Practicum: On the Weakness of Coalitions

While necessary, coalitions are inherently weak structures for getting work done. Here are some tips to make them more successful.

Managers in the margin must work collaboratively with other divisions and individuals to achieve desired objectives. Managing coalitions, however, is less straightforward than managing within the organizational hierarchy. You are dependent upon the inputs of others yet largely unable to control how, when, and in what condition those inputs will be delivered. This situation is further exacerbated if those inputs are needed from individuals senior to you.

I have found that, even if it is in their own self interest, margin activities are 2nd-priority activities for traditional managers (or 3rd or 4th or...). They are undertaken in addition to what they are normally required to do. Without a corporate mandate or "borrowed" senior executive authority it is often extremely challenging to get coalition partners to perform at a satisfactory level of quality.

To ensure acceptable participation, the following appears to work:

• Clearly define what is required. Be very specific on what you need and when you need it. Never assume they will do what is required in a timely fashion. Spell out how quality will be measured (e.g. "a 3-page executive summary covering X, Y, and Z", "identify all resources required using a WBS with personnel and hours assigned to each task item", etc.).
• Leverage peer pressure. Everyone in the coalition is dependent on everyone else. Making assignments public and holding people accountable to the group provides peer pressure. Often, publishing a to-do list of action items identified during a meeting can accomplish this. It is somewhat embarrassing to be the only person in the group who didn't get their share of the work done from the previous meeting.
  
• Leverage authority. Secure the buy in of somebody above the person you require inputs from. They can then assign the work - a task that costs them next to nothing and can be accomplished quickly. Your tasks then fall within the traditional lines of authority for the person or people doing the actual work. This is less effective when dealing with high-level managers and directors...or your own boss.
• Check on progress. Your task will likely drop from their minds until the deadline approaches. Check in halfway between the start date and the deadline and then again halfway between the first check in and the final deadline. These are critical periods in the natural life of any project where efforts are renewed with greater earnestness. Expect little to be accomplished by the first check in, but by the second you should see some progress - perhaps 50% completed. If they miss these milestones, it is likely their work will not be done when needed.
• Do their work for them. While this usually isn't optimal and sometimes impossible, it is a good strategy when you need stakeholder buy-in but little actual support. Complete as much of their activity as possible to "get them started" or set their deadline far enough in advance that you have time to rework whatever it is they were supposed to do.
• Build relationships. People are more likely to go the extra mile for you if you have built a longer-term relationship. If you've given them a good effort in the past or have worked together before, they are more likely to step up and do a good job for you now.
  
• Be successful. People are more willing to voluntarily do additional work if the chance of success is high. Having a successful track record encourages others to trust that your current endeavor is likely to succeed and that the personal benefits they are seeking from the initiative will be realized.