Most executives agree that collaborating well with their colleagues and teams is critical for success

Most executives agree that collaborating well with their colleagues and teams is critical for success, but when it comes to actually doing it, executive collaboration remains elusive.

This impacts every aspect of individual and organizational performance.

Part of the challenge is that collaboration is often confused with coordination—which is to organize your activities or projects to align with what others are doing. That’s important, but good collaboration goes way beyond that.

Executives and their teams who collaborate skillfully together…
· Make better decisions
· Develop more meaningful goals and strategies
· Design and solve better problems
· Foster stronger engagement and commitment in their people, and
· Execute better together, with clear accountabilities

One reason for all this goodness is that when executives collaborate well, they also learn together better. Learning collaboratively is the engine that drives sustained organizational performance. But it can also be difficult, which is why the Learning Conversation is one of the three key types of conversations of organizational collaboration I describe in my upcoming book, Full Contact Performance.

Another challenge to effective collaboration is the need for speed. With our social, technological, economic and regulatory environments changing so quickly and unpredictably these days, executives often feel enormous pressure to speed everything up. Totally understandable. But not everything can be sped up. For some things, like executive collaboration, going too fast weakens performance and actually slows things down. It can show up as not keeping your colleagues in the loop, jamming your meeting agenda with too many topics, or assuming commitment that may not actually be there, to name a few.

My colleagues and I have spent decades helping executives and their teams to transform their collaborative performance—to achieve what we call Full Contact. We do it through executive and team coaching, consulting and educational programs that integrate new understandings in linguistics, psychology, leadership, martial arts, and other mind-body disciplines. I wrote Full Contact Performance to make this unique approach available to everybody who wants to take their collaborative performance to the next level.

In future posts I’ll be sharing more observations, stories and practices to help you and your team collaborate better to achieve Full Contact Performance, so be sure to hit the subscribe button on my profile to follow along.

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