How To Build Collaboration Skills in the Workplace
How many times in your business career have you been in an organization where real energy was expended to building collaboration skills? How successful were these efforts? Building collaboration in the workplace is not an easy job, is it? But we’d all agree that the payoffs certainly outweigh the efforts, wouldn’t we?
The notion of a lone genius has always been a myth. As W. Brian Arthur observed in The Nature of Technology, innovations are combinations, so it is unlikely that anyone ever has all the pieces to the puzzle. Even Steve Jobs depended on a small circle of loyalists. Today, however, the ability to collaborate is becoming a key competitive advantage.
Over the years in my career, I’ve had the good fortune of being exposed to many smart people and worked as part of many teams trying to build collaboration and sharing. It never ceases to amaze me how just a few moments of discussion, or sitting and listening to well-thought-out debates, can open your mind to ideas you can’t believe you didn’t think of on your own.
In General Stanley McChrystal’s efforts to transform the Special Forces in Iraq, he ran into challenges trying to get diverse teams to work together. Yet he saw that by building connections between units he could build a “team of teams” that was able to effectively coordinate action. In One Mission, his aide-de-camp, Chris Fussell, describes two strategies used to achieve this effect.
The first was to leverage high-performing liaison officers to build personal connections among disparate units. The second, called the “O&I” forum, was a daily video conference that was designed to create informal connections between officers at an “operational cadence.” Since leaving the military, McChrystal and Fussell have had similar success implementing these strategies in civilian organizations at their consulting group.
Creative convergence depends on group collaboration … how well do you work in groups?
I have always found the wisdom of others to be something of a gift: free of charge, no limit to its value. No limits to its value because these pearls of wisdom can be connected to some of your ideas to produce something greater than what you might have created on your own.
For example, consider this example. It takes a great entrepreneur with the vision to start a business, but it requires strong leadership collaboration skills and the collaboration of many people to make it a success.
Collaboration is working together to achieve a goal. It is a recursive process where two or more people or organizations work together to realize shared goals. Note that collaboration is NOT cooperation … it is more than the intersection of common goals, but a collective determination to reach an identical objective by sharing knowledge, learning, and building consensus.
Collaboration is an attribute that cuts across many businesses and business processes. We need to make it an intentional process and cultivate it into the team’s culture.
In an atmosphere where your value is defined by your ability to share your expertise rather than safeguard it, collaboration is crucial. In this Center for Applied Insights study, Charting the Social Universe, respondents were asked how they defined the term “social business.”
Their response? It’s all about collaboration: 74 percent defined a social business as one that uses social technology to foster collaboration among customers, employees, and partners.
Collaboration doesn’t happen overnight. To better understand organizations’ approaches to adopting social, they were asked which social capabilities they had deployed, and for what business purposes. From these questions, four important ideas were derived:
Drive both internal and external collaboration
Build and educate employees
Gain customer insights and engage them
Use what you learned to improve business processes
Examples of collaboration in the workplace.
Let’s examine driving internal and external collaboration, which was the most common entry point for organizations. This idea includes social capabilities such as collaborative apps, enterprise social networks, and social media marketing. The study outlines some additional key findings, but here are the insights from organizations focused on driving internal and external collaboration:
Because this ambition is often a company’s entry point into society, many are still in a relatively immature phase:
43 percent of respondents say they’re in the early stages of adopting these types of capabilities. But that will soon change as 53 percent say they’ll have an enterprise-wide strategy for these capabilities in the next two to three years.
69 percent have no formal qualitative metrics to assess the effectiveness of these social capabilities. Instead, they have a general, informal sense of their performance. But, interestingly, their #1 concern when deploying these capabilities is uncertainty in the return on investment.
It’s all about encouragement:
What was their #1 catalyst for deploying these capabilities? 39 percent say employee evangelists championed the use of these social capabilities.
52 percent say the best way to drive the adoption of these capabilities internally is regular encouragement.
And two wildcards jumped out to the study team:
54 percent have a published set of guidelines for these capabilities.
For social media marketing, Facebook is most commonly used, followed by Twitter, LinkedIn, and Google+.
Are you looking to drive internal and external collaboration within your organization? Want your employees to share their unique knowledge and expertise instead of keeping it to themselves?
Here are a few tips you need to consider:
Develop formal metrics to prove the value of your social efforts.
Successful collaboration in the workplace.
Pursue an enterprise social strategy.
Identify employee evangelists to spread the word about social capabilities.
Focus on employee adoption – keep encouraging them to use social, and remind them why.
The bottom line
Creative ideas on how to build collaborative teams must include exploring, imagining, experimenting, and learning with others. Most of all, it requires reaching out to others to collaborate. The sum of group collaboration is always greater than the work of each individual.
The notion of a lone genius has always been a myth. As W. Brian Arthur observed in The Nature of Technology, innovations are combinations, so it is unlikely that anyone ever has all the pieces to the puzzle. Even Steve Jobs depended on a small circle of loyalists. Today, however, the ability to collaborate is becoming a key competitive advantage.
So how do you focus and motivate a group of individuals to share their knowledge and collaborate as a team?
What do you believe is a fundamental requirement to support innovation in a team environment? We believe collaboration and teamwork are fundamental to good innovation sessions and we work hard in our workshops to build these qualities.
