Collaboration flourishes
on subtle, everyday examples that sub-consciously create an environment where
eyes are on collective success, where recognising information that might be
useful to others is instinctive, and sharing it is part of natural dialogue.
The simple existence of
collaborative tools and processes is rarely enough, especially if internal
rivalries or individualism prevail. The essence of effective collaboration is a
culture that gives credit for contribution to common goals and the bigger
picture, plus being inside each other’s minds. It is built on individuals working together to create a cohesive team, similar to jigsaw pieces fitting together to create a complete picture.
Everyone knows their role…
Collaboration and
awareness go hand in hand, which starts with being clear about what part each person
has to play – how the team fits together and why it’s built that way. Action,
or inaction, in one corner of the business causes an effect in another with a consequence
for the business as a whole.
Knowing your role
involves an appreciation of how you directly and indirectly have a wider
bearing on colleagues and business effectiveness. When you understand how your
job, or department, makes a difference and to whom, and see its links to the
overall purpose, your perspective is elevated from a list of tasks to an outward
facing, well networked, key component of the larger overall business.
And everyone, wherever
you sit, has a unique viewpoint on a slice of the operation. It may give you game-changing
insights on a process or routine, you may be first to spot an emerging trend or
shifting position in those you deal with at the coalface, or you may have knowledge
that takes on new relevance as business priorities realign. Whether your role
is internal or external focused, your unique and personal take on what you see
can make that difference and could be a game-changer, or at least a positive
influence.
But job descriptions and
set objectives rarely give prominence to the importance of drawing attention to
these valuable bits of information, it is left as something implicit sitting
somewhere between conscience and culture.
So there has to be the motivation
and willingness to contribute, to look out for others and pass on what you see.
You have to care and feel that it is worth it, and that’s easier if there is a sense
of reciprocity, appreciation and value of all individuals.
Leaders lead the way…
Organisational behaviours
radiate from the top.
People notice when
leaders make time to engage, respond, connect and enable, and it is powerful
endorsement if they are seen to give credit to people for doing the same.
When management routinely
shares what is on their minds, people feel included. They have a strategic
context with which to engage, an open explanation of why priorities are where
they are, and the opportunity to think with decision-makers rather than react
to directives. Confidence and trust grow all round, the environment encourages
team play.
Individuals soon work out
whether their leaders are outward-facing or self-absorbed, and they form their
own perceptions of who the system rewards and how. They sense whether
departments are being driven to collaborate or compete, and whether the reality
behind a common vision translates into ‘give and take’ at the top.
The
basics may well be in place: strategic clarity, logical structures, complementary
functions, workable processes, and investment in personal development. But these
do not automatically break down to each individual equally.
It
takes example, and leaders lead the way.
But it doesn’t
mean going out of your way…
There
is opportunity to enrich the two-way flow of information through existing
management and team meetings, just by reviewing their style, format and how
they are facilitated – broadening general awareness while cultivating a level
of dialogue that seeps into informal networks.
And
putting emphasis on collaboration at every level is effort well spent; the time
invested in communication, coordination and teamwork is recouped many times
over through a reduction in friction, frustration and duplication, and
increased agility.
At
the same time, interaction, collective thinking, and everyone’s instinct for
what is critical to the business are all energised. In time, collaboration
becomes your dna, and effortless…
…just
people working together to achieve something, and ‘just the way things
are done around here’.
Are
there ways that you could personally engage more collaboratively that could
deliver a wider benefit for your organisation?
Simon Carter is an
experienced board member and a Consultant with IDT, a collective of experienced
board members appointed to client boards to support their needs and help to
drive success. Appointed as NEDs, they not
only bring both their own expertise but also that of the wider IDT team, with
whom they share and receive knowledge for personal and client benefit. For
information about our services visit our website at
www.independentdirectorsandtrustees.co.uk or
contact us at
info@directorsandtrustees.co.uk
