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I strike an effective balance between reaching out to people in my network to get work done and connecting with these people on a personal level (i.e., conversations not related to tasks).

I maintain an appropriate balance between what I ask for and what I contribute to those in my network.

I consistently do what I say I am going to do and follow through on the commitments I make to people in my network.

I am committed (and show this commitment) to principles and goals that are larger than my own self interest.

In meetings and one-on-one conversation, I effectively engage others in realistic possibilities that capture their imagination and hearts.

I am typically fully engaged in meetings and one-on-one conversations and show my interest in others and their ideas.

I create room for others to be a meaningful part of conversations or make sure they see how their efforts will contribute to an evolving plan in the future.

When I must disagree with someone's plan or a course of action, I do so in a way that focuses attention on the issue at hand and not the individual contributing the idea.

I maintain an effective balance between pushing toward a goal and welcoming new ideas that improve on a project or process for getting to a goal.

I make sure that people (or roles) within my group do not become so overloaded with collaborative demands that they are unable to support others in a timely fashion.

I seek to identify and reward employees who frequently engage in collaborative behaviors (e.g., offering resouces, help, information, and contacts) that make their colleagues more effective.

I ensure that newcomers - either new hires or those from other parts of the organization - are integrated rapidly into my group and know whom to turn to for information, expertise, resources, and decision approvals.

I make sure that subject matter experts and high performers in my group are available to help their colleagues on appropriate issues.

I facilitate effective collaboration across boundaries (e.g., functional, physical, hierarchical) where informal networks are critical to performance and innovation.

I facilitate organizational change by engaging employees with significant relationships across functional lines, physical distance, expertise domains, and demographic populations.

I make sure that employees in my group are aware of one another's expertise, contacts, and resources and know who to turn to for help when opportunities and problems arise.

I make sure that my group collaborates effectively with appropriate functions/divisions within the organization and with relevant stakeholders outside of the organization (e.g., key customers, vendors, associations).