An open culture is key to collaboration
From problem-solving to operational efficiency, collaboration has always been essential at work. Traditionally, colleagues used to forge bonds by sitting physically next to each other in the office or by attending networking events.
In our new world of work, however, there are often fewer opportunities to build bonds in a physical space. Increasingly, teams are dispersed across cities and even countries. Some have never even met each other in person.
So how can leaders develop meaningful collaboration in the new world of work?
1. Create an open culture that welcomes collective feedback
Feedback has traditionally been an important basis for effective collaboration. But Jemima Myers, founder and director of full-service digital agency Social Chameleon, believes that feedback avenues need to be broadened to meet the demands of the new working world.
“Collaboration rests on people feeling comfortable enough to contribute and refine ideas with others,” she says. “This starts with cultivating a positive and open team culture. Team members are much more likely to engage in organic collaboration in terms of asking for feedback or input from other team members if they have strong rapport with them.”
Myers believes that team members should be encouraged to have a more holistic overview of company activities and be willing to get involved in areas outside of their own job description. “This will help employees feel valued and part of ‘the bigger picture’”, she says. “Leaders should then ensure employees feel heard by actioning their requests or ideas.”
2. Move from ‘managing’ to ‘nurturing’
To keep pace with the changing world of work, leaders need to adapt their style if they want to create a collaborative and motivated team environment. Sharath Jeevan O.B.E., author of Intrinsic and executive chairman of workplace culture experts Intrinsic Labs, believes that an integral part of this adaption is the transition from ‘managing’ to ‘nurturing’.
“Previously leaders have selected a small number of people they believed had ‘talent’, and held them to account with targets and incentives,” he says. “On the surface this might seem like people are working together, but it lacks a deeper purpose. It’s just feeding into a ‘winner takes all’ mentality that leaves many unable to see their potential at work fulfilled. We need to move our leadership mindsets from managing talent to nurturing potential.”
Sharath argues that meaningful collaboration depends on leaders nurturing the potential of all their colleagues – and this is more than just coaching or mentoring. “True nurturing respects the authenticity and individuality of each colleague,’” he says. “Everyone has potential. The question is, how does the organization support the individual to achieve theirs? And vice versa.’
3. Invest in automated and crowdsourced knowledge management
Knowledge sharing is central to effective collaboration. Yet Angus Gregory, CEO of software company Biomni, argues that many organizations continue to operate in silos where individuals do not prioritize sharing knowledge, or there are minimal knowledge management processes so information is stored on the “hard drives in people’s heads”.
He adds: “Valuable time is being spent trying to find information across multiple unconnected platforms or waiting for answers to tickets and queries.”
Gregory emphasizes that hybrid working has decreased opportunities for the “watercooler conversations” that have historically underpinned collaboration. “Virtually, people cannot overhear your question and point you in the right direction like they could in the office,’ he says. “The trail can quickly go cold.”
A centralized knowledge management system can provide employees with instant, self-service access to information regardless of location. “Similarly, by monitoring who is asking what question, leaders can plug knowledge gaps by putting it out to the wider company and incentivizing their team to provide suggested answers,” Gregory suggests. “Crowdsourcing reinforces collaboration across the organization.”
4. Build in specific time to have fun together
In a world of hybrid working, leaders should be asking how they can nurture virtual office team building and networking, says Anna Stella, CEO of global outsourcing marketing agency BBSA. “This is especially important when new hires come into play,” she explains. “Leaders haven’t fully figured out how to foster networking and team building, which could lead to remote team members feeling isolated.”
Stella suggests that leaders find ways to grow a cohesive team spirit virtually to encourage both work and non-work collaboration. She says: “Fun activities with your remote team can be used as an effective tool to foster inclusion. Think virtual escape rooms, digital happy hours and board games. Remote team members can be split into small groups, giving each team an equal chance to participate.”
5. Push positive social action
For Julio Bruno, author of Passion to Lead, meaningful collaboration means achieving positive social impact. This agenda is best established by leaders themselves.
“In light of both the new consumer landscape and the information economy, we need to see businesses as a force for good – especially as a number of corporations in this world have more sway and power than most governments do,” Bruno explains.
He argues that the new “triple bottom line” of people, planet and profit means that companies are no longer solely concerned with measuring profit, but also having a positive impact. It is the responsibility of leaders – often CEOs – to instigate and maintain this change.
“A CEO has a chance to assert themselves in the marketplace by being a mouthpiece to advance social good without the shackles of political discourse,” Bruno says. “They are freer than politicians to make a case for good and to put their money where their mouth is.”
