In Part One of this “Skills for Creating a Collaborative Team” series we discussed some of the tools and behaviors seen in effective and collaborative team groups. This is based on the research performed by Francesca Gino, a professor at the Harvard Business School. In her article in the Harvard Business Review “Cracking the Code of Sustained Collaboration,” the author identified “six tools for training people to work together better.”
Last time we looked at Listening — to promote more and better discussions. I mentioned using the WAIT tactic. It stands for Why Am I Talking?
The second skill was Practicing Empathy. Attention to others with the goal of better understanding on intellectual and emotional levels.
And finally, Make People More Comfortable with Feedback. Avoiding or delaying feedback and presenting, on a regular basis, with the goal of helping, supporting, and improving performance. In a well-functioning collaborative team, feedback is frequent, encouraged, and welcomed.
Moving on to the Last Three Tools Dr. Gino identified
- Teach People to Lead and Follow. This requires team members to take an honest look at themselves, their talents and experience, and then “step up or back at the appropriate time” in a collaborative mindset to make things happen. Gino refers to this as flexing. Flexing means relinquishing control of an aspect or idea or delegating it to a more competent person. This needs to happen, especially when a project demands high technical skills or a deep historical perspective. Her research shows when individuals and the team can flex, more collaboration develops.
The Skill/Will Matrix, developed decades ago by the management guru Ken Blanchard, is an excellent way of looking at the talents and attitudes of the members of your team. If you are not familiar with the system, there is a very basic YouTube video, which gives an overview of the concept.
- Speak with Clarity and Avoid Abstractions. We’ve all been there — the meeting, e-mail, or phone conversation that ends and you think “what am I supposed to do?” or “What’s that all about?” Too often messages or instructions are vague, abstract, or contradictory, so it’s difficult for anyone and everyone to move to collaboration. I particularly dislike the preamble approach, “I know this is going to be difficult for you to hear and you probably don’t have the time or the resources but…” You’ve already taken the wind out of my sails. Why should I continue to listen or sign on? Being concise and to the point is a talent and a skill. Some people are great at it (think of writers who create headlines or slogan authors); most of us learn through practice or mimicking.
For a team to work together, in a collaborative way, they must have a shared vision, clear expectations and responsibilities. Language is an important part of the messaging.
- Train People to Have Win-Win Interactions. In conflict resolution training we talk about collaboration being the gold standard. Why? Because when people collaborate the goal is win-win. Each person gets their needs met. It is powerful and long lasting. It also encourages people to work together, again.
This win-win process often fails because participants are unclear, or not interested in hearing or learning the thoughts, desires, and wishes of others. They ignore, or guess, rather than ask. It causes confusion and everyone feels misunderstood. Hard to get to a conclusion when you don’t understand the issue. In a collaborative team participants’ voices are heard and encouraged. Disagreement is part of the process allowing for everyone to have a say and for every pitfall or error of fact to be disclosed. As logical as this all sounds, it is difficult for most people to come into a situation, particularly if they are conflict avoidant, and air their grievances or misgivings. It hinders or kills collaboration.
Teaching people to both lead and follow, speak with clarity and less abstraction, and train them to have win-win interactions, is harder than it sounds but possible and very rewarding. It takes skills and dedication to yourself and your team.
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