"How to werk: Tips from Collaboration Experts.", a dosage collaboration project

How to Werk
Tips from Expert Collaborators

Werking
is
different
than
working.

Werking
is
the
idea
that
crea3ve,
smart
and
diverse
teams

can
collaborate
in
the
true
spirit
of
“we”
—
as
in
“we
can
do
this,”
“we’ll
help
each
other
out,”

“we’ll
explore
different
points
of
view,”
“we’re
genuinely
interested
in
collabora3ng”
and
“we’ll

make
being
together
enjoyable.”

Werking
isn’t
easy
though.

In
fact,
we’ve
built
a
consultancy
business
around
helping
brand-‐led

marke3ng
and
communica3on
agency
teams
make
the
transi3on
from
working
to
werking.

We’ve
even
created
proprietary
tools
and
techniques
to
help
them
werk
through
marke3ng,

brand
and
communica3on
challenges
with
rigor,
crea3vity
and
fun.

During
our
ten
years
we’ve
collaborated
with
many
expert
werkers.

We
asked
them
for
their
top

3ps
on
how
to
werk.

On
the
following
pages
you’ll
find
what
they
suggest.

We
hope
what
follows
will
help
you
take
the
first
step
to
become
an
effec3ve
werker
too.

Do

spread
this
around.

The
world
of
marke3ng
needs
more
werkers.

ScoK
Lukas

Dosage

Ownership.
Make
sure
people
have
real
ownership.

That
their
voice
will
be
heard
-‐
and
that
the
buck
stops

with
them
on
various
projects.

Financial
Reward.
Share
the
money
around
the
team
–

make
sure
it
isn't
just
the
top
dogs
don't
get
all
the
money.

Clarity.
Make
sure
everyone
knows
what
is
expected
of
them.

Support.
Make
sure
everyone
has
the
support
they
need

to
do
the
job.

Sally Jones
Founder Tangerine

“How to Werk” is a DOSAGE collaboration project. www.dosageconsulting.com

Have
a
neutral
facilitator
with
no
invested
interest
in
the
outcome
of
the

mee3ng
other
than
running
it.
Can
be
a
person
from
outside
or
someone

at
work,
not
involved
with
the
project.

Calle Sjoenell Agree
on
sharing
credit
if
it's
a
mul3-‐agency
team
before
the
mee3ng.

Executive Creative Director
BBH Make
sure
that
there
are
only
people
who
will
contribute
in
the
mee3ng,

no
one
can
be
quiet.

Listen
ﬁrst
and
talk
later.

Be
75%
certain
of
your
viewpoint
and
25%
open
to
change
your
mind.


Before
you
even
ideate,
enable
mul3discipline
aKendance
at
consumer
qualita3ve
into
the

culture
and
lifestyle
of
the
consumer
-‐
whereby
the
whole
team
is
exposed
to
how
the
category

and
communica3ons
in
general
fit
into
the
lives
of
the
consumers
.
That
way,
all
ideas
that
flow
are
informed

by
commonly-‐witnessed
observa3ons,
insights
they
understand
the
context
around
and
real
people
whose

lives
they
got
to
peek
into.

Nicole Belmont
Network Partner, Aegis Media Jumptank

And/or
–
alongside
s3mulus
that
is
mind-‐opening
for
the
category,
expose
whole
team
to
a
cultural
and

psychological
analysis
of
the
content
and
lifestyle
preferences
of
the
consumer
-‐

it
makes
teams
think
less

about
the
medium
or
discipline
they
are
a
specialist
in
and
helps
them
ideate
around
a
cultural
thought,

service
or
type
of
content
that
is
likely
to
be
mo3va3ng
to
the
consumer
and
executed
in
tune
(or
stretch)
for

brand
equity.

To
avoid
wasted
3me
in
me-‐too
ideas,
encourage
discipline
specialists
to
share
their
verdict
on
what
is
going

on
execu3onally
in
their
area
upfront
-‐
what
is
possible,
what
is
geng
3red,
what
is
cool
but
imprac3cal
for

our
consumer
target,
what
is
under-‐exploited
that’s
been
around
for
a
while,
what’s
going
on
in
other

categories
(commentary:
too
many
3mes
you
get
every
discipline
wan3ng
to
be
the
expert
on
the
category/
consumer
and
be
the
most
strategic
person
in
the
room
instead
of
truly
represen3ng
their
specialism
for
the

benefit
of
the
group.

Digital
is
the
obvious
example
of
this,
but
I
think
the
same
holds
true
for
PR,
broadcast,

print,
experien3al,
customer
service
etc.)


Stay
posi8ve.
Few
things
temper
enthusiasm
more
quickly
than
nega3vity.
If
you
really
want

to
make
a
collabora3on
work,
you'll
need
to
do
your
part
to
create
a
posi3ve,
suppor3ve,

nurturing
environment
where
op3mism
and
good
will
abound.

Indraneel ghosh
Vice President
Use
tact.
Express
your
honest
opinions
and
concerns,
but
do
so
with
sensi3vity
and
good

judgment,
considering
the
other
person's
feelings.
Always
think
before
you
speak,
and
you'll
Mumbai
find
it
much
easier
to
maintain
your
dignity-‐-‐as
well
as
the
other
person's.
Lowe -India

Listen.
Don't
assume
you
know
what
the
other
person
plans
to
say.
Rather
than
interrup3ng,

allow
the
person
to
finish
speaking
before
you
reply.
Make
sure
you
understand
what
the

person
is
actually
saying;
and
if
you
aren't
sure,
ask
ques3ons
to
clarify

Respect
other
people's
ideas.
And
respect
their
right
to
their
opinions-‐-‐even
when
they
differ

from
your
own.
When
you
deal
with
other
people,
there
will
always
be
3mes
when
you'll

need
to
"agree
to
disagree."
This
is
a
fact
of
life
if
you
hope
to
get
along.
Being
willing
to
do

this
shows
other
people
that
you
respect
them,
even
though
you
may
not
always
agree.

Work
toward
win-‐win
situa8ons
and
solu8ons.
Instead
of
trying
to
"one-‐up"
the
other

person,
seek
common
ground.
Make
suppor3ve
sugges3ons
and
play
up
the
points
on
which

you
agree.
Rather
than
focusing
on
problems,
be
solu3on-‐oriented.

Recognize
the
other
person's
value.
Appreciate
each
person's
poten3al
contribu3on
to
the

collabora3on.
By
acknowledging
each
individual's
unique
talent
and
what
it
offers
the
team,

you'll
find
it
easier
to
work
together
toward
a
common
goal.

Be
flexible.
Rigid
ideas
and
atudes
rarely
work
when
aKemp3ng
to
build
collabora3on.
Try

looking
at
things
in
new
ways.
Demonstrate
your
flexibility
by
willingly
acknowledging
a

colleague's
ideas
and
seriously
considering
their
merit,
rather
than
stubbornly
defending
your

own
ideas.
This
will
help
show
the
people
with
whom
you
work
that
you're
eager
to
make
the

collabora3on
successful.


Antonis Kocheilas Answer
the
following
ques3ons
in
advance.

Managing Partner
LOWE Athens WHY
should
we
work
together?

WHAT
should
we
do
together?

WHO
should
do
what?

HOW
should
we
work
together?

Establish
a
common
vocabulary,
many
3mes
we
get
"lost
in
transla3on,”

words
and
deﬁni3ons
can
have
a
slightly
diﬀerent
meaning
for
every

member
of
a
mul3-‐agency
team.

Create
a
project-‐related
team-‐hierarchy
if
it
is
necessary,
don't
allow
the

established
hierarchies
to
kick-‐in
(Saatchi's
R.A.S.C.I
is
a
good
tool,

RESPONSIBLE,
APPROVAL,SUPPORT,
CONSULT,
INFORM).


Focus
on
the
business
challenge
—
Nothing
is
beKer
for
breaking
down
silos
than
to
cast
aKen3on
first
to

the
big
problem.
Too
oien
collabora3on
breaks
down
because
we
bring
our
own
baggage
(e.g.
our
own

exper3se)
to
the
party.
Try
to
push
people
to
forget
being
planners,
crea3ves,
digital
media
experts
and
ask

themselves
what
they
would
do
if
they
were
running
the
company
or
managing
the
brand?
What
are
the

barriers
to
growth?

Then
you
may
find
a
series
of
small
solu3ons
can
begin
to
work.

John Gerzema
Chief Insights Officer of Young & Rubicam and Author of “Spend Shift:
How the Post Crisis Values Revolution is Changing The Way We Buy, Sell and Live”

Make
teams
small,
nimble
and
accountable
—
Sociologists
have
documented
studies
of
social
behavior

where
people
among
a
crowd
do
not
take
ac3on
to
help
someone
in
distress.
But
when
they’re
on
their

own,
it’s
a
different
story.
Big
groups
spell
lots
of
bad
things
for
true
collabora3on.
People
don’t
feel

accountable.
Or
they
get
frustrated
at
the
lack
of
tangible
progress.
Small
teams
that
are
tasked
with
goals

and
encouraged
by
management
to
perform
are
only
the
way
to
go.
If
you
have
a
big
hairy
problem,
break
it

down
into
some
groups
and
let
people
fly.

Remove
the
constraints
of
3me
—
Extra
3me
isn’t
always
beKer,
crea3vely
speaking.
Look
at
how
fast

journalists
need
to
work.
So
set
yourself
deadlines.
For
example,
right
aier
a
briefing
get
your
team
together

and
give
yourself
fiiy
minutes
to
crack
the
brief.
Everyone
should
have
a
go
at
the
insight,
not
just
the

planner.
And
very
quickly
stress
test
the
insight
by
genera3ng
a
series
of
tac3cs
around
it,
by
thinking
of
how

the
customer
experiences
the
brand
from
considera3on,
to
usage
to
referral.
I’m
a
big
fan
of
the
:50

mee3ng.
Then
I
have
:10
minutes
to
go
get
coffee.


Brian Avenius
VP, Marketing , Wireless Generation

Have
a
touchstone
in
every
mee3ng
that
defines
boundaries
and
goals.

Review
it
at
the
start

and
evaluate
output
against
it.

Don’t
assume
that
it’s
ingrained.

Do
your

best
to
know
the
people
who
will
be
part
of
the
process
(and
their
behaviors
and

personali3es)
and
make
it
a
priority
to
be
the
navigator
who
will
pull
the
best
out
of
each

personality.
This
requires
finesse
but
someone’s
got
to
do
it;
you
don’t
want
to
look
back
and

admit
a
collabora3on
failed
because
of
Personality
X
or
Behavior
Y.

Iden3fy
at
its
most
basic
level
the
kind
of
problem
or
opportunity
you’re
facing
and,
early
on,

ask
everyone
to
offer
an
anecdote,
even
if
not
directly
related
to
the
task
at
hand.

It
begins

the
process
by
shedding
some
light
on
each
par3cipant
as
a
person,
and
at
best
gets
people

focused
on
the
heart
of
the
issue
rather
than
symptoms
or
distracters.

This
may
sound
simple,
but
ensure
the
process
provides
a
fair
amount
of
3me
for
every
key

stage.

Don’t
spend
four
months
developing
strategy
to
reinvent
or
disrupt,
then
give
crea3ve

professionals
a
week
to
deliver
an
equally
thoughmul
expression
of
the
strategy.


Have
a
financial
structure
in
place
that
equally
rewards
all
or
is
something

that
is
perceived
as
fair
by
all.

Make
sure
the
financial
structure
is
clear
to
all
and
easily
implemented.
Stuart Parkin

Have
a
clearly
agreed
superordinate
goal.
Ensure
that
if
people
are
not

mo3vated
by
money
but
fame,
that
by
working
together
there
is
the
best
chance

of
fame.
Clarify
an
objec3ve
to
work
behind.

Top
Hat
system
-‐
Ensure
all
par3es
work
together
by
thinking
at
least
for
a

few
moments
about
other
party
issues
(see
Edward
de
Bono
'Top
Hat
System.’)

Managing
personali3es
-‐
Have
a
clearly
defined
repor3ng
structure,
3meframe

and
deliverables
(issues
of
money
and
fame
should
be
covered
in
the
above).


In
my
experience
there
are
five
key
hallmarks
of
high
performance
partnerships:

Does
the
team
share
a
common
and
compelling
vision
that
they
all
believe
in?

Is
the
leadership
-‐
the
core
four
to
five
members
of
the
team
constructed
in
a
way

that
will
support
that
vision
(diversity
of
skills
if
that
is
important,
common

personality
traits
if
that
is
important,
etc.)?

Jeffrey Wilks Is
there
a
process
that
is
well
defined
as
to
how
a
par3cular
problem
will
be

Marketing solved,
who
is
on
point
for
what
aspects,
clear
3meline
and
accountability
against

Consultant all
of
this?

Is
there
frequent,
clear
communica3on
from
both
the
team
leader
and
within
the

partners
that
is
facilita3ng
project
management?

Are
there
well
understood,
commonly
held
metrics
for
success
that
will
be
used
to

determine
the
how
well
or
how
poorly
the
partnership
or
collabora3on
worked

against
a
par3cular
problem
of
project?

In
addi3on
to
this
I
think
it
is
oien
easy
for
geographically
dispersed
teams
to
fall

prey
to
"listening
to
corporate/NY/the
boss".

If
a
team
is
geographically
dispersed

it
is
also
incumbent
upon
the
leaders
to
engage
the
teams
(physically
not
just

through
email,
messaging
or
Facebook)

and
to
display
the
proper
level
of

sensi3vity
to
cultures
or
personality
types
that
may
be
easily
subordinated
but

have
tremendous
amounts
to
contribute.


Marcie Anthone
Director Marketing Communications Capabilities Development, The Coca-Cola Company

Set
the
vision
and
get
buy-‐in
to
that
up
front.

Con3nue
to
work
to
the
vision
and
when
conﬂict
arises,

ask
how
it
serves
the
vision.

Set
rules
of
engagement:

This
is
how
we'll
work
(e.g.,
"park
ego
at
the
door";
"don't
interrupt")

and
then
if
there
are
conﬂicts,
this
is
how
they
will
get
resolved.

Post
the
rules
and
call
people
out
if
they
don't
follow
them.

Do
this
with
humor!

Ensure
everyone
has
accountability
and
will
be
evaluated
by
their
contribu3ons
to
the
team.

Use
tools,
etc.
that
allow
everyone
do
have
a
voice
and
then
move
to
a
"building"
consensus
-‐-‐not
lowest

common
denominator.

Develop
and
adhere
to
set
working
procedures,
e.g.,
weekly
mee3ngs,
updates,
etc.

Celebrate
milestones
within
the
project.


Stay
in
contact
with
your
partner
companies.

Keep
abreast
of
what
they
are

doing
and
how
they
may
be
evolving
their
capabili3es
so
you
will
be
up
to
speed

when
recommending
them
to
one
of
your
clients.

Tony Gomes
Agree
on
who
will
lead
the
project
from
the
beginning.

When
we
pull
a
partner
Co-Founder
company
in,
we
generally
manage
the
project
throughout.
If
it's
the
other
way
Our Man in Havana
around,
they
take
the
lead.

Always
support
your
partners.

We
had
a
situa3on
recently
where
a
client
had
a

problem
with
one
of
our
partners
and
wanted
to
drop
them.

We
got
them

together
and
worked
it
out.

Beware
of
loose
canons.

There
are
3mes
when
team
members
can
go
oﬀ
on

their
own
without
building
consensus.

The
team
must
s3ck
together
and
present

a
uniform
front
at
all
3mes.

Be
diligent
about
establishing
a
schedule
for
comple3ng
the
work,
with

milestones
and
deadlines
set.

Working
with
one
or
more
partner
companies
can

be
chao3c.

You
must
establish
order
from
the
start.


Fredrik Carlstrom If
it's
crea3ve
output
you
are
seeking,
only
allow
crea3ves
in
the
room.

Great Works They
cannot
help
but
try
to
come
up
with
great
stuﬀ
and
will
build
on
each

Americas others
ideas
regardless
where
it
comes
from.
It
is
what
they
do.

CEO & Executive
Creative Director Stop
using
words
like
"integra3on"
if
what
you
really
mean
to
say
is
"wait

un3l
we
have
produced
the
TVCs
and
then
plop
them
into
other
channels",

as
that
is
NOT
integra3on.
Instead
create
your
concepts
as
if
you
were

crea3ng
a
TV
series.
Tell
a
story
and
let
the
brand
be
a
relevant

character.
Good
ideas
integrate
naturally.
Bad
ideas
don't.

There
is
this
story
of
an
old,
experienced
theater
director
walking
onto
a

stage
where
a
novice
director
was
supposed
to
be
conduc3ng
a
rehearsal.

But
he
just
sat
there,
on
the
edge
of
the
stage
while
the
actors
were
idling

around
in
the
background,
wai3ng
for
direc3on.
“I
don’t
know
where
to

start”,
said
the
young
director.
The
more
experienced
director
answered,

“Do
something,
so
you
have
something
to
change”.


Embrace
Humility.
Ask
each
par3cipant
-‐
"How
would
you
approach
this
mee3ng
if
you
knew
you
were
the

dumbest
person
in
the
room?"
This
helps
re-‐frame
their
perspec3ve
that
1)
I
don't
expect
them
to
have
all

the
answers
and
2)
they
will
learn
more
from
the
others
than
they
will
teach
others.

Michael Scott, President, FOURTH ELEMENT

Pre-‐hearse
the
Mee3ng.
Understand
what
expecta3ons
par3cipants
have
and
then
re-‐frame
or
re-‐direct
the

expecta3ons
towards
the
collabora3on
goal.
This
step
conversa3on
uncovers
and
resolves
any
exis3ng
issues,

so
our
focus
is
collabora3on,
not
personal
agendas.

Assign
Tasks
in
Advance.
Assigning
tasks
in
advance
of
the
session,
primes
our
day
for
break-‐throughs
and

gets
the
par3cipants
have
some
"sweat
equity"
and
personal
ownership
in
the
collabora3on
session.


Lisa Seward Perry
Owner, Mod Communications, a connection planning consultancy.

Don’t
try
to
combine
informa3on
intake
and
idea
genera3on.

Brief
everyone
thoroughly
before
the

collabora3ve
session,
and
then
allow
3me
for
the
briefing
to
sink
in
and
ques3ons
to
percolate
before

regrouping
everyone.

Remove
in3mida3ng
bosses.
This
can
make
for
delicate
conversa3ons,
but
you’re
not
going
to
get
good
stuff

out
of
people
who
are
scared
to
speak
up.

Call
out
the
elephant
in
the
room.
If
people
are
disagreeing,
acknowledge
it
right
away
and
figure
out
what

the
root
of
the
disagreement
is.

If
the
product
you’re
discussing
is
a
dud,
talk
about
why
everyone
is
having

trouble
geng
excited
about
it
before
the
en3re
session
is
a
bust.
Usually
this
role
will
fall
to
a
clearly

iden3fied
mee3ng
moderator
who
has
tremendous
interpersonal
communica3ons
skills.

An
opinion
is
the
price
of
entry.

Resist
the
urge
to
fill
the
room
with
those
who
just
listen
in
and

don’t
contribute.


It
is
important
to
foster
cross-‐fer3liza3on
of
knowledge
In
a
global
organiza3on.

We
cannot
always
have
the
opportunity
to
see
our
counterparts
face
to
face.

We

must
think
of
ways
we
can
con3nue
this
sharing
despite
the
distance
so
we
are
on

an
equal
foo3ng
in
terms
of
knowledge
and
skills,
avoiding
duplica3ve
research

and
facilita3ng
use
of
best
approaches
and
prac3ces.

This
needs
to
happen
not

only
on
corporate
strategic
projects
but
also
on
all
product
category
projects.

As
basic
as
it
sounds,
the
art
of
scheduling
regular
status
mee3ng
with

Timothy Stoops counterparts
ensures
that
you
maintain
a
good
rela3onship
with
each
so

Senior Market when
you
do
have
project
specific
mee3ngs
you
are
that
much
more
ready
to

Insights Manager move
forward.

Samsung
Focus
on
cul3va3ng
both
the
whole
team
and
the
func3onal
parts
–
Establishing
a

sense
of
func3onal
iden3ty
and
belonging
is
key
to
the
success
of
the
individuals

in
any
organiza3on.

Events
like
annual
summits
or
quarterly
department

knowledge
sharing
foster
collegiality,
a
feeling
that
we
are
all
part
of
the
same

challenges
and
if
we
support
each
other
as
people
first
and
equally
importantly

as
market
researchers
we
can
overcome
hurdles;
create
a
sense
of

organiza3onal
pride.

A
team
united
in
common
corporate
goals
and
language
are
much
beKer
suited

for
success.

This
is
especially
true
if
func3onal
collabora3on
is
also
encouraged
to

ensure
each
individual
has
a

beKer
sense
of
how
best
to
add
value
to
the
broader

group
discussion
and
able
to
operate
with
confidence
as
a
func3onal

expert.


The
most
important
ingredient
of
a
successful
collabora3on
is
to
have
one

agency
lead
the
group
from
a
branding
perspec3ve.
In
that
regard
there
should

be
a
very
well
outlined
brand
posi3on,
personality,
aKributes,
benefits,
values

and
driver
for
everyone
to
follow.
This
happens
very
rarely
in
my
experience,
so
Orson Munn
the
consumer
becomes
more
confused
the
more
they
experience
the
brand,
CEO
because
it
is
different
at
every
touchpoint
created
by
different
agencies.

Munn Rabot

Regular
mee3ngs
with
all
stakeholders
need
to
take
place
to
get
the
brand

posi3oning
correct
as
the
communica3ons
plan
evolves
from
the
planning
stage

to
the
execu3onal
stage.

Con3nuous
brainstorming
mee3ngs
with
all
par3es
needs
to
take
place
aier
the

execu3onal
stage
is
complete
to
ensure
the
brand
remains
fresh
and
relevant

across
all
plamorms.


Don't
pad
the
team.
While
it's
oien
necessary
to
have
mul3ple
people
involved
in
projects,
don't
add
people

who
are
unnecessary
to
the
process.
The
bigger
the
team
the
slower
it
is
to
make
decisions
and
the
costlier
it

is
to
produce
a
project.

Keep
mee3ngs
short
and
to
a
minimum.
Mee3ngs
are
a
wasteful
use
of
everyone's
3me
unless
clear
goals
are

set
beforehand
and
ac3onable
items
are
iden3ﬁed
during
the
mee3ng.

Deroy Peraza, Principal + Creative Director, Hyperakt

Project
management
tools
like
Basecamp
are
super
useful
for
big
teams.
Email
chains
clog
inboxes.
A

centralized
repository
of
all
informa3on
keeps
everyone
in
the
loop
at
all
3mes.

Pay
people
when
you
say
you're
going
to
pay
them.
There's
enough
complexity
coordina3ng
mul3-‐agency

teams
to
add
worries
about
3mely
payment
to
the
mix.
This
adds
distrust
to
rela3onships,
and
keeps
people

from
being
fully
invested
to
projects.

Don't
spend
too
much
3me
talking
about
what
needs
to
be
done.
Start
producing
tangible
work
that
the
team

can
comment
on
as
early
as
possible
in
the
project
lifecycle.


Collabora3on
is
built
on
trust.

Kevin Amter
Founder Creative Director Collabora3on
is
built
on
a
speciﬁc
value
and
need.

Department 99
Collabora3on
is
built
on
established
company
prac3ces.
If
a
company
does
not

foster
an
ethical
environment,
collabora3on
will
be
diﬃcult
to
implement.


Oscar Erlandsson, Digital Strategy Director, Lowe Brindfors

Get
everybody
together
early,
work
for
a
bit,
and
then
make
sure
the
en3re
team
gets
drunk
together,
and
that

no-‐one
can
leave
the
party
early.
Avoid
fancy
restaurants
and
strip
clubs.

Don’t
discuss
subject
maKer
over
email
and
avoid
teleconferences
before
the
main
problems
are
solved.

Deﬁne
“good”
as
a
team.
For
example,
work
out
the
team’s
shared
top
3
examples
relevant
to
the
project.

Avoid
saying
“I
don’t
agree”
un3l
trust
in
the
group
is
solid
–
instead
use
“I
don’t
understand”.

Have
each
na3onality/company
talk
for
5
minutes
on
the
preconcep3ons
about
their
culture/corporate
culture.


Business-‐storm
don't
brainstorm
Maria McHugh
If
marke3ng
is
about
driving
business
value,
then
every
idea
we
develop
has
to
be
in
service
Y&R
of
the
business
problem.
Period.
Are
we
looking
to
get
on
poten3al
customers'
shopping
lists?
New York
Get
exis3ng
customers
to
buy
us
more
oien?
Or,
get
loyalists
to
recommend
us?
Forensically

analyze
the
cri3cal
behaviors
that
you
need
to
inﬂuence
through
the
customer
journey
and

apply
your
crea3vity
against
these.
It
will
yield
much
sharper
ideas
than
loosely
deﬁned

challenges..

Leave
egos
at
the
door

In
this
new
world
order
there
is
no
room
for
old
legacy
models
of
hierarchy
around
who
has

the
right
to
conceive
the
"big
idea".
Today's
big
ideas
are
as
likely
to
be
tac3cal
as
they
are

strategic.
So,
relish
having
new
skills
at
the
table
like
digital
technologists
and
social
media

specialists,
and
enjoy
true
collabora3on.
This
is
the
new
fron3er
and
we
need
new
kinds
of

teams
to
create
the
pathways.

Everything
is
marke8ng.
Everyone
is
marke8ng.

In
this
era
of
"the
social
brand"
a
much
broader
range
stakeholders
within
companies
and

their
agencies
are
now
having
conversa3ons
with
customers.
So,
it’s
3me
to
think
more

broadly
about
who
we
invite
to
the
marke3ng
table.
What
about
the
PR
department,

customer
service
representa3ves,
or
product
developers?

Equally,
we
need
to
think
more
broadly
about
what
are
marke3ng
channels.
In
a
nutshell,

they
can
now
be
absolutely
anything
we
want
them
to
be....from
paid,
to
earned
to
owned

and,
used
in
ever
more
interes3ng
combina3ons.


Natasha Jakubowski, Innovation Director, Anomaly

Collabora3on,
like
a
brainstorm,
can
always
beneﬁt
from
a
liKle
structure
-‐
know
your
goals,
get
to
know
your

collaborators,
try
and
create
an
environment
that's
conducive
to
sharing
ideas.

To
be
a
good
collaborator
you
need
to
believe
in
the
magic
that
can
happen
when
people
get
together
to
think

imagina3vely
about
a
problem
rather
than
trying
to
ﬁgure
something
out
by
oneself.

Don't
underes3mate
the
importance
of
being
a
good
listener,
and
being
able
to
keep
discussion
from
geng

too
personal
or
emo3onal.


Keep
in
mind
that
it
is
important
to
share
their
vision
with
the
en3re
team
and
invite
par3cipa3on
to
shape

that
vision
together.

Strive
to
find
digital
renaissance
people
who
can
use
their
mul3-‐talents
to
innovate,
collaborate
and

improvise
when
necessary.
We
call
them
M-‐Shaped
People.

Bernard Urban, President, Gigantic (Digital Marketing), Founder, BrandFlux (Brand Collaboration Platform)
Victoria Else, Director of Strategic Services, Gigantic

Diversity.
Loyalty.
Trust.

These
are
three
necessary
ingredients
that
collabora3on
needs
to
thrive.

Thinking
is
a
quiet
solitary
process…
yet
a
form
of
procras3na3on.

Idea3on
is
different.

Idea3on
is
a

naturally
collabora3ve
process,
in
which
you
run
ideas
past
one
another,
or
work
together
to
find
them,
and

respond
with
excitement
to
other
people’s
ideas.

Embrace
Failure
Together.


Tom Christmann Make
the
mee3ng
more
than
one
hour.
Three
hours
is
beKer.
A
full
day
is
best.

Executive Creative
Director Mix
up
the
teams.
Don’t
allow
people
to
“gheKoize”
inside
or
outside
the

JWT mee3ng.
Sit
planners
near
crea3ves.

Make
sure
people
know
each
other
outside
the
room.
Make
them
be
Facebook

friends.
Have
lunches.

No
assholes.
Don’t
allow
in3mida3on
or
shou3ng.

Collaborate
from
the
very
beginning
and
aier
the
mee3ng
too.
Start
a

posterous
blog
where
people
can
post
ideas,
briefs,
things
they
found

interes3ng,
etc.
Make
Collabora3on
a
lifestyle.


Relocate.
It's
easier
to
collaborate
when
you're
not
on
one
or
the
other's
turf.

And
it's
beKer
when
everything
around
you
is
about
engagement.
Inspira3on.

Passion.

Try
brainstorming
for
a
car
ad
campaign
at
a
car
rally.
Neutral
territory

has
its
place,
but
it's
not
always
what
gets
the
juices
flowing.

Troy Torrison

New York based
When
you're
collabora3ng
it's
crucial
to
be
open
and
to
not
shut
down
people
Freelance
who
might
otherwise
censor
themselves.
Take
a
lesson
from
Second
City
improv
Copywriter and
group:
no
maKer
how
oueat
or
weird
the
idea,
ban
the
word
"No."

Instead
Creative Director
insist
people
say
"YES,
AND..."

to
every
idea.
Tell
them
to
go
with
it.
Build
on
it.

Nothing
should
be
rejected
out
of
hand.
There
aren't
just
diamonds
in
the
rough.

There
are
diamonds
EVERYWHERE.

Very
few
tough
problems
are
solved
overnight.
But
some3mes
'overnight'
is

what's
needed
to
get
the
juices
flowing.
The
best
collabora3on
session
I
ever
had

was
a
two
day
offsite.
Maybe
there's
something
in
the
idea
of
being
away
from
it

all,
but
day
one
was
preKy
much
a
waste.
Day
two
was
the
total
opposite.
Was
it

that
we
all
'slept
on
it'?
Don't
know.
But
it
worked.


Paul Woolmington Liberate
yourself
from
your
discipline
and
muscle
memory,
and
from
the

Founding Partner tyranny
of
self-‐interest,
selfish
financial
reward
and
siloed
manufacturing

Naked output.

Communications
Remember
the
Hawthorne
Effect

(hKp://en.wikipedia.org/wiki/Hawthorne_effect).
Being
invited
into
the

process
is
as
meaningful
as
contribu3ng
to
it.

Invite
all
stakeholders
-‐-‐
internal
and
external
-‐-‐
into
the
process
very
early.

No
sing
on
the
fence.

Listen.

Push
for
priori3za3on
of
tasks
-‐-‐
you
cannot
do
everything
on
your
wish

list!
Then
remember
it’s
about
geng
it
done.
Build
an
inclusive
but
clear

plan.
The
99%
rule.


We
are
a
consultancy
that
focuses
on
how
modern
marketers
collaborate
to
coordinate

their
crea3vity.

We
specialize
in
making
highly
talented
and
diverse
teams
of
marketers

more
produc3ve,
crea3ve
and
aligned.

Our
exper3se
comes
from
researching,
designing,
tes3ng,
using
and
training
strategic

tools
and
processes.

We
have
worked
with
both
marketers
and
agency
teams
in
over

20
countries.

We
do
this
predominately
in
facilitated
workshops
as
we
believe
it
is
the
most
eﬀec3ve

and
eﬃcient
way
to
harness
the
collec3ve
imagina3on
and
decision-‐making
powers
of

teams.

Our
services
include
facilita3on,
process
engineering,
brand
strategy,
innova3on

and
communica3ons
consul3ng,
strategic
toolkit
crea3on
and
talent
development.

Send this Please
pass
this
along!

Stay in touch Site:
DosageConsul3ng.com

Blog:

DosageConsul3ng.posterous.com

TwiKer:

@ScoKLukas

LinkedIn:
ScoK
Lukas

Facebook.com/ScoKLukas

Contact ScoK
Lukas,
Founder

ScoK@DosageConsul3ng.com

+1
212
785
0989

Say
hi
if
you
are
in
New
York
City.

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