Collaboration in Professional Settings

😮 5% of people are responsible for 35% of the valuable collaboration in your organization.   One of the highlights of my time at the Tulsa Remote Plugged In Conference was meeting Rebecca Hinds, PhD, Head of Asana's Work Innovation Lab. Onstage she gave a presentation jam-packed with great insights about what it takes for effective team collaboration. Offstage we got to share stories about how what her research shows is what I see on a daily basis as we work with cross-functional distributed and hybrid teams. And how teaching teams to create their team charters / team working agreements to codify goals, roles, and ways of working leads to more effective collaboration and more teammate connection. Key takeaways from her presentation, "5 Research-Backed Strategies to Drive Better Collaboration": 1. Collaboration equity 52% of employees say their teams rely on a few high performers to get work done. When Asana provided a dashboard to show how collaboration was distributed across the team, 93% made meaningful changes when it was visible who needed to step back and others needed to step up 2. Cross-functional collaboration The most innovative firms have 30-50% of their ties established cross-functionally. Example: for tech companies the top predictor of innovation is strength of collaboration between marketing and engineering 3. Collaboration across physical space Asana research shows that the current behavior is for people to do more cross functional collaboration on in-office workdays than on remote workdays. [My 2 cents → this is why building what I call "Omni-modal" leadership skills is so critical, so that people are equally skilled at collaborating in a remote or hybrid setting as they are in an in-person setting. Especially since many people need to switch between these modes even within the same day. ] 4. Collaboration across work The connection between tasks and goals is a massive driver of employee engagement. Only 55% of workers in remote and hybrid orgs are clear on how their work helps their company reach its goal. For every 10 pieces of work related to goals there is + 7% increase in engagement. For every 100 pieces there is a +101% increase in engagement. 5. Collaboration with AI Treat it like a teammate, not just a tool. When used daily, 89% of people say they get productivity gains. But AI needs cross-functional context to enable the best collaboration. P.S. a big thanks to Justin Harlan and Betsy Slagle for pulling together a well-crafted event with a great line-up of speakers! #tulsaremote #virtualleadership #hybridteams

Too often, I’ve been in a meeting where everyone agreed collaboration was essential—yet when it came to execution, things stalled. Silos persisted, friction rose, and progress felt painfully slow. A recent Harvard Business Review article highlights a frustrating truth: even the best-intentioned leaders struggle to work across functions. Why? Because traditional leadership development focuses on vertical leadership (managing teams) rather than lateral leadership (influencing peers across the business). The best cross-functional leaders operate differently. They don’t just lead their teams—they master LATERAL AGILITY: the ability to move side to side, collaborate effectively, and drive results without authority. The article suggests three strategies on how to do this: (1) Think Enterprise-First. Instead of fighting for their department, top leaders prioritize company-wide success. They ask: “What does the business need from our collaboration?” rather than “How does this benefit my team?” (2) Use "Paradoxical Questions" to Avoid Stalemates. Instead of arguing over priorities, they find a way to win together by asking: “How can we achieve my objective AND help you meet yours?” This shifts the conversation from turf battles to solutions. (3) “Make Purple” Instead of Pushing a Plan. One leader in the article put it best: “I bring red, you bring blue, and together we create purple.” The best collaborators don’t show up with a fully baked plan—they co-create with others to build trust and alignment. In my research, I’ve found that curiosity is so helpful in breaking down silos. Leaders who ask more questions—genuinely, not just performatively—build deeper trust, uncover hidden constraints, and unlock creative solutions. - Instead of assuming resistance, ask: “What constraints are you facing?” - Instead of pushing a plan, ask: “How might we build this together?” - Instead of guarding your function’s priorities, ask: “What’s the bigger picture we’re missing?” Great collaboration isn’t about power—it’s about perspective. And the leaders who master it create workplaces where innovation thrives. Which of these strategies resonates with you most? #collaboration #leadership #learning #skills https://lnkd.in/esC4cfjS

Instructional Designer vs. SME: (And how to work together effectively) Confusion often arises between these two roles. But understanding their differences is key. Don’t mix them up. Learn how to distinguish and collaborate with these steps: 1. Define clear roles ↳ Instructional Designers create learning experiences. ↳ Subject Matter Experts provide content expertise. 2. Establish communication channels ↳ Use regular meetings to align goals. ↳ Keep all communication clear and concise. 3. Respect each other's expertise ↳ Trust the Instructional Designer with design. ↳ Trust the SME with content accuracy. 4. Collaborate on objectives ↳ Set shared goals for the project. ↳ Ensure both parties agree on outcomes. 5. Share feedback constructively ↳ Provide specific, actionable feedback. ↳ Focus on solutions, not problems. 6. Use project management tools ↳ Tools like Trello or Asana can help track progress. ↳ Keep everyone on the same page. 7. Develop a review process ↳ Schedule regular check-ins. ↳ Review drafts together for accuracy and design. 8. Stay open to learning ↳ Be willing to learn from each other. ↳ Adapt and improve based on feedback. 9. Document everything ↳ Keep a record of decisions and changes. ↳ Ensure transparency and accountability. 10. Celebrate successes ↳ Acknowledge milestones and achievements. ↳ Build a positive working relationship. Understanding the roles of an Instructional Designer and SME can enhance collaboration. Follow these steps to ensure a smooth and productive partnership. What tips would you add?

𝗜𝘀 𝘆𝗼𝘂𝗿 𝘁𝗲𝗮𝗺 𝗺𝗶𝘀𝘀𝗶𝗻𝗴 𝘁𝗵𝗲 𝗼𝗻𝗲 𝗶𝗻𝗴𝗿𝗲𝗱𝗶𝗲𝗻𝘁 𝘁𝗵𝗮𝘁 𝗰𝗵𝗮𝗻𝗴𝗲𝘀 𝗲𝘃𝗲𝗿𝘆𝘁𝗵𝗶𝗻𝗴? We’ve all seen it: talented people underperforming, projects stalling, tension brewing, … all because the 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 behind the work were weak.   Many assume collaboration is simply about getting along. But that’s just the surface.   An executive I worked with was frustrated that her team lacked energy and follow-through. When we dug deeper, the real issue wasn’t performance—it was broken trust, unclear roles, and missed opportunities for support. The 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 were transactional, not transformational.   𝗦𝘁𝗿𝗼𝗻𝗴 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽s don’t require luck. They require 𝘥𝘦𝘴𝘪𝘨𝘯.   After coaching hundreds of leaders, I’ve found 7 key ingredients for building 𝗲𝘅𝗰𝗲𝗽𝘁𝗶𝗼𝗻𝗮𝗹 𝘄𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀: 𝟭. 𝗧𝗵𝗲 𝗖𝗼𝗺𝗺𝘂𝗻𝗶𝗰𝗮𝘁𝗶𝗼𝗻 𝗖𝗼𝗿𝗲 → Listen actively → Speak with clarity → Share feedback constructively 𝟮. 𝗧𝗵𝗲 𝗥𝗲𝘀𝗽𝗲𝗰𝘁 𝗙𝗮𝗰𝘁𝗼𝗿 → Value diverse views → Honor boundaries → Acknowledge contributions 𝟯. 𝗧𝗵𝗲 𝗧𝗿𝘂𝘀𝘁 𝗕𝘂𝗶𝗹𝗱𝗲𝗿 → Keep promises → Stay transparent → Protect confidentiality 𝟰. 𝗧𝗵𝗲 𝗕𝗼𝘂𝗻𝗱𝗮𝗿𝘆 𝗠𝗮𝘀𝘁𝗲𝗿 → Set expectations → Define roles → Stay professional 𝟱. 𝗧𝗵𝗲 𝗖𝗼𝗻𝗳𝗹𝗶𝗰𝘁 𝗡𝗮𝘃𝗶𝗴𝗮𝘁𝗼𝗿 → Tackle issues early → Stay solution-focused → Find common ground 𝟲. 𝗧𝗵𝗲 𝗦𝘂𝗽𝗽𝗼𝗿𝘁 𝗦𝘆𝘀𝘁𝗲𝗺 → Offer help → Celebrate wins → Share resources 𝟳. 𝗧𝗵𝗲 𝗔𝗰𝗰𝗼𝘂𝗻𝘁𝗮𝗯𝗶𝗹𝗶𝘁𝘆 𝗗𝗿𝗶𝘃𝗲𝗿 → Own your actions → Meet deadlines → Deliver on commitments These ingredients don't just improve working 𝗿𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 they transform them into high-trust partnerships that fuel growth.   Average colleagues work together. Great colleagues grow together.   ♻️ Repost and share your thoughts! #𝗪𝗼𝗿𝗸𝗽𝗹𝗮𝗰𝗲𝗥𝗲𝗹𝗮𝘁𝗶𝗼𝗻𝘀𝗵𝗶𝗽𝘀 #𝗣𝗿𝗼𝗳𝗲𝘀𝘀𝗶𝗼𝗻𝗮𝗹𝗚𝗿𝗼𝘄𝘁𝗵 #𝗟𝗲𝗮𝗱𝗲𝗿𝘀𝗵𝗶𝗽 #TingleLeadership

If your team feels like they need to be someone else to succeed, you have a leadership problem.   The truth is that many workplaces reward adaptability over authenticity. But when people spend their careers constantly adjusting to fit the mold, they lose themselves and eventually burn out. If we want our teams to thrive, we must do better.   I didn’t always understand how to do this for myself, but I was a pro at doing it for others. Here’s how:   Prioritize Outcomes Over Conformity Not everyone works the same way, and they shouldn’t have to. Instead of expecting people to approach work exactly like you do, give them the space to succeed in their own way.   ☑️ Instead of focusing on how the work gets done, focus on what success looks like. Provide guidance, not a map.   Personal Connections Over Just Work People aren’t robots. Check in on your team beyond deadlines and deliverables. What energizes them? What drains them? If someone spends most of their time in “drain mode,” their best work (and their engagement) won’t last long. Balance matters. ☑️ Schedule non-work check-ins with your team. 10 minutes will make a difference.   Strengths Over Weaknesses The best teams aren't clones, they're a diverse experiences and skills. Instead of trying to "fix" weaknesses, double down on strengths. ☑️ Recognize what makes each person uniquely valuable and identify ask yourself whether you are bringing their strengths together or asking them to conform? If the latter, fix it by adjusting roles, or assignments to align with what they do best.   Lead Like a Human (My Non-Negotiable) Want authenticity from your team? Model it yourself. Share your leadership journey, the challenges you’ve faced, and the lessons you’ve learned. Leaders who admit they don’t have all the answers create space for others to do the same.   Authenticity is not a fun buzzword, it’s a leadership responsibility.   When people feel like they can show up as themselves, they bring their best work, their best ideas, and their best energy. When they don’t they burn out, right in front of you, if you even recognize it. 

You can’t shove the genie back in the bottle, but you can invite her to hang out. At a recent CEO roundtable, the topic of return-to-office (RTO) popped up, as it always does. One CEO said what many were thinking: “I don’t want to force the genie back in the bottle. But I do want her back when it counts, like when we’re solving big problems, building bold things, or just need the creative jolt that only comes from being in the same room.” Heads nodded. Zoom fatigue is real. So is the slow leak of culture, connection, and energy some teams are feeling. But mandates won’t fix it. Design will. Step 1: Design for moments, not mandates The smartest RTO strategies today are about intentional moments, not showing up just because. Start by: -Mapping collaboration needs, not just job functions -Customize flexibility based on the nature of work, not hierarchy. -Conduct a role-mapping exercise (with department heads) to group functions into 3 categories (examples): Anchor Teams (need in-person time for innovation/collaboration) → e.g., Product, GTM, Marketing Hybrid Core (flexible but benefit from periodic onsite work) → e.g., HR, Finance, CX Remote-First (individual contributor roles with minimal in-person need) → e.g., Engineering, Legal Define expectations: e.g., Anchor Teams = 1–2 days/wk in office; Hybrid Core = 2x/month strategic on sites; Remote-First = optional access -Create “onsite moments that matter” like innovation sprints, customer jams, or hard-problem weeks If people know why it matters, they’ll come. Guilt isn’t a strategy. Step 2: Reimagine the office (because right now, it’s sad) One CEO admitted: “We have a beautiful office, but it’s just empty desks and stale granola bars.” Bring back the vibe: -Design for connection, not silence -Invest in hybrid-friendly tech + rituals -Add some joy: music, good snacks, unplanned laughs. The goal isn’t nostalgia. It’s forward energy. Step 3: Start with the Leadership Team (seriously) If the exec team isn’t modeling in-person energy, forget it. At the roundtable, execs were all on different schedules. No wonder nothing’s clicking. Fix that: -Get aligned at the top, commit to moments together -Make off sites count, real strategy > trust falls -Build equity in visibility. Location ≠ impact. Culture follows leaders. So does momentum. Step 4: Prove It CFOs asked: “What’s the ROI?” Fair. Build a scorecard: -In-office collaboration quality -Utilization tied to outcomes -Top talent retention -Hybrid leadership fluency -Real estate ROI vs engagement Track what matters. Kill what doesn’t. Don’t mandate the magic. Make room for It. One CEO asked: “How do we bring back energy without killing flexibility?” My take: Stop trying to shove the genie back in the bottle. Instead, invite her to drop by, on purpose, when it counts. HR can lead the way. RTO isn’t about control. It’s about designing moments that create meaning. Let’s stop demanding presence. Let’s create gravity.

Fake problem: Your internal subject matter experts don't have time to contribute to your content. Actual problem: You’re making it too hard for them. You expect them to write, fill out a form, 'jump on a quick call', revise and edit, and do work that they don't want to do. That is never gonna work for you. (It's easier to put a leotard on a cat.) Instead, the burden of work should be on you and the marketing team. Do this: 🔹 Schedule a meeting to interview them. Send questions ahead so they can think about it (but never write out answers). 🔹 Be prepared for the call. You need to already know what they are working on and who they are. 🔹 Record and transcribe. 🔹 Ghost write a blog post, social, whatever. 🔹 Invite them to review the result. It still takes time, yes, but your unique and most impressive insights are locked in the minds of your subject matter experts, so... (and this is important)... Make sure to let them know what's it in for them. 🏆 Fame? Credibilty? Mentions as one of your thought leaders? Cookies? Thought leadership is imperative in this age of digital noise (yes, I coined that), so make it easier for people to contribute.

A top-tier professional services firm we advised had decided 4 years earlier to ditch its sector-based strategy (mostly for political reasons – a long story). Since then, clients were increasingly dissatisfied with generic advice, partners felt disconnected from their “community” of like-minded peers, the firm lost its edge in generating eye-catching thought leadership, and the firm was losing market share. Ouch. The challenge underscored a key lesson: success in PSFs demands engaging with clients on the dimension they care about – how to win in their own industry. Inside the firm, this requires true cross-silo collaboration. We worked with leaders to re-envision their sector strategy and implement process changes, leadership changes, and skill development to successfully relaunch. Here are five essentials to build true cross-silo collaboration, to serve sector-specific needs: 1. Appoint sector heads who can actually lead. Industry expertise should be a given. Sector heads need to shape the strategy, motivate peers and hold them accountable, and engage with the market.  2. Create community. Sector leaders should organize regular, dual-purpose interactions to (1) expand/build knowledge of industry trends and client needs while (2) enhancing bonds and trust between community members. Get people involved – don’t drone on with “updates” but rather spark debates, ask Associates to do mini-presentations, have fun. 3. Embrace a matrix. Practice groups remain essential units for innovation and building technical expertise. Sector leads need to work directly with peer practice group leaders to create an integrated strategy and product offerings that address what the market needs. 4. Create shared goals. Align the sector and practice groups on shared objectives and metrics that reward collaboration. For example, instead of solely incentivizing individual sales, focus on overall client satisfaction and revenue growth. We explore these ideas in our HBR article “Performance Management Shouldn't Kill Collaboration.” 5. Celebrate collaborative success – and stop heroizing individuals. Recognize and reward examples of effective cross-silo collaboration (rewards don’t have to be money – we find that creative prizes can go a long way). Highlight team success stories to inspire others to break down silos and generate real innovation. 💡 Your turn: How has your organization tackled the challenge of aligning teams for sector success? Share your thoughts below. (And stay tuned for our next post on how to overcome barriers to sector collaboration – grounded in Chapter 7 of our best-selling book "Smarter Collaboration: A New Approach to Breaking Down Barriers and Transforming Work.") #SmarterCollaboration #Sectors

Looking for collaborators as a researcher? Here are some principles and steps to follow. Principles: 1⃣ Ditch the "Don't talk to strangers" mentality 2⃣ Build your network before you need it – it's a long game 3⃣ Be proactive - schedule it into your calendar 4⃣ Give, give, give 🔸Step 1: Start with your Power Base Start by re-engaging with your connections from college, med school, or your residency/fellowship program. Reconnect with a simple text or email. Ask how they're doing and share your updates. Start with the oldest contacts and work your way up. 🔸Step 2: Social Media/Email 🌐 Academics are often on Twitter & LinkedIn. Follow people in your field, engage with their posts - like, comment, reshare. Remember, interacting actively makes you visible and initiates discussions. Don't just follow - engage! 🔸Step 3: Research 🕵️ Before reaching out, conduct a bit of research. Visit their Google Scholar page or PubMed. Understand their research interests and recent publications. Highlight any commonalities between their work and yours. It demonstrates that you're resourceful, detail-oriented, and have a genuine interest in their work. 🔸Step 4: The Ask 🗣️ Have good manners. Remember, experts don't owe you anything. If they don't respond, they're likely just busy. Don't follow up with "???", that's just rude. When asking: 1️⃣ Establish commonality 2️⃣ Ask for one specific thing. 3️⃣ Don't ask questions that a Google search can answer. 4️⃣ Give them an out to say 'No'. 5️⃣ Thank them regardless of 'yes' or 'no'. Don't block them or talk bad about them. 6️⃣ Give public credit 🔸Step 5: Collaborative Partnership 🤝 After successfully initiating a collaboration, make sure to add value. Always submit your work on time, take initiative, and demonstrate commitment. Don't wait around for instructions Or rely on: “tell me what to do” - that is like giving them homework Instead, say: "I can do X, Y, Z. I can help with that." This shows your eagerness to contribute and eases the burden on the collaborator. Always remember to give credit and appreciate their support in public forums.