Last week during a conversation with a potential client, I was asked what aspect of my business I enjoyed the most – I didn’t hesitate a second and answered – COLLABORATION! Working together, as a team with the best people, who are subject matter experts in their fields can make for amazing, and sometimes unexpected results – and I find that fascinating and exhilarating. No doubt this has been an important part of my life, even during my EMBA program at Thunderbird, one of our mantras was “collaborate so you can graduate”.

DIFFERENCES BETWEEN TRADITIONAL HIERARCHY AND COLLABORATIVE BUSINESS ENVIRONMENTS

In my business, ideas evolve and grow in COLLABORATION with our peers and subordinates – I have often worked with teams spread all over the globe, and the dynamic of collaboration can be real “magic” when everyone takes pride of ownership and responsibility. Being open to all ideas, and understanding that the next great one could come from a customer or a subordinate is really empowering. Unlike popular belief, however, working collaboratively doesn’t mean always playing nice and signing the same tune, it isn’t like group therapy – yeah, sometimes thing get messy when egos get in the way – this is when a strong and nurturing leader needs to step in and wrangle the cats errr… I mean team …

When I work with teams, our communication is open – unhindered by formality and “structure”. The point of this is to create an environment of mutual respect, where the interaction of diverse perspectives leads to an exchange of ideas leading to an an effective solution. This doesn’t mean that it is a “free for all”, there is always a clear leader, but the input of each member is valued equally. The leadership skills needed in a collaborative business environments are very different, somewhere between a kindergarten teacher and Margaret Thatcher, the goal is to guide the flow, and get the BEST out of each team member.

The distinct difference between collaborative groups and formal groups, is that collaborative groups function on the basis of shared power and management among peers, rather than an absolute directive from the top – think of it as managing horizontally rather than vertically.      

And thanks to the world of online communication COLLABORATION has grown even more in certain industries – writers often work in a team with an Art Director, Animators with Producers, business strategist with writers, Engineers with art directors, Directors with Producers and clients…. not all located in the same place but technology makes it possible to do work smoothly in COLLABORATION. 

To me, working COLLABORATIVELY is the only way to get the best ideas and results – collaborate to innovate – but this is NOT the way most business work today, and I wonder WHY? 

The practice of COLLABORATION, which is so common for some businesses hasn’t gone mainstream, most traditional businesses never get “it”, and still allow their executives to engage in more territorial and competitive practices – these often lead to what I call sandbox “turf wars”…… unlike COLLABORATIVE leaders who share control and give credit for ideas, and who facilitate the process of problem solving through diplomacy – refer to my previous comment about Thatcher. COLLABORATION is not common, but what if it where?

Some companies like Mozilla, Linux, eBay, Google, Wikipedia, Facebook, Amazon, are structured around collaboration and team leadership that really works, so what makes for this difference in leadership?

TOP QUALITIES OF A COLLABORATIVE LEADER

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I work in a creative business – the business of creativity to be exact, and I see how difficult it is for some business people and academics to understand HOW a creative approach can help a business grow. But in today’s business environment, I can’t imagine a thriving business that is not looking at their business in a creative way.

The subject of creativity in business has been on the forefront lately, discussed in business blogs and articles in serous publications. There is no question that the term “CREATIVE” is getting some major traction, according to LinkedIn (based on 135 million professional profiles in several languages), in 2011 “CREATIVE” was the most overused buzz word on user profiles in the US, Canada, Australia, Germany, Netherlands, UK.  But what the heck does it REALLY mean in business ?  

What does creativity mean in business?

Does this mean that executives should immerse themselves in afternoons of finger painting in order to find their inner creative mojo? (I am sure this wouldn’t hurt in the least). For the most part business people have been indoctrinated to draw inside the lines, and to ask them to reverse this way of doing things is quite radical, so how can you change this?.

In one of my favorite business books, Daniel H. Pink’s A Whole New Mind , Pink suggests, that the era of “left brain” dominance, and the Information Age that it engendered, are giving way to a new world in which “right brain” qualities-inventiveness, empathy, and meaning-predominate. But how do we make this change that Pink describes? How do we transition from the predominance of the left brain into the right brain?

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