Problems arise in collaborating effectively when people have differences in professional and individual backgrounds that create friction if not handled. Being able to help people identify, shape, and actively work toward their different motivations and goals is a big part of being able to lead people, either in an official capacity as a manager or in any individual contributor-level leadership position.
We recommend that anyone in this kind of leadership role, especially new managers who moved into management from engineering (management is a career change, not a promotion) take regular action to improve and maintain their management skills. These are skills just like any other that need education, training, and practice to be maximized. A great leader is one who can bring out the best in the people around them, rather than just focusing on themselves or a few “rock stars,” and these skills can make the difference between an effective organization and an ineffective one.
Many misconceptions around collaboration ultimately have to do with concerns about how much people are willing or able to learn and grow within their roles or in the organization in general.
One common misconception about collaboration skills is that people who have traditionally been very siloed off, such as the BOFH (Bastard Operator From Hell, a caricature of a grouchy system ...