A New Outlook

As an influential social entrepreneur, Brian Sanders has helped to start hundreds of enterprises around the globe. This includes charities, nonprofits, ministries and businesses. He has developed a reputation for bringing innovative leaders together to create a collective impact of community transformation – addressing issues like poverty, human trafficking and environmental improvement. Through the process, he’s learned a thing or two about the power of collaborative efforts.

As Brian sees it, a commitment to practicing cooperation will become essential for anyone to thrive in the marketplace of the future. In his book Five Keys To Cross-Organizational Collaboration, Brian predicts the rise of what he calls a coming “collaborator economy.” He suggests that many isolated, self-reliant leaders will fail to leave the legacy they dream of without seriously changing the way they relate to one another.

In his opening chapter Brian writes, 

“The ambition, energy, hope, and even hubris of the entrepreneur tends to believe that your new organization is going to be the one to finally solve the problem. But the powerful forces of time and human brokenness will eventually disavow you of that notion. You were never going to change much alone. What can come to us as a feeling of futility can be reimagined when we shift our strategic thinking toward the multiplying power of collaboration. 

“In other words, as long as we stay in our silos, we are right to feel like it is all futile. Because it is. But if we are willing to set aside our egos and our logos for the cause and come to the table of collaboration, the still daunting challenge is met with a new and reasonable hope.”

Finding The Will to Cooperate

Some could argue that efforts to engage in collaboration will not only become indispensable for business leaders in days to come, but that this is even now a pressing need. At CIO Mastermind, it is our conviction that a spirit of cooperation is already direly lacking in the IT industry. Our goal is to both encourage and facilitate more productive collaboration, for the mutual benefit of every CIO, CTO, CISO and tech executive.

Fostering effective collaboration among these top-tier leaders can be challenging, however. This is particularly true in our Western culture, characterized by heavy consumerism, rugged individualism and fierce competition. In order to come together to more constructively support, challenge and inspire one another, we must first address how our modern world has set us up to operate so radically independent of one another.

In this article, let’s explore three hindrances we need to face in order to 1) overcome what divides us and 2) build a greater level of shared achievement.

The Competitive, Egoic Mind

A pronounced focus on individual achievement is prevalent in our times. This breeds a strongly competitive quality to our business models. The competitive drive can be healthy to an extent, fueling creative change and inspiring leaders to hone their abilities as they reach for greatness. Unfortunately, much of our competition is often compounded by inflated or insecure personal egos. This is the case when we feel we must always assert dominance or lay claim to the most credit for every success. It becomes a dog-eats-dog situation. 

Such a mentality will always hinder open sharing of information and a willingness to work in tandem with peers. This approach to life is fueled by underlying fear – a fear that too much participation, unity, generosity or humility might undermine one’s authority and cause them to lose their unique edge. To counteract this stubborn ego, leaders must consciously prioritize their shared goals over personal accolades. We must work to foster an environment where every success is celebrated as a group achievement. 

Brian Sanders says he foresees a day when “people and brands who have been positioned as competitors [in the same industry and market] will now be seen as potential allies in the work of co-creation.” This may sound idyllic, but what would the world be like if it were true? We will never know until we begin to view one another as comrades rather than opponents.

Conflicting Interests and Priorities

C-suite executives typically helm different segments of the business, bringing varied and sometimes conflicting priorities to the table. For instance, while a CIO might prioritize digital transformation and cybersecurity, a CFO might focus on cost reduction and financial efficiency. These differing priorities can lead to friction when attempting to align on unified business strategies. This especially true in a consumer-driven market that demands quick, impactful results. 

Successful collaboration in this context requires a balanced approach that acknowledges and integrates diverse perspectives into a cohesive strategy. When we can see our different areas of limited focus and expertise as assets to share, we begin to bring the puzzle pieces together to develop a bigger picture solution to the challenges we are all up against.

Communication Barriers and Misalignment

Effective collaboration is underpinned by robust communication, a shared vision, and aligned goals. However, in cultures where independence and personal success is valued above all other ideals, there can be a significant gap in collective decision-making practices. This gap is often exacerbated by the high-pressure, fast-paced nature of C-suite roles. The demands and stresses involved in these roles do not easily lend themselves to opportunities for regular and in-depth communication.

To bridge this gap, business leaders must actively engage in developing clear communication channels. They must proactively, and even creatively, seek to ensure regular interactions with their peers. This is instrumental to forming a mutual understanding that not only helps one cope with the pressures of work life… It also fosters a unified and more productive approach to decision-making.

Making Time to Work Together

Recognizing these barriers is the first step toward overcoming the limitations they bring. However, seeing this reality clearly is only half the battle. Practicing effective collaboration requires a supportive environment where leaders can learn, share, and grow together. This is where CIO Mastermind’s professional peer advisory groups come into play. 

Our peer groups provide a unique platform for C-suite leaders to come together in a constructive setting. Members can share challenges and insights, learn from each other’s experiences, and collectively form solutions that benefit not only their respective organizations but also their personal leadership development.

These confidential, vendor-free groups are designed to encourage open dialogue and learning. This type of professional community is essential for overcoming our competitive tendencies, aligning our diverse priorities, and enhancing our communication skills. By participating in our challenging and insightful discussions, everyone can practice and implement a more effective approach to navigating complex issues. This is a proactive step towards not just personal growth, but also towards substantial, sustainable fruitfulness for everyone involved.

Let the Synergy Begin

While the path to effective C-suite collaboration in the tech world can be fraught with challenges, it is navigable with the right mindset and support systems. Embracing the opportunity to engage with other reputable leaders in professional advisory settings can be transformative, equipping participants to forge a more synergistic and dynamic future. 

As the Mandalorians always proclaim…“This is the way!”