no single person has all of what is required to solve the world’s problems. To solve today's conflicts, we need a broad vision, a perspective of the whole system we want to change, as well as an understanding of who all the people involved need to participate. The complex problems of this world require deep, broad, sustainable, and innovative solutions. Without shared leadership, these systemic solutions cannot be found.