Finding Allies, Building Alliances E-Book

Mike Leavitt

• Herausgeber: John Wiley & Sons
• Kategorie: Fachliteratur
• Sprache: Englisch

Seitenzahl: 333

Veröffentlichungsjahr: 2013

Beschreibung

From Governor and White House cabinet member Mike Leavitt: how to find collaborative solutions to the greatest challenges Your business challenges extend far beyond you and your firm, to the competitors within your industry and the regulators outside it. Finding solutions to larger issues requires cooperation between diverse stakeholders, and in this rapidly changing world, only those able to adapt and network successfully will produce fast, competitive solutions. How can leaders successfully bridge divides and turn competitors into collaborators? Leavitt and McKeown explain how a well-chosen network can become a powerful alliance. Whether you're launching a new partnership, or rehabilitating one already in progress, Finding Allies, Building Alliances will help you find workable solutions to the most complex problems. * Written by Mike Leavitt, former Governor of Utah who brought the 2002 Winter Olympics to Salt Lake City, former US Secretary of Health and human services, and former head of the EPA; with his former Chief of Staff and business partner Rich McKeown, co-founder of Leavitt Partners * Includes a framework of 8 elements that will help any leader foster and maintain an effective, productive collaborative venture * Shows how better collaboration can not only solve problems, but boost the competitiveness and resilience in all sectors Finding Allies, Building Alliances is essential reading for any business leader looking for transformative solutions and a sustainable future.

Leseprobe

CONTENTS

COVER

TITLE PAGE

COPYRIGHT

DEDICATION

FOREWORD

INTRODUCTION

ONE: The Collaborative Foundation

BITTER COMPETITORS, RESPECTFUL COLLABORATORS

THE VALUE OF A VALUE ALLIANCE TODAY

A TRADITION AS OLD AS THE UNITED STATES

VALUE ALLIANCES TAKE MANY FORMS

FINDING THE RIGHT ELEMENTS

TWO: A Common Pain

COLLABORATIVE RESPONSES TO SIGNIFICANT PAIN

THREE TYPES OF MOTIVATION

CAN YOU DESCRIBE YOUR PAIN ON A SCALE OF 1 TO 5?

THREE: A Convener of Stature

WHAT MAKES A CONVENER OF STATURE?

DRAW ON INFORMAL CONVENER EXPERIENCES

FOUR: Representatives of Substance

SUBSTANCE OF THREE TYPES

A FIVE-STEP PROCESS

SECONDARY INVOLVEMENT

OBSERVING THE REPRESENTATIVES IN ACTION

FIVE: Committed Leadership

CONVENING VERSUS LEADING

THE RANGE OF RESPONSIBILITIES

COMMITTED LEADERS WE HAVE KNOWN

THE CONSENSUS QUESTION

SIX: A Clearly Defined Purpose

SUCCESSFUL PURPOSE STATEMENTS

A LIFE-SAVING PURPOSE

THREE TIME PERIODS

HOW TO COLLABORATE PURPOSEFULLY: A STEP-BY-STEP GUIDE

THE ART OF PURPOSE

SEVEN: A Formal Charter

PSYCHOLOGICAL AND MORAL BUY-IN

THE ESSENTIAL INGREDIENTS

A CHARTER EXAMPLE

SIGNING THE CHARTER

EIGHT: The Northbound Train

A POLITICAL TRAIN HEADING NORTH

WHEN A NORTHBOUND TRAIN BEGINS TO SLOW

IT’S OK TO FAIL—JUST DO IT EARLY

CREATING THE PERCEPTION OF A NORTHBOUND TRAIN

SIGNS OF A NORTHBOUND TRAIN

NINE: Defining Common Ground

COMMON ASSUMPTIONS

COMMON STANDARDS

COMMON SOURCES AND A COMMON BASE OF INFORMATION

MITIGATING DISAGREEMENT

TWO TECHNIQUES TO FOSTER COMMON UNDERSTANDING

WHY GREAT COLLABORATIONS RUN ON THE SAME RAIL GAUGE

HOW TO FIND AND ESTABLISH COMMON GROUND

CAN YOU AGREE?

TEN: Collaborative Intelligence

FIVE CRUCIAL TRAITS OF CI

DIVERSE COUNTRIES, CULTURES, CONCERNS

TOGETHERNESS WHEN THINGS GET TOUGH

WHAT DOES COLLECTIVE COLLABORATIVE INTELLIGENCE LOOK LIKE?

RESPONDING TO THE LOW-CI INDIVIDUAL

IDENTIFYING CI LEVELS

ELEVEN: Alliance Enterprises

THREE KEY TRAITS

VARIOUS FORMS OF ALLIANCE ENTERPRISE

EVOLVING BEYOND ORIGINAL CONCEPT

ALLIANCE ENTERPRISES ARE THE FUTURE . . . AND INCREASINGLY, THE PRESENT

TWELVE: Collaborative Competitive Edge

VIRTUOUS CYCLE OF COLLABORATIVE COMPETITION

CHOOSING ALLIANCES WISELY

CONCLUSION

A TIME FOR GREAT COLLABORATIONS

KEY TRENDS

COLLABORATION AND FREEDOM

APPENDIX: WRAP CHARTER

NOTES

ACKNOWLEDGMENTS

ABOUT THE AUTHORS

INDEX

End User License Agreement

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Guide

Cover

CONTENTS

Start Reading

List of Tables

Table 7.1 Formal Charter Cross Examination

Praise for Finding Allies, Building Alliances

“Given their remarkable success as leaders in both business and government, Mike Leavitt and Rich McKeown have written the ultimate how-to on collaborative leading in business, government, and virtually any organization. In these transformational times, when organizational challenges have never been greater, bringing and keeping people together has never been more critical. The eight elements described in Finding Allies, Building Alliances create a playbook for success for every reader. I couldn’t recommend it more highly.”

—Senator Tom Daschle, former U.S. Senate majority leader

“I observed firsthand Mike Leavitt’s skill at bringing people together and building coalitions in government, politics, and international affairs. Finding Allies, Building Alliances explains how successful managers cooperate to achieve goals and get things done in an environment brimming with complexity, uncertainty, and a multiplicity of actors.”

—Robert B. Zoellick, former president of the World Bank Group,U.S. Deputy Secretary of State, U.S. Trade Representative

“I’ve had the opportunity to work with Mike Leavitt and Rich McKeown and see firsthand their skills as problem solvers that made them so effective at finding solutions on the ground in China. Through vivid examples here, he lays out how to get individuals with seemingly competing interests to work together towards solving a shared problem.”

—Henry M. Paulson Jr., chairman, the Paulson Institute, and former secretary, U.S. Department of Treasury

“In our increasingly interconnected world, organizations face a growing number of challenges—disruptive technologies, regulatory reform, environmental issues—they cannot tackle in isolation. In Finding Allies, Building Alliances, Leavitt and McKeown advocate for formal, process-driven collaborations between organizations facing collective problems, explicitly designed to achieve an outcome with value for each of them. Great collaborations cannot be undertaken casually—they require effort, leadership, structure, process, and commitment. Finding Allies, Building Alliances offers a unique and practical approach to co-opetition in the 21st century.”

—Craig Mundie, senior advisor to the CEO, Microsoft Corporation

“In Finding Allies, Building Alliances, Leavitt and McKeown lay out practical steps any leader can follow to convene collaborators, gain consensus, and craft lasting solutions. Here is the recipe for any organization to solve problems more efficiently.”

—Harvey V. Fineberg, MD, PhD, president, Institute of Medicine

“Having worked closely with Governor Leavitt and Rich McKeown to create Western Governors University, I can testify that they are masters at bringing together diverse interests into powerful alliances. Finding Allies, Building Alliances will benefit anyone in business or nonprofit leadership, since the right alliances with the right partners are a key to success.”

—Robert W. Mendenhall, PhD, president, Western Governors University

Finding Allies, Building Alliances

8 ELEMENTS THAT BRING—AND KEEP—PEOPLE TOGETHER

Mike Leavitt

Rich McKeown

Jacket design by Adrian Morgan

Copyright © 2013 by Third Chapter, LLC. All rights reserved.

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Library of Congress Cataloging-in-Publication Data

Leavitt, Mike (Mike Okerlund), 1951-

Finding allies, building alliances : 8 elements that bring—and keep—people together / Mike Leavitt, Rich McKeown.—First edition.pages cmIncludes bibliographical references and index.ISBN 978-1-118-24792-1 (hardback); ISBN 978-1-118-28587-9 (ebk); ISBN 978-1-118-28247-2 (ebk)1. Strategic alliances (Business) 2. Business networks. I. McKeown, Rich, 1946-II. Title.HD69.S8L42 2013658’.046—dc23

2013020325

FIRST EDITION

HB Printing 10 9 8 7 6 5 4 3 2 1

To our collaboratively inspired spouses,Jackie Leavitt and Barb McKeown,who have endured and even enjoyedour adventures in public and private service.

FOREWORDA THEORY ABOUT ALLIANCES AND PARTNERSHIPS

by Clayton M. Christensen

Each faculty member in my group at the Harvard Business School is invited annually to summarize his or her current research to the other members of the group. I titled my talk last year “We ain’t discovering new ideas.” To explain this to my colleagues, I created a spreadsheet that covered the huge whiteboard that covered the front of the room. In the top row on the left-most column I wrote . Then below it in that column I labeled the rows, in sequence, , and then . I explained that the lowest level—individuals—was nested within teams, which was nested within business units, which was nested in corporations, and so on. Then in the top cell of each column, I labeled the column by a prominent problem that bedevils managers. In the top of the second column, for example, I wrote, I labeled the next column the next was and so on across the board. With this spreadsheet as an organizational mechanism, my colleagues and I began to fill in, as best we could, the dominant theory or research that academia had developed for each cell.