October 14, 2019
Article
Harvard Business Review

Cracking the Code of Sustained Collaboration

Format:Print

Abstract

When most organizations strive to increase collaboration, they approach it too narrowly: as a value to cultivate—not a skill to teach. So they create open offices, talk up collaboration as a corporate goal, and try to influence employees through other superficial means that don’t yield progress. Companies that excel at collaboration, in contrast, realize it involves instilling the right mindset: widespread respect for colleagues’ contributions, openness to experimenting with others’ ideas, and sensitivity to how one’s actions may affect teammates and outcomes. What’s more, these firms have established programs to help employees develop those attitudes.

I have identified six types of training techniques used by such programs. They teach people to (1) listen, not talk; (2) practice empathy; (3) be comfortable giving and receiving feedback; (4) lead and follow; (5) speak with clarity and avoid abstractions; and (6) have win-win interactions.

Drawing from my observations of Pixar, Webasto, and other companies, I share specific tools and exercises that show employees how to work well together, learn from one another, and connect more fully.