Title

INNOVATION

Collaboration: a look at the flipside

To foster the innovation required, leaders must strike the right balance between collaboration and individual decision-making, says director at Tile Hill Executive Recruitment Greg Hayes.

Collaboration is universally seen as an essential leadership skill. It can improve decision-making, problem-solving, relationships, and innovation. Job profiles and advertisements are littered with this desirable attribute, but what is the flipside, and can you have too much of a good thing?

From a decision-making perspective, a body of evidence suggests unique idea generation suffers within a group setting, and this increases as the size of the group grows. Given that innovation is touted as one of the solutions to the impending challenge facing local government, the leadership trick will be harnessing the benefits of collaboration without stifling innovative thought. Too much emphasis on collaboration can lead to an absence of risk-taking and consensus-based decisions. The diversification of leadership teams is improving, but groupthink remains a phenomenon that can lead to poor decisions.

To foster the innovation required, leaders must strike the right balance between collaboration and individual decision-making.

Creating a culture where people are comfortable sharing ideas that are different from the majority view is part of it. As is celebrating different working styles, as not everybody collaborates in the same way. Accountability is an important consideration too. People are less likely to go with the flow and make poor decisions where accountability exists. And giving people clear expectations and outcomes for collaborating will make them much more likely to be effective and productive. Given that collaboration via email, instant messaging, phone, and video has risen by 50% in the past decade and consumes 85% of most people's working week, leaders must ensure it is purposeful and done effectively. It is harder and more contrived to collaborate post-pandemic, which can lead to greater demands on people's time and burnout. For better decisions, more innovation, and a more fulfilled workforce, let's collaborate on the right things at the right time.

Greg Hayes is a director at Tile Hill Executive Recruitment

This article is sponsored content for The MJ

INNOVATION

Local government reorganisation: What councils must get right

By Elliott Fletcher | 23 June 2026

Most LGR savings assumptions won't deliver without this – what every council must get right before day one.

INNOVATION

Making sure World Cup events aren't an own goal for councils

By David Mayor | 22 June 2026

As the World Cup kicks off, councils must ensure that fan zones and summer events do not expose them to unnecessary liabilities, says David Mayor.

INNOVATION

Moving on up with Manchesterism

By Ben Lucas | 22 June 2026

Ben Lucas explains how the Manchester economic growth model works and says it is here to stay after Burnham's departure as Mayor.

INNOVATION

Leadership in a changing political landscape

By Sandra Farquharson | 22 June 2026

After political change, effective senior officers invest in new officer-member relationships, building trust to accelerate delivery and achieve community pri...

Greg Hayes

Popular articles by Greg Hayes