No man is an island entire of itself; every man is a piece of a continent, a part of the main…
John Donne, English Poet; MEDITATIONS XVII, Devotions Upon Emergent Occasions, 1624
I usually write about communication skills for the individual. However, this time I want to start from the perspective of a group of communicators. My purpose is to explore how people can collaborate effectively. Indeed, no person is an island. We are all part of our societal continent.
Collaboration, or the act of willing cooperation among people to achieve common goals, is one of the most important communication processes of our time. It is how creativity and productivity best advance in our complex, technological age of massive endeavors and global interaction. Whether one considers a design group, an institutional committee, a construction crew, an academic class, a theatrical troupe, a sports team, a jury, or a thousand other permutations of humans working together, how a group collaborates is critical to its success.
Many organizations today boast of their collaborative skills. But to my mind they often do not explain what collaboration actually is. Our civilization is trending towards flat, near none-hierarchical organizations. Yet if folks above in the org chart do not tell those below exactly what to do and how to do it, just how does work get done, how does life go on without anarchy prevailing? Is a lack of vertical structure perilous to enterprise? For example, is a camel a horse put together by a committee? (Well, maybe the camel is a better outcome anyway, say for the desert!). Not necessarily. An appropriate degree of hierarchy still is necessary. Nevertheless, collaboration when done right reduces redundant hierarchy and creates better outcomes.
BEGINNINGS
How does a collaborative group form? It starts with a compelling need, the type that requires the talents of more than one person to address. This demand for tangible achievement somehow coalesces within an organization. Once the need is identified, a group to fulfill that need becomes necessary. A person or persons, usually administrators, executives, those in higher authority, (or some fixed process like in jury formation) must form the group and select participants. Those few selectors weigh skillsets and personalities to determines the value of each possible participant to the group as a whole. A person to oversee the group is assigned. Often that person is not part of the group but the group will report to her. She then becomes the group’s sponsor.
What size should a group be? This is important. Too small of group may not capture all the requisite skillsets; too large of a group may bog down the process. My rule of thumb for groups working on a well defined single problem, based on forty years in the design world, is the smaller the better, generally no more than five to nine people in total. The odd number prevents ties in group voting. I especially like a group of seven because cognitive studies I have seen indicate one individual has difficulty remembering and processing the opinions of more than seven other people at a time.
Once convened, the group starts with a mission from the sponsor. A mission at core is an important problem that must be solved. The group has to produce that solution. They must achieve something together that cannot be achieved, or at least not achieved as well, by individuals working alone. A short written mission statement describes the overall outcome needed. Individual steps and interim objectives that will achieve the mission will be decided by the group.
Implied here is that each group member understands and accepts the mission as well as the criteria for mission accomplishment. Group endeavors can fail early when the mission is not clear, and/or the success criteria are not adequately stipulated. Even more problematic is when certain members disagree with those preconditions. Therefore a fundamental step in kicking off a collaboration is to articulate purpose and constraints, preferably at the very first meeting, and to confirm acceptance by each person. This is the optimal time for any participant to raise his or her particular concerns. If such concerns remain hidden, it gets harder to resolve them over time and reduces progress. Therefore, start with shared goal understanding and buy-in.
Successful collaboration is not collective navel-gazing nor an intellectual free-for-all. Structure is needed. That includes roles, responsibilities, and roadmaps as defined in a written charter and continuing actions as described in a written agenda for each gathering.
As for roles, first a group needs a leader. Someone has to guide the proceedings. Collaboration does not work well when no one is in charge of the flow. Keep in mind, the designated leader does not make decisions for the group. She keeps track of the agenda, especially technical issues. The leader is about efficient problem solving. The sponsor can appoint this leader or the group can vote a member into that position.
For example, during my life to date I have been a juror in several legal trials. Moreover, I have acted as foreman of more than one jury. I can assure you, without a foreperson, none of those juries would ever have reached a collective decision. When I acted as foreman, I did not seek to sway my fellow jurists to my opinion. Rather I tried to keep the process on track so every one was heard and issues were thoroughly discussed.
Either the leader or a separate facilitator ensures dialogue continues, the ‘how’ of collaboration. A professional facilitator can be quite an asset. That’s because that individual allows the leader to concentrate on substantive issues, the ‘what’. The facilitator is about an effective communications process. He should be skilled in group dynamics and is especially helpful as a mitigating, neutral party in resolving disputes and deadlocks. For continuity of protocol and understanding, the leader (and a separate facilitator, if there is one) remain the same person for the entire collaboration.
Someone else should be the designated documentarian (or secretary) at each meeting. This person creates a written factual record of what happens. In addition, yet another person may act as a timer. In the case of complicated agendas, the timer ensures each line item receives the proper time allotted to it and no more. The documentarian and the timer each may act for the duration of a collaboration or these roles may be rotated among participants.
If you think of a collaboration as a cognitive journey, then a charter codifies the ‘rules of the road’ for the travel. Typically agreed upon early by the group, such as at the first meeting or so, it defines team directions, boundaries, and overall instructions for a speedy trip. The charter evolves as required. The charter may includes:
- Purpose (The Mission, i. e. statement of problem and desirable solution / results)
- Membership (Who does what, when; definitions of responsibility and authority)
- Time Schedule & Commitment (Each participant budgets and schedules time accordingly)
- Scope of Work (Prevents scope creep and wasteful tangents)
- Constraints (Limits on the process such as money, time, quality.)
- Success Metrics (Key Performance Indicators, i. e. measures to judge value of results)
- Resources (Supports for this the effort: funding, outside experts, facilities, equipment)
- Deliverables (Tangible record of results; minutes, documents, software, media, etc.)
The leader, sometimes with help from others and possibly through a pre-meeting, prepares and distributes a written Agenda prior to each full gathering. There are many types of agendas, from very simple to complex. Usually a one-page outline of topics to be pursued in the group is sufficient. It should include outstanding action items from previous meetings (‘Old Business’), new topics for discussion (‘New Business’), and further actions to be determined at the end of the meeting (‘Next Steps’). Another good practice, this one at the end of each meeting, is for the leader or facilitator to ask for group feedback on how this particular event went. What was good about it? What could use improvement? Is the process working, satisfying? Regularly taking this ‘temperature of group temperament’ avoids gradually getting off track.
As for meeting length, I am a firm believer in a two-hour limit. After that, save the rest for the next meeting. People get tired after concentrating for up to two hours and need a break anyway.
What differentiates successful collaborations from ones less so? First of all, studies have shown that face-to-face interaction trumps remote participation such as by conference call or video. Second, highly productive teams exhibit key communication behaviors. A Harvard Business Review article on The Science of Great Teams summarized these as:
- Everyone on the team talks and listens in roughly equal measure, keeping contributions short and sweet.
- Members face one another, and their conversations and gestures are energetic.
- Members connect directly with one another—not just with the team leader.
- Members carry on back-channel or side conversations within the team.
- Members periodically break, go exploring outside the team, and bring information back.
The article concluded that these behaviors gave the group demonstrably more energy and engagement while promoting exploration outside the group to bring back fresh insights.
PARTICIPANT SKILLS
I have covered public speaking skills throughout this blog series so I will not repeat that technical content here. For basic speech mechanics, see my earlier essay, “The Ultimate Instrument”, on vocal dynamics, and another one before that, “The Body Electric – Making Physical Expression Phenomenal”, on body English.
Now as to how to be a skilled collaborator, I advocate four key attributes for each participant to ensure a great group interaction. These are (1) Attitude, (2) Respect, (3) Reliability, and (4) Flexibility.
ATTITUDE
Way back in the 1920’s, the famous career coach and author Dale Carnegie identified enthusiasm as the most important quality businesses sought in new hires (and promotions). That idea is just as important today. You really have to want to collaborate and you must believe you as a group will succeed together. Obvious, yes. Yet I have seen plenty of teams and committees (and juries!) with unenthusiastic people on them. Misery ensured! So the right attitude is fundamental.
What do you do if you just can’t be enthusiastic about a new collaborative assignment? Well, you have three choices. You can participate half-heartedly, you can seek to be relieved of that work entirely, or you can dig deep and find something worthwhile to motive yourself. Only the third one makes sense if the group truly is important to your overall organization. Is it? If so, you owe it to your colleagues not to waste their time, which you surely will do if you don’t adopt a positive attitude from the beginning.
In digging deep, consider several things. First you will be amazed what you find out about others as the collaborative process continues. I have found from meeting thousands of people over seven decades of life that every person is interesting at heart even if some, say your more introverted co-workeers, don’t appear that way at first. Interesting people are generally likable people. Through sustained collaboration, you WILL bond with them. Second, take the long view. If the interaction is grueling now, don’t fret. You will be better equipped in the future for such endeavors, a stronger communicator, a more comprehensive thinker. Third, remember he who can help leverage joint success has a bright future in modern organizations. This is the way of the world now. It just makes good sense for your career.
So be positive. No matter the outcome, something good will result from your efforts coupled with those of your fellows.
RESPECT
Organizations today are more diverse than ever. There is a greater variety of ages, creeds, races, national origins, sexual orientations, personal wealth, and other key demographics than ever before in history. One can succeed best by embracing this incredible diversity and growing stronger because of it.
Unfortunately, at the moment of this writing there in incredible tension in American society. Partisanship seemingly reigns over the land. There is yelling instead of polite discourse, fortified ideological positions rather than common open ground. It appears fear and misunderstanding dominate the news. The purpose of this essay is not to address these fundamental issues. That is well beyond the scope here. Nevertheless it is worth pointing out that successful collaboration can help bridge these societal chasms, if only in small ways.
Therefore, a key attribute for every successful collaborators is respect for others. I mean believing each other person in the group is a person of significant value, one from whom you can learn and prosper. If you suspect someone else is not that valuable, give him or her the benefit of the doubt. Put aside preconceptions and prejudices as much as possible. If you cannot do so completely, then just act the part.
Other than obvious behaviors such as an amiable approach with a smile and remembering everyone’s name, one very important way to show respect is how you receive the messages of others. Also known as active listening, you fully concentrates on the remarks of others when they are speaking. Don’t interrupt. Make your mind a blind slate for them. When others talk, banish thoughts of what you are going to do or say next. If you are always readying your next act, you won’t get the entire message coming to you at the time. Type ‘A’ individuals in particular struggle here as they are used to their own quick wit and extroverted communication style. If you are that type, make a conscious decision to slow down, look at the speaker, and think about what they are saying. See my earlier essay, “The Secrets of Great Listening”, for more detail on this topic.
Praise others when they do good. If you liked their remarks, say so. Saying so during the meeting lets everyone know you value that person. Saying so afterwards is more private and also good. Either way, tell them something you learned from them such as a key benefit you see in their recent suggestion. Everyone likes to know when they add positively to the process. Only another person can really validate that. And conversely, when you yourself are praised for your own participation, be gracious in return. It’s a virtuous circle.
Disagree professionally. If you disagree with a point someone makes, there is nothing wrong with that. In fact, the clash of ideas is how progress works. Rather, it is how you describe your disagreement that matters. So rather than responding – “That idea won’t work!” – how about saying – “I have a concern about that idea. Let me explain …” Remind yourself that most issues end up in areas of gray, not black and white. Most decisions are compromises among competing concepts. So it is likely both your idea and those of others will contribute to a consensus moving forward. Always look for the beneficial part of the remarks of others. You do not have to accept everything they say, but make it win – win if at all possible.
Of course, we don’t need to search for a summation here. Just treat others as you would like to be treated. The Golden Rule is never out of date.
RELIABILITY
You were picked to collaborate because those selecting you felt you would perform well. Don’t disappoint them! Be reliable. By that I mean several things.
Be reliable about time. Don’t be late to meetings. I mean just don’t! If you will be late or not present at all, make sure to inform the leader well beforehand. One mental trick is to assume the meeting time is ten minutes before the actual agreed upon time. So put 9:50 am in your calendar, not 10:00 am. Your time is valuable. Listen more than you talk. This is a subtle way of projecting that you know other persons’ time is valuable too.
Be reliable about preparedness. Read the minutes and study any other handouts of previous meetings. Do any research you think is advisable to be a better participant. Ask the leader for direction on a topic that puzzles you. She is there to ensure everyone has a common level of understanding. If you are behind, don’t be shy in admitting it and getting up to par with your group colleagues.
Be reliable about process. Follow the protocols of the meeting, hopefully well documented in your group’s charter, or Roberts Rules of Order if they are used, or some other commonly accepted standard. Follow the leader and / or the facilitator’s lead. Keep up with the flow of conversation. Don’t rush it or slow it down.
Be reliable about little things. Only bring food and drink to the meeting if that is acceptable to to the group. (Of course, if you show up with free pizza or cookies for everyone, we’ll wave that rule!) Don’t chew gum, vape, or practice other distracting (and frankly disgusting) habits. Clean up after yourself at the end of the meeting. Leave the gathering space as neat or neater than it began. Dress for the occasion as casual or as formal as the organizational culture surrounding you dictates. Just don’t be sloppy. If you have on a t-shirt, wear a clean one.
Most importantly, be reliable about promises. If you agree to do an action item decided by the end of the meeting, do it and without delay. That is unless a major unforseen factor intervenes; major unforeseen factors do NOT include too much other work, a hot date, or a hangover. Some times you have to power through your responsibilities.
If you are the documentarian that day, take good notes (watch grammar and spelling please) and distribute them promptly. If you are not sure how to take notes, ask the leader for help before the meeting. If you are the timer, keep an eagle eye on the time and give advance warning as the time on a line item gets short (“two minutes left for topic three”). Whatever role you play, do it to the best of your abilities. Life is too short to behave otherwise.
My father used to say, “My word is my bond.” He meant if he made a promise he kept it no matter what. Why? Not so much because he was afraid of disappointing others. No, it was more because he did not want to disappoint himself. So, don’t disappoint yourself!
FLEXIBILITY
Collaboration, like any organizational process, is not entirely predictable. No matter how much planning, research, documentation, experts, and other good support systems there are, no matter how great the group interaction is, the future is always uncertain. Be prepared for the reality that you may not achieve your original mission. Perhaps your group may decide the mission must change or stop altogether. Perhaps your company decides, for reasons beyond your group, to abandon the initiative on which you all have been laboring so diligently. There are just too many variables. Market forces morph. Socio-economic changes occur. Politics intrude. Life happens. Society moves on. All you can do is be flexible.
Be flexible during the collaborative process. As I said above about listening, start with a cognitive blank slate. Don’t assume “the way it’s been done before” is correct or incorrect. Don’t assume you already have all the information, all the questions, all the answers. Collaboration is a journey of discovery. Discovery about the mission itself, the interactive process, and along the way about the individuals collaborating with you. Help your colleagues prosper within the group. Encourage them to speak. Counsel them privately if needed to improve certain less-than-stellar behaviors. Good news wants many friends. Bad news wants few.
Be prepared to find your views changing over time. If you are truly listening, you will derive increasing insights from differences of opinion among the group. Your ideas inevitably will evolve.
Be flexible at the end. If the mission is achieved, congratulations all. Now celebrate! Then do a debrief together of why and how your collaboration worked so the next team can be even more efficient. If the mission failed, figure out why. Again, do a debrief within your group and share the information outside of it. If understood properly, failure is the fertilizer of success. Michael Jordan missed thousands of baskets in his sports career, yet was one of the greatest basketball players of all time. The ones he missed helped him to make the ones he made.
*****
To collaborate well, be enthusiastic, respectful, reliable, flexible. Even if you don’t feel very good that day, act like you do. Our external behavior has a funny way of improving our internal dark moods. Remember you are part of the main. Build that mighty continent! You know you can. Your colleagues will help.