Intra-organizational collaborationOrganizations must recognize the need to flatten hierarchical structures. By creating a horizontal structure, leaders naturally acquire a greater ability to adapt. Leaders must focus intensely on people. Recognize the need to tie both compensation and advancement potential with the individual's ability to function in a T-shaped management style. Organizations must be willing to change the way they hire to promote intra-organizational collaboration . Horizontal organizations require the creation of high-performance teams that have legitimate decision-making power. Leaders must be on board and willing to walk the talk as it relates to creating a team-focused organization. They must invite honest feedback, designing mechanisms where voters can provide honest feedback without fear of retaliation. In the organizations of the future, leaders must be courageous, openly admitting mistakes and using them as opportunities to learn. Leaders must also understand that feedback in a team-focused organization is not a personal attack. Leaders need to treat negative feedback as a simple business case. Team-focused leaders should also encourage others and not be afraid to ask for assistance when needed. (Guttman, 2009, p.47-51)People firstThe most important aspect of collaboration is people. As stated earlier in one of the guiding principles of this leader's guide, "Successful ventures are truly creative collaborations of talented people committed to beating the odds." (Hill, 2000, pp. 46) To be truly collaborative voters must exist in an environment built on mutual trust. This is the only way leaders can establish a team-centered cult... middle of paper... power, in order to collaborate better, members need to receive feedback on an ongoing basis. “To gain traction, leaders must establish criteria and parameters for cross-unit contributions. The general concepts – “teamwork” – must be translated into concrete behaviors ranked from least to most desirable.” Hansen, 2009, pp. 102) The success of any method depends on its execution, but a popular method is 360-degree analysis. This type of performance analysis allows for a holistic view of component performance both within its unit and its impact on the larger organization. “Leaders who pursue disciplined collaboration practice consequence management: If people perform well both within and across their units, they get promoted. If they fail to achieve either dimension, they will have to face the consequences.” (Hansen, 2009, pp. 104)