by: Miki Kashtan on October 2nd, 2015 | 1 Comment »
“Do we have to involve everyone in every decision for it to be collaborative? … Because if we do, I’m quitting my job.” I hear different versions of this question all the time. In the final weeks leading up to the launch of the Center for Efficient Collaboration, it showed up again – this time in a compelling story from a former-CEO-turned philanthropist. I’ll call him Brian.
We’d been introduced by a mutual friend who asked me to tell Brian about the breakthroughs I’d seen during my work on collaborative lawmaking in Minnesota. I sensed that Brian wasn’t deeply engaged. Indeed, he soon stopped me to express his doubts about the power of collaboration.
Brian told me about taking over a company when it was teetering on the edge of bankruptcy. He had an idea about how to turn things around, and he ran it by others. No one liked it. He went ahead with it, and some months later, everyone saw the benefits. This happened a number of times throughout his tenure as CEO, he told me, with what I saw as a mixture of pride and a sense of mystery and humility. The company went on to become a major success story. Had he listened to the others, Brian concluded, the company would have folded.
Brian’s point: in the end, someone needs to make the tough decisions, and that can only be one person. No matter how much collaboration there may be, how much listening to others, engaging with them, asking questions, or discussing options, the buck ultimately stops at some leader’s desk. And that leader’s unpopular decisions may have better results than anyone else expected.