Building trusting relationships among key players that spur
of ideas into action in an agile manner for the Arewa
In collaborative leadership, it’s not the number of people
you know that makes connectors significant, however; it’s
the ability to link people, ideas, and resources that
wouldn’t normally bump into one another. In business,
connectors are critical facilitators of collaboration.
In today's era of tightening government budgets,
regional development organizations (RDOs) need to leverage
local and external resources by thinking creatively about
developing and funding initiatives that improve communities’
quality of life within the region.
Nigeria is in the interest of Arewa: Atiku Abubakar
says restructuring the country is in the interest of the
are Ready for break-up, North will Survive if Nigeria Breaks
– Prof Ango Abdullah
need for Arewa SMEs to acquire requisite skills to trigger
Engage Talent at the Periphery
Research has consistently shown that diverse teams produce
better results, provided they are well led. The ability to bring
together people from different backgrounds, disciplines,
cultures, and generations and leverage all they have to offer,
therefore, is a must-have for leaders. Yet many public and
private companies spend inordinate amounts of time, money, and
energy attracting talented employees only to subject them to
homogenizing processes that kill creativity. In a lot of
multinational companies, for example, non-native English
speakers in the US are at a disadvantage. To senior management,
they don’t sound as “leader-like” as the Anglophones, and they
end up getting passed over for promotions. At a time when
innovations are increasingly originating in emerging markets,
companies that allow this to happen lose out.
"Left to their own devices,
people will choose to collaborate with others they know well,
which can be deadly for innovation”.
Collaborative leaders ensure that teams stay fresh via periodic
infusions of new players.
Collaborate at the Top First
It’s not enough for leaders to spot collaborative opportunities
and attract the best talent to them. They must also set the tone
by being good collaborators themselves. All too often, efforts
to collaborate in the middle are sabotaged by political games
and turf battles higher up in the organization. Consider that
Microsoft, according to a former company executive writing in
the New York Times last year, developed a viable tablet
computer more than a decade ago but failed to preempt Apple’s
smash hit because competing Microsoft divisions conspired to
kill the project.
Show a Strong Hand
Once leaders start getting employees to collaborate, they face a
different problem: overdoing it. Too often people will try to
collaborate on everything and wind up in endless meetings,
debating ideas and struggling to find consensus. They can’t
reach decisions and execute quickly. Collaboration becomes not
the oil greasing the wheel but the sand grinding it to a halt.