- August 7, 2013
- Communication, Culture of Collaboration, Strategic Planning
Our last blog post, Is Collaboration Worth the Time and Effort? elicited some great comments.
My initial intention was to discuss partnership and collaboration as a means for creating greater success, both in implementation of current strategic plans and in innovation for expansion. In the comments that I received people spoke of joint writing projects and joint ventures that often occur in smaller business where people share assets and multiply their reach through the partnership.
These elements can be seen in the large business framework so that the time and effort that it takes to create partnership and collaboration is seen as a necessary activity for success. Recognizing that there are assets to be gained and that you can expand your reach are two reasons for taking the time for partnership in any situation.
In my work I have often heard that the percentage of implementation in organizations, even with lengthy and well-built strategies is about 30%. There is a sense of mystery around this and a desire to change this outcome; however solutions elude top leadership who are thinking inside the box. Taking time to gather and to develop the essential elements of collaboration is often not seen as an option because there always seems to be the pressure of time.
One of the main necessities is engagement. Creating engagement is an activity that is a precursor of partnership and effective strategic planning. At the beginning of the semiannual or annual strategic planning session time spent on engagement can bring great returns. This will also serve as a model for the leaders who are in the session when they get back to the teams they lead who are essential for implementation.
What are the essentials of engagement?
- Open communication about yourself and your vision
- Building Trust
- Clear two-way communication with the intentional use of connection and listening
- Acknowledgement
- Clarity
- Recognition of personal strengths and gaps
You may wonder how this can be accomplished. It involves recognizing that communication and connection are essential to the buy-in that creates a feeling of ownership. Team ownership of a strategy leads to more success because greater ingenuity and energy is placed there.
The second most important is recognition of personal strengths and gaps. Leaders can be open about their strengths and what they can contribute to success whether for the next year, for a specific initiative or for a long range vision. Learning to discover and to see the gaps that need to be filled can be a means for involving others and for acknowledging them.
Have a great couple of weeks and keep commenting and using this for discussion. Thanks – Patricia Heyman
