By Sandra Wiley, chief operating officer, Boomer Consulting, Inc.
I experienced the joy of listening to the Kansas City Symphony play a glorious concert at the annual Symphony in the Flint Hills event in the Flint Hills of Kansas a few weeks ago. If I closed my eyes, I could hear each individual instrument, but I also heard the group together sounding as one beautiful instrument. That ability to take individual brilliance and mold it into group brilliance is the definition of collaboration. When the leaders in your firm successfully act as the conductor, this can be one of the most satisfying experiences he/she can have as a professional. That’s because when collaborative efforts click, everyone understands and values each other’s role on the project and the unique contribution each person is making. In fact, successful collaborative efforts can often be the height of a person’s professional career.
So, why is it often so hard to collaborate? Especially given the fact that nearly every project in today’s professional services firm requires an element of collaboration. First, I’ll assess the problem, and then I’ll offer some suggestions for how you can be more effective in your collaborative efforts.
The Problem With Collaboration
In my experience, the biggest obstacle to successful collaboration is that egos are often vying for dominance. It’s natural, given the competitive environment of the workplace. The challenge, then, is to understand it and find ways to tackle the problem from the start.
Of course, there are other issues at play as well. Some common complaints I hear include:
- Not everyone is working equal amounts of time or putting in equal levels of effort
- Meetings are dull and unproductive
- One or more players dominate the team
- Project goals are unclear or ever-changing
I’ve discovered certain factors that, when defined early in a collaborative relationship, can go a long way to reduce the negative experiences. I encourage all teams to establish ground rules for interaction around these three factors early on in the team formation.
Here are three steps to satisfying and productive collaboration:
Questions to ask: How will we communicate as a team? What formal & informal communication will we support?
A sample ground rule for effective communication might look like this: We will e-mail brief project updates each Friday by 3:00pm. We will meet face-to-face to discuss progress to date and upcoming deliverables every other Monday at 10:00am. We will handle informal, ad hoc communications in e-mail so that we have a log of issues and decisions.
Here’s why this approach works: This may sound overly prescriptive, but it’s better to be more rigorous at the start. A team can always loosen up on communication requirements later if they seem unnecessary. It is much more difficult to establish more stringent agreements once things start to fall through the cracks.
Questions to ask: Who will make critical decisions? Who is empowered to change project plans and agreements mid-cycle?
A sample ground rule for decision-making might look like this: Changes to project scope or goals will be made by the project sponsor. All scope changes will be recorded in a decision log and communicated to key stakeholders. Every project participant is empowered to change tasks and methodology as long as the changes do not impact milestone dates. All changes must be included in weekly status updates.
Here’s why this approach works: Defining decision-making authority early on gives everyone clarity on the span of control and reduces the opportunity for conflicts about who can make changes during the project.
2. Meeting Management
Questions to ask: What is the structure and protocol we will use for face-to-face meetings?
Sample agreements may include: We will start and end meetings on time, have a pre-published agenda, and use a timekeeper and facilitator to keep the meeting focused. We will circulate meeting decisions, assignments and follow-ups within one day after the meeting.
Here’s why this approach works: Poor meeting management is a constant source of irritation to collaborative efforts. It has little to do with a lack of skills and a lot to do with egos and the need to have power. Often, the person who is chronically late or who disrupts the meeting is seeking a lever of control or dominance in the team. If tackled early in the team’s development, such behavior can be curbed — especially when consequences are established for any violations.
3. The Bottom Line
Successful collaboration is not easy. Good team members need to check their ego at the door and focus relentlessly on the goals of the project. I find that negotiating and establishing agreements early in the process — agreements that specify how members will interact with each other — can reduce and possibly eliminate future sources of tension.