The Globe and Mail
Collaboration has a noble purpose: keeping others involved in decisions or at least informed about them and melding together everyone’s abilities. But when you have too much of a good thing it can go awry. Today, we see a breakdown in collaboration strategy. Often we blame the organization, but there are two important things that individuals need to do to start reclaiming their time. First, leaders can challenge beliefs about themselves and their role by figuring out what triggers apply most commonly to them and then initating connections and practices that help them to refrain. Next, leaders can alter their behaviors to streamline collaboration practices, including all meetings, e-mail and direct messages.
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