
Why leaders should learn to value the boundary spanners
Entrepreneurial talent who work with other teams often run into trouble with their managers. Here are ways to get the most out of your âboundary spannersâ...
by Peter Vogel, Malgorzata Smulowitz Published October 1, 2024 in Brain Circuits ⢠3 min read
Start without a strategy and allow yourself to evolve through experimentation and learning, rather than establishing a fixed, over-arching approach that might require significant effort to get underway or create tensions within the partnership. Â
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Make sure that people of similar rank are involved in the collaboration from the start, and throughout the project. If one partner sends a junior figure to attend meetings, it can give the impression that they are not taking the initiative seriously. It also risks making decisions that donât get the approval from HQ, derailing the partnership, and undermining future decisions.Â
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Itâs key to partner with organizations who share the same big-picture goals and who have a positive attitude towards collaboration and collegiality. Â
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Parties need to be mindful of the boundaries in terms of what they contribute through collaboration versus what is managed within their own organizations. Establishing clear boundaries is essential to avoid creating overlaps or misunderstandings.Â
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In successful collaborations, partners must trust and support each other, be willing to compromise and acknowledge that no one has all the answers.
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Make sure to have a dedicated coordinator who is pulling everyone together, harmonizing things, and identifying where people have different opinions. Â
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The 8 essential design principles for a matrix organizationâŻÂ
Resetting collaboration in a changing worldÂ
Perfect the art of collaboration: Understanding partnersâ needs and culturesÂ
Sustainable finance: Acceleration depends on cross-sector collaborationâŻÂ
Breaking down the barriers to ecosystem collaborationÂ
Test yourself: Are you ready for real collaboration on sustainability?Â
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Professor of Family Business and Entrepreneurship at IMD
Peter Vogel is a Professor of Family Business and Entrepreneurship, Director of the Global Family Business Center (GFBC), and Debiopharm Chair for Family Philanthropy at IMD. He is Program Director of Leading the Family Business, Leading the Family Office, and the Lean Intrapreneurship program. He is globally recognized as one of the leading family business educators, advisors and academics, has received numerous awards and recognitions and is the author of the award-winning books âFamily Philanthropy Navigatorâ and âFamily Office Navigator”.
Postdoctoral Research Fellow at the Debiopharm Chair for Family Philanthropy at IMD
Malgorzata Smulowitz is a Postdoctoral Research Fellow at the Debiopharm Chair for Family Philanthropy at IMD. She has published work on numerous topics including family philanthropy, cohesive giving, the use of blockchain in philanthropy, and impact data management. She holds a PhD in economics, management and organization from Universitat Autònoma de Barcelona.
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