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Power collaboration

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    Power collaboration Power collaboration Presentation Transcript

    • Power EbookTitle ofCollaboration:Goes Here Tools, tips and resources for sharing Sd e a s , l e / S h n g tt Da mc r i p t i o n t ton g B e nn gs h i u b t i t l e a d i o r e e s s a n d g e G i e s t h i e at donePamela Slim
    • Table of ContentsIntroduction 3The Four Principles of Collaboration 5Principle 1: CLARIFY vision, purpose, roles, responsibilities, accountabilities and ownership 6 Pa r t n e r s h i p C h e c k l i s t 7Principle 2: RESPECT skills, strengths, communication styles and humanity of fellow collaborators 9 C o m m u n i c at i o n a n d C o n at i v e S t y l e s 10 C o l l a b o r at i o n O v e r C o m p e t i t i o n 12Principle 3: SIMPLIFY information sharing 15 D r e a d e d M e e t i n gs 16 W o r k W i t h t h e S y s t e m s Y o u H av e 18Principle 4: COMMUNICATE in timely, relevant and consistent intervals 19 Commit to the truth 20 T h e P o w e r o f V i d e o M e e t i n gs 21 C o l l a b o r at i n g w i t h g l o b a l t e a m s 22P o w e r C o l l a b o r at i o n i n S h o r t 25About the Author 26About gotomeeting 27 2P O W E R C O L L A B O R AT I O N © Pamela Slim
    • IntroductionAt my last “real job” at Barclay’s Global Investors sixteen years ago, (before becoming a consultant and entrepreneur), I listened to oneof our senior analysts talk about financial trends. “I keep hearing people say ‘the world is getting more global every day,’” he said. “I thought the world has always been global!”I feel the same way about collaboration. Since the beginning of time, we have shared ideas and built things with other people.But there is something different about collaboration in the 21st century.Resources are tight. Work never stops. Email is crushing and we are always connected to the Internet with our smartphones.It feels like we are interacting with more and more people every day. And we know more about them than we ever did.In the past, you may have worked with George from Accounting and never known a thing about him besides the quality of his recon-ciled financial statements.Now, because you follow George on Facebook and Twitter, you know that his cat recently had surgery, and he is a Bruce Springsteenfan, and he is obsessed with finding the perfect bowl of Vietnamese noodle soup.And yet, knowing more about people is not really collaborating.So what is collaboration? 3P O W E R C O L L A B O R AT I O N © Pamela Slim
    • For the purpose of this short book, I like a nice simple definition, like: Webster’s Dictionary d e f i n e s c o l l a b o r at i o n a s : “Collaboration is working with others to 1: to work jointly with others or together share ideas, skills and strengths while especially in an intellectual endeavor building something useful.” 2: to cooperate with or willingly assist an enemy of one’s country, especially an occu-With this definition, collaboration can be as simple as sharing ideas via file pying forcesharing, instant messaging, doing a quick poll on social media, or as com-plex as long-term joint ventures and business partnerships. 3: to cooperate with an agency or instru- mentality with which one is not immediatelyI have done it all: artistic collaborations, joint ventures, meeting facilitation, connectedlarge, complex global change management projects, and online commu-nity building.When done well, it is a joyful experience.When done poorly, it is laborious, ineffective and even painful.I want to show you what I think leads to great collaboration. 4P O W E R C O L L A B O R AT I O N © Pamela Slim
    • The Four Principles of CollaborationI am a fan of the musicals of the 1930s, where Judy Garland and Mickey Rooney look at each other and say, “Let’s put on a show!” Afew scenes later, without any actual rehearsals, the entire town is singing and tap dancing in perfect rhythm.We may have come a long way from the 1930’s cinema (we graduated to YouTube musical wedding proposals), but we still underesti-mate the amount of planning, coordination and practice that it takes to create something great with other people.The following four principles will make your collaborations more enjoyable, with less conflict and better results.Try to think of them not as rigid rules, but rather as supportive guidelines. Depending on the size of your project, and the culture ofyour organization, these principles will play out very differently.The four principles are:1. CLARIFY vision, purpose, roles, responsibilities, accountabilities and ownership2. RESPECT the skills, strengths, communication styles and humanity of fellow collaborators3. SIMPLIFY information sharing4. COMMUNICATE in timely, relevant and consistent intervals 5P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Principle 1: CLARIFY vision, H o w t o C r e at e C l a r i t y i n C o l l a b o r at i o npurpose, roles, responsibilities,accountabilities and ownership Define the following: Vision – What will the successful projectHave you ever kicked off a project with excitement, only to get bogged look and feel like?down a few weeks later when things fall apart?At this moment, you hear utterances like: Purpose – What great thing will happen to (the intended audience) when this project is I thought ___ was taking care of that! done? Everyone knows that ____ is part of a project! But I thought you were doing that! Roles – Which person is overseeing each I thought you knew when the project was due! specific area of the project?Establish clarity at the very beginning of a collaborative project. Responsibility – Which specific tasks are part of each area of responsibility? Accountability – Which heads will roll if this is not done? Ownership – Who owns the intellectual property created in this collaboration? 6P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Pa r t n e r s h i p C h e c k l i s t Pa r t n e r s h i p C h e c k l i s t – Discuss and get the following agreements in writing 1. Name of the partnership 2. Specific business purpose of the partner- ship 3. The duration of the partnership – perpet- ual/until a specific date/until the purpose of the partnership is fulfilled 4. Partnership work locations 5. The property to be contributed to theKyle Durand is an experienced entrepreneur, Navy Commander and partnership by each partner and the mannerpost-doctorate tax attorney based in Seattle, WA. of contribution 1. Cash and cash equivalents–OutrightThrough his years of practice, he has seen every type of partnership prob- transfer/deferred/loanlem, and from these experiences, he advises collaborators to be very frank 2. Services–specific services/contribu-and proactive about setting up clear written agreements. tion of profits 3. Tangible property–Outright transfer/He developed this Partnership Checklist to work through at the very be- loan of propertyginning of a project. It applies to short-term joint ventures as well as long- 4. Intangible property–Ownership trans-term business partnerships. fer/use-only transfer (continued) 7P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Pa r t n e r s h i p C h e c k l i s t (continued)6. Ownership of assets 11. Changes to the joint venture 1. How will the assets be held or titled? 2. Authority of partners to use/dispose of assets 1. How will new partners be admitted? 3. Disposition of assets at the conclusion of the 2. Right of the partners to assign their interest in the partnership venture 1. Cash 3. Right to expel a partner 2. Tangible property 4. Buy-sell provisions for departing partner 3. Intellectual property 5. Termination of the partnership7. Financial For more legal resources and information from Kyle Durand, 1. How will money be held, brought in and paid out? visit kyledurand.com 2. Accountings–periodic and/or upon request by partner8. The rights and obligations to profits, losses, draws andsalaries While it takes a bit of time to clarify vision, purpose, roles, responsibilities, accountability and ownership,9. Management responsibilities it will make the collaboration much more enjoyable 1. Specific duties and effective in the long term. 2. Manner in which management decisions will be made10. Outside business activities 1. Permitted 2. Restricted 3. Permitted, except for direct competition 8P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Principle 2: RESPECT skills, A r t i c u l at e Y o u r S k i l l s a n d Strengthsstrengths, communication stylesand humanity of fellow I am at my best when…collaborators My strongest skills are… My superpower is… I need help with… I get totally derailed when… I do not tolerate… Brandi Holmes, David Hrostoski, Max Mendoza, Mike Hrostoski and Mike Ambassador Bruny at the Power Boost Live conference in Phoenix, AZ.Great collaborations involve people who bring unique skills and perspec-tives. In order to help these diverse people work well together, you mustunderstand what makes them tick, what makes them unique, and whatmotivates them.Here are some tools for discovering the skills and strengths of your collab-oration team members. 9P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o m m u n i c at i o n a n d C o n at i v e S t y l e s The components of the K o l b e I n d e x – C o n at i v eThere are many useful and effective assessments for understanding com- Stylesmunication styles and core personality types. Meyers-Briggs and the DiSCProfile are two that I have used a lot in both individual coaching and group Fact Finder–the instinctive way we gathersettings. and share information.But the best tool I have found for increasing positive collaboration is the Follow Thru–the instinctive way we arrangeKolbe Index. According to the Kolbe website: and design. Quick Start–the instinctive way we deal with “The Kolbe Index measures a person’s risk and uncertainty. instinctive method of operation (MO), and Implementor–the instinctive way we handle identifies the ways he or she will be most space and tangibles. productive.”When you take the Kolbe Index A (available for a fee at http://www.kolbe.com), you are given scores in each of these conative styles.So you might find that if you are really high in Fact Finder and lower inQuick Start, in order to make a decision or move forward with a project,you need to take the time to carefully gather data and assess risks beforejumping head first into action. 10P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o m m u n i c at i o n a n d C o n at i v e S t y l e s (continued)Conversely, if you are high in Quick Start, you may be able to jump into a new project with very little preparation.Knowing the conative styles of different team members gives great insight into how to design your collaboration for action.Learn more about the Kolbe index, including detailed descriptions of each of the conative styles here: http://www.kolbe.com 11P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o l l a b o r at i o n O v e r C o m p e t i t i o n Members of Gangplank in Chandler, ArizonaGangplank is a bustling co-working site in Chandler, Arizona. The space is filled with software engineers, start-up companies and free-lancers.Collaboration is a huge value at Gangplank, described in their manifesto: 12P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Gangplank Manifesto We are a group of connected individuals and small businesses creating an economy of innovation and creativity. We envision a new economic engine comprised of collaboration and community, in contrast to the silos and secrecy left by the dependence on tourism and land development. We have the talent. We just need to work together. Different environments need to overlap, to connect and to inter- act in order to transform our culture. In order to create a sustainable community based on trust, we value: • collaboration over competition • community over agendas • participation over observation • doing over saying • friendship over formality • boldness over assurance • learning over expertise • people over personalities This new economy cannot thrive without engaging the larger business, creative, entrepreneurial, governmental, and technical communities together. We believe that innovation breeds innovation. We will transform our culture into one supportive of the entrepreneur- ial spirit, of risk taking, of pioneering into the unknown territories as the founders of our municipalities once did. This requires education, entrepreneurship and creative workspaces. We are Gangplank. 13P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Chris Conrey, co-founder of Vuurr, a startup based at Gangplank, says:“ The best way to illustrate how we live the value of collaboration is to see how we work every day. Often, two or three smallcompanies at Gangplank are going after the same large contract. Rather than carefully hold our cards, we support each other inthe process. If one company finds out a piece of information that is critical to the bid, they will share it with the others. In the longrun, this collaborative process makes us all better at what we do ”“ We care more about seeing each other succeed than we care about winning, ” said Conrey. “ That’s what makes Gangplankwork. ” 14P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Principle 3: SIMPLIFY information sharingDon’t make sharing information more complicated than creating content. If your information management system becomes too un-wieldy or complex, it will get in the way of the actual work to be done. Chris Guillebeau, author of The $100 Startup When I worked on the $100 Business Forum, a collaboration with author and entrepreneur Chris Guillebeau, we created an entire training program on one online document. At our first virtual meeting, we typed notes into the document. Then we divvied up tasks, and fleshed out the general notes into learning objectives, and a program outline. We expanded the outline into lessons, and then typed individual lessons into the document.Chris was on his quest to visit every country of the world (which he will complete in 2013!), so he would often write his lesson from aplane or youth hostel halfway around the world.Since we released one lesson a day on the website, our designer Reese Spykerman would pull the information from the documentonline and format it into a nice-looking and well-designed web page.The design process was simple to use, easy to update and cheap. We brought the program to market quickly, and were able to serve450 entrepreneurs around the world. 15P O W E R C O L L A B O R AT I O N © Pamela Slim
    • H o w t o C h o o s e T o o l s f o r S i m p l e I n f o r m at i o nSharing “ Many of my employees work from home, so we use GoToMeeting with HDFacesWhen choosing communication tools for collaboration, it is hard to find video conferencing for team meetings. Withfeatures that meet all the needs of the project. Before you dig into the this approach, everyone can see each oth-multitude of products and programs available, answer these three basic er without the high cost of bringing themquestions: together in person. We also use it for remote collaboration on documents. It’s a very posi- Which tools do you use on a daily basis? tive tool for the company. ” What will be the simplest way to move your project from notes - Alicia Lahti, Owner of Alicia Lahti to a final product? Placement Services, Inc. Which tool will be easiest for everyone to access from any- where, including on a phone?D r e a d e d M e e t i n gsThere are few conventions more loathed in modern business than poorlyrun meetings.Having been a management consultant for a decade, I know that meetingsconsume far too much of our workdays. If we want to get serious abouttrue collaboration, we need to cut back all non-essential communicationso that time is spent on the fun stuff: building things. 16P O W E R C O L L A B O R AT I O N © Pamela Slim
    • D r e a d e d M e e t i n gs (continued) 7 Principles of the Modern M e e t i n g S ta n d a r d F r o m Read This before our next m e e t i n g b y A l P i t ta m pa l l i 1. Meet only to support a decision that has already been made 2. Move fast. End on schedule. 3. Limit the number of attendees. 4. Reject the unprepared. 5. Produce committed action plans.Al Pittampalli, author of Read This Before Our Next Meeting (The Domino 6. Refuse to be informational. Read theProject, 2011), believes there is a better way. By coming up with very spe- memo, it is mandatorycific guidelines about meetings, he suggests you can cut down significant-ly on the amount of time people are interrupted from their work. 7. Work with brainstorms, not against them. 17P O W E R C O L L A B O R AT I O N © Pamela Slim
    • W o r k W i t h t h e S y s t e m s Y o u H av e Desiree Adaway coordinates the assembly of emergency supplies for victims of the Haiti earthquake, Photo by Robert Bromfield. When an earthquake hit Haiti in 2010, there was mass devastation on the ground. Emergency supplies were needed immediately. At the time, Nonprofit Consultant Desiree Adaway was the Senior Di- rector for Global Volunteer Mobilization for Habitat for Humanity. She was given the task of coordinating a two-week effort to get 20,000 emergency kits made and shipped to Haiti, requiring 200 volunteers. Kits included basic supplies for building temporary shelters, which were needed until permanent structures could be built.“ We didn’t have time to create a big outreach campaign. We used the systems that we had, and leveraged our existing volunteernetworks. We put all the details on a simple web page so that volunteers would have all the information they needed to show up atHome Depot and get right to work.In two weeks time, we were able to assemble and ship 20,000 kits to Haiti. It was not a perfect system, but we made it work andwere very proud of our results.” ” 18P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Principle 4: COMMUNICATE in “ Two factors primarily drove my decisiontimely, relevant and consistent to use GoToMeeting. First and foremost, it’s the easiest web conferencing solution tointervals use. Second, GoToMeeting is the onlyTrust is built through great communication. solution that really plays well with the Mac.Before a project starts: And it’s a great app on the iPad. ” - Simon Tucker, Chief Adoption Officer,1. Discuss your communication style and expectations Anaplan, Inc.2. Choose your communication vehicles (phone calls, online meetings,meetings, social workspaces)3. Set communication frequency (daily, weekly, monthly) Key questions to answer to ensure great communication: How do you like to communicate? (email, video conferencing, phone, text) How will we share information? How do you like to get feedback? What will you not tolerate? How should we handle conflict? 19P O W E R C O L L A B O R AT I O N © Pamela Slim
    • Commit to the truth Executive Coach Michele Woodward I was in a joint venture partnership for two years with my colleague Michele Woodward. Michele is a consultant and executive coach, and former White House staffer. She is talented, funny, and smart. She is also a straight shooter when it comes to communication. In the middle of a particularly busy season, Michele sent me a direct message on Twitter. “You got a minute to talk?” said Michele. “Sure,” I said. So we jumped on a video conference.“You know I love working with you, right Pam?” said Michele. “And I love working with you!” I said.“Because I committed to always tell you the truth, I want you to know that I sense you are kind of distracted lately. Are you still com-mitted to our project? If so, that’s great. And if not, that is great too. I just need to know which way it is, because we want to continueto work together, we have to change the way that we communicate.”While I felt bad that Michele sensed that my commitment was slipping (which it was not, I was just busy), I did not feel attacked, judgedor reprimanded. We had committed to being honest with each other, and this made discussing a sensitive issue straightforward andrelaxed.When you practice this type of communication, you will avoid the build up of tension and resentment. 20P O W E R C O L L A B O R AT I O N © Pamela Slim
    • T h e P o w e r o f V i d e o M e e t i n gs “ GoToMeeting with HDFaces video con- ferencing eliminates a lot of the barriers thatVideo meetings are much more effective than the phone or email for es-tablishing rapport and connection. happen on impersonal conference calls. Without video, people can put each other on mute or do some other task, because nobody knows. You lose a lot of productivity. Now we know who’s paying attention. We can see what people are doing. ” - Eliza A. Fendell, Senior Vice President, Culture Aeropost Network “ I work with agents across the Caribbean and South America, but traveling all the time isn’t feasible. The ability to see theIn a planning meeting with my Citrix partners, I learned that the uniform expressions on people’s faces with HDFacesfor program managers is a gray sweater and orange scarf (they swear it video conferencing makes it seem as if I’m inwas not planned). We had a good laugh when we all saw each other on the country. For me, face-to-face interactionscreen, and this bit of connection made our relationship more open andfun. is everything ”In-person meetings can be the best for establishing a personal connection, - Yvonne Kilborn, Project Managerbut when that is not possible, video is the next best thing. Aeropost Network 21P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o l l a b o r at i n g w i t h g l o b a l t e a m s Consultant Brian Shea Many project teams are spread across the globe. Brian Shea is a consultant who has spent most of his career managing large, technical projects with global team members. When asked for input about how to foster collaboration with global teams, he had some very specific advice: How to foster collaboration in global teams: Clear, actionable communication is important for all teams and it’s even more important for globally distributed teams. Because of time zone differences, global teams can take days rather than hours to ask and address follow-up questions. If your colleague works during your nighttime, it could take a full business day to answer a simple clarify- ing question! One way to address this issue is to anticipate and address questions in advance. For example, when sending email to remote team members, think about the following items before sending your message: 1. What’s the deadline for completing the work? 2. Have you included all the links and supporting documents that the person needs to complete the work? 3. Who can the person contact in her time zone if she runs into technical issues? 4. Once the work is complete, what should the person do with the work? Send it to you? Pass it along to someone 22P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o l l a b o r at i n g w i t h g l o b a l t e a m s (continued) 5. And the most important question of all: “If I were the person receiving this email, could I complete this task with the information provided?” It can be worth taking 5 minutes and asking a colleague to read it and ask what questions she would have if she received the message. Some other thoughts: 1. Be concise: Long emails don’t get read! Forget paragraphs. Use bullets where possible. 2. Be specific: include time zones, date ranges and other details that the person needs to complete the work accurately. 3. Don’t forget etiquette: Sometimes it can feel uncomfortable to be extremely specific in an email. It can feel rude, like you’re ordering someone around. If you’re concerned about this, make it clear to the person that you’re being specific to make everyone’s life easier, not to micromanage. Examples: Not good (no deadlines, no contact person, not enough detail to complete the task): Hi John, Can you run the December analytics reports for XYZ Corporation? Let me know if you have questions. Best, Brian 23P O W E R C O L L A B O R AT I O N © Pamela Slim
    • C o l l a b o r at i n g w i t h g l o b a l t e a m s (continued) Good (clear and actionable; relevant details are included): Hi John, Can you run the analytics reports for XYZ Corporation? Here’s the info you’ll need. 1. Report Details: run the December report (date range: Dec 1 - Dec 31, 2012), include all pages and subpages in the report. 2. Report Location: you can run the reports from this link: [URL] 3. Technical Support: if you encounter any technical issues, contact Jessica in your office (email, phone #). 4. When you’re finished: please send the reports to Sarah, the Account Manager from XYZ Corporation (email, phone #) 5. Deadline: Sarah needs to reports by 5PM ET on Friday, Jan 11. Find Brian at http://www.sheaconsulting.biz 24P O W E R C O L L A B O R AT I O N © Pamela Slim
    • P o w e r C o l l a b o r at i o n i n S h o r tFollowing the four principles of effective collaboration should make your projects more enjoyable, effective, and productive. With theright tools, capable team leaders, and clear project specifications, collaboration can work and feel like a dream. These days web-basedcommunication and project management tools are making collaboration easier than ever for teams who are often spread across timeand distance. As you continue collaborating, I would love to hear your ideas and insight!Drop by http://www.facebook.com/pamslim or @pamslim on Twitter to share your collaboration tips and experiences with me. 25P O W E R C O L L A B O R AT I O N © Pamela Slim
    • About the Author Pamela Slim is an award-winning author, speaker and leader in the new world of work. She spent the first 10 years of her solo prac- tice as a consultant to large corporations such as Hewlett-Packard, Charles Schwab, and Cisco Systems, where she worked with thou- sands of employees, managers, and executives. In 2005, she started the Escape from Cubicle Nation blog, which is now one of the top career and business sites on the web. She has coached thousands of budding entrepreneurs, in businesses ranging from martial art studios to software start-ups. Pam has been an active community builder since college, where she majored in International Service and Development. She produced a year-long cross cultural collaboration between Japanese and Brazil- ian dance groups, co-founded a 250 participant at-risk youth martial arts program, directed technology and change management projects for more than 50,000 employees across the globe, and developedand cultivated a passionate online community at her site Escape from Cubicle Nation.com.Slim is frequently quoted as a business expert in the press: The New York Times, The Wall Street Journal, BusinessWeek, Forbes, Entre-preneur, Information Week, Money Magazine, and Psychology Today. She was named one of the top 100 Women on Twitter. She is aproud suburban mom in Mesa, AZ who enjoys the look on people’s faces when she tells them she is also a brown/black belt in MixedMartial Arts (it comes in handy when fighting for the last good bunch of kale at the grocery store).Find Pam at http://www.pamelaslim.com 26P O W E R C O L L A B O R AT I O N © Pamela Slim
    • About gotomeetingGoToMeeting is the extremely simple, extraordinarily powerful web conferencing service from Citrix. It integrates HD video conferenc-ing, screen sharing, and audio conferencing, allowing you to collaborate effectively online in a face-to-face environment, hold unlim-ited meetings for one low flat fee, and attend meetings from a Mac, PC and mobile devices. GoToMeeting will change the way youwork–and perhaps a whole lot more.To learn more, visit www.gotomeeting.com 27P O W E R C O L L A B O R AT I O N © Pamela Slim