Accelerated change in the market, the transformation of client and consumer preferences together with digitalization and the rapid entrance of artificial intelligence (AI) have modified the way in which companies operate and compete. In this context, collaboration has become fundamental in driving innovation, improving efficiency and increasing competitiveness.
Next, we will analyze how collaboration is a competitive advantage in business and a lever for maximum performance in teams.
But it is not just any type of collaboration. The capability of establishing specific protocols to generate trust, achieve a real sense of “us”, truly connect with people and foster high performance standards in balance with well-being becomes essential in breaking barriers and working in a more fluid and coordinated manner but, above all, focused on a common goal, thus accelerating results.
In this sense, the work begins at the top of the organization. It is impossible to have a culture of collaboration when the heads of the business work on their own objective, do not communicate , or are unable to resolve their internal problems. This is transmitted directly to the rest of the organization, and it starts to fragment the efforts of the people that report to them.
And even though collaboration has been defined as a management capability and, therefore, as a qualitative element, it is possible to measure the specific cost of “non-collaboration”, or at least making an estimate of it. Hence, a new trend in the definition of the business plan includes the internal capability for collaboration in order to reach the highest potential in results.
Thinking about agility without collaboration is like trying to accelerate a high-power engine without oil. Along these lines, three key elements are required to be consolidated in order to truly develop this capability:
» 1. Loving friction
Collaborating does not mean avoiding conflict; on the contrary, it is having the possibility of challenging the ideas of others with the objective of improving them, creating a culture in which “destroying with love” generates innovation, instead of a superficial harmony.
This means that the team is capable of questioning without hurting, which requires intention from the one who questions and openness from the one being questioned. When the focus is placed on the ideas rather than on egos, new and better alternatives emerge.
» 2. Genuine vulnerability
When leaders admit that they “don’t know” or that they “need help”, they give everyone permission to be human, to make authentic connections and to collaborate from a safe place, where ego doesn’t block team progress and, on the contrary, permits openness for genuine listening, being more focused on the purpose or objective and less on personal positions.
Additionally, vulnerability curiously strengthens the team by fortifying the bonds of trust that are required for learning from mistakes, having difficult conversations or even processing frustration together.
3. Coordinated urgency
When a team is able to translate its challenges into a “window” of opportunity so powerful that individual territories vanish and only one question remains: “How do we win together?”, awakens an overpowering energy in groups of people, who end up achieving spectacular results that they had not imagined.
Certainly, it is not sustainable to work in “emergency” mode all the time, but human beings are designed to unleash our superpowers in difficult situations.
Faced with a threat from the competition, for example, we unite, we put aside our small differences and collaboration comes into play prioritizing the common goal. This reduces bureaucracy, “meetingitis” and many other organizational pathologies that affect culture.
Collaboration can and must be designed. It isn’t just the result of “making our best effort”. Therefore, Human Resources teams must know the components of this capability and ground them in specific processes, routines and behaviors that can be executed and measured and are in line with the business’s direction.
