Building a Collaborative Team: Tapping Into Our Productive Energy Our Presenters

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1 Building a Collaborative Team: Tapping Into Our Productive Energy Edward M. Marshall, Ph.D. Senior Partner, Organizational Leadership Craig Appaneal Business Partner Our Presenters Edward M. Marshall, Ph.D. Senior Partner, Organizational Leadership Center for Creative Leadership marshalle@ccl.org Craig Appaneal Business Partner Center for Creative Leadership appanealc@ccl.org 1

2 Key Message True Collaboration is About Ownership People take care of what they own they don t wash rented cars Collaboration is about creating an ownership culture We live in an interdependent world and do our work through teams which often do not work, resulting in a loss of productive energy, trust, and bottom line results The Collaborative Team Governance Process is an award- winning, i proven way to tap into the unused productive energy of the workforce to: Build trust Increase accountability Produce high performance Ensure sustained competitive advantage 3 Our Agenda Part I: The Context for Collaborative Teams Part II: DuPont Information Systems: A Case Study Part III: The Collaborative Team Governance Process 4 2

3 Part I: The Context for Collaborative Teams Organizations Are Evolving: Toward Interdependent Collaborative Leadership Cultures Center for Creative Leadership. All Rights Reserved. 3

4 Teams Often Don t Work History & Member Dynamics: Broken relationships and trust from past breakdowns, power struggles, styles Transactional Leadership: Hub and spoke approach by leaders creates the mystery house effect, resulting in distrust No Shared Governance: No internal governance process that all members own Conflicting Decision Making Styles: No agreed upon decision making process leading to a lack of alignment in execution Reduced Participation: Reduced participation because only leadership owns the process Collapsed Roles: Leaders who try to facilitate their own team meetings collapse the role of objective facilitator with the role of leader Ineffective Meetings: Meetings that don t work or produce results Behind dthe Scenes: Offline conversations that undermine the integrity of the team process Competition: Politicking to get one s own way leads to internal competition Silo Effect: Silos and walls are reinforced, leading to turf wars No Ownership: Some or many on the team lack ownership of the team, the process and the results Why Collaborate?: Compliance and cooperation rather than collaboration Accountability Missing: Reduced ownership means reduced sense of accountability It s About Me: Not we 7 The Result: A Loss of Productive Energy, Trust, and Effectiveness Wor rkforce Productivity y100% Unused Productive Energy 60 70% Companies Report Goal: 80% at 80% 30 40% 0% 0 10% Before Organizational Change After Organizational Change After Structural Change Copyright, The Marshall Group, Inc. All Rights Reserved,

5 Why Is Trust So Important? It is the glue that transforms a team from I to a We The tie that binds if I trust you, we can do anything; I will subordinate my self interest to the good of the whole Enables us to take the walls of the silos down With no fear, with psychological safety, I will give it everything I ve got Unleashes individuals and team productive energy Increases speed, creativity, responsible risk taking A collaborative culture of ownership is the result It produces sustainable competitive advantage Enables us to do more with less Better results 9 Why Is Trust So Illusive? Hard Work: It s hard work we d rather look for the silver bullet or try techniques to build trust No Methodology: Most of us do not know how to create it at the team/organizational level Dysfunction: Storming norming forming ends up in non performing, delays, conflict and dysfunction Too Soft : Collaborative culture building is considered soft and touchy feely devalued because it takes time Impatience: Just do it style, even if we have to re do it Uncomfortable: Takes us out of our comfort zone Unwilling: We are not willing to change our behavior Not From Training: Trust can t be trained into a team it comes from the hard work of dealing with our differences 10 5

6 The Interdependent Leadership Challenge: To Build a Culture of Ownership Leadership s Role: Model collaborative behavior; inside out self awareness and style changes Leadership Strategy: To ensure long term success, harness the collaborative leadership strategy to the business strategy; hire talent who support the culture Engagement: Build ownership and alignment across the organization through active engagement of the workforce Collaborative Teams: Create a culture of ownership by building a network of teams with collaborative operating systems governance Two Way Communications: Create a two way system of communication that engages the hearts, minds, and productive energy of every member of the workforce Collaborative Organization Design: Redesign the organization, flatten it, take down the walls, work across boundaries around customer needs, not functional responsibilities Regular Re Invention: Collaboration is a journey not a destination; it requires continued learning, adaptation, agility, and periodic reinvention Sustainable Change: Build self sufficiency skills in collaboration throughout the organization Measurement: Measure trust, t performance, productive energy regularly, and make interventions where needed Part II: DuPont Information Systems: A Case Study* * 6

7 Information Systems Gulf Coast: Winner: ASTD Excellence in Organization Development Award I. Context For Change Business conditions required dramatic change Goal: Create unified supplier of I.S. 3 organizations, 2 locations (300 miles apart), 2 computing platforms, different customer bases Program of the month; skepticism The Marshall Group, Inc All Rights Reserved. 13 II. Change Interventions Leadership commitment The Collaborative Method Culture First Collaborative team formation Organization redesign Roll out a team based organization Leadership skills development Customer needs focus Workplace Culture Index The Marshall Group, Inc All Rights Reserved. 14 7

8 1991 ASTD Excellence in Organization Development Award III. Results ISGC goal accomplished in 18 months 100% ownership and alignment Lower cost provider Speed of decisions increased From 1:5 to 1:50; took out 4 levels Workforce productivity doubled Customer satisfaction ratings doubled in 6 months Everyone on one team Changed performance review process Resolved differences with marketing organization One team down sized itself by 33% Achieved self sufficiency in collaborative change leadership DuPont The Marshall Group, Inc All Rights Reserved. 15 What Has Worked in Other Organizations Leadership: Top leadership makes a commitment to a new direction in the culture and leadership style of the organization Culture First: Rather than structural change first, the focus is on creating principle based relationships Tied to Business Results: There are tangible, measurable business results that are realized as a result of the interventions (real work in realtime) Collaborative Governance: Ownership of the new team governance system is embraced by the workforce Integrity: Leadership consistently walks the collaborative talk Meetings: Collaborative meetings produce consistently high results A Conversation: Two way communications are established, and the workforce feels heard Character: Leadership learns selfawareness and new skills Will: Resilience in the face of ambiguity and challenging business cycles Discipline: Patience with the speed of how people s behavior changes; coaching, support and boundaries are provided Pebble in the Pond: There is a ripple effect as value for the change grows across the organization Capability Development: Skills are built so that the organization can resource its own ongoing change and evolution 16 8

9 When Collaborative Transformation Does Not Work Unwilling: The senior executive is unwilling to let go of control or is an heroic leader (spoke and wheel style) POM:The P.O.M: initiative is viewed as the program of the month No Ownership: There is a lack of ownership of the new culture N.I.H.: Not invented here syndrome No Follow Through: Senior leadership lacks the will or discipline to follow through in the face of ambiguity/or business challenges Soft : Leadership does not want to invest the time up front; views this as the soft stuff No Successes: Insufficient measurable business success in the first 6 months Impatience: Expecting people to change behavior based on years of training immediately Saboteurs: There are saboteurs who undermine the effort because their ox is getting gored Reversion: After a short time, leadership reverts to old behavior DNA: A lack of sustained effort does not become part of the DNA; systems not put in place to support it; skills Copyright, The Marshall Group, Inc. All Rights Reserved, Part III: The Collaborative Team Governance Process* * 9

10 A Definition of Collaboration A leading and managing philosophy The operating system for an interdependent organization A principle based way of working which builds a culture of ownership and trust in relationships An aligned organization Team based processes A way to achieve sustained competitive advantage Copyright, The Marshall Group, Inc. All Rights Reserved, The Collaborative Work Ethic : The Principles of Collaboration Ownership Alignment Full Responsibility Self Accountability Mutual Respect Integrity Trust Copyright, The Marshall Group, Inc. All Rights Reserved,

11 The Collaborative Method : Culture First* Satisfied Customers Vision CULTURE Trust-Based Relationships High Integrity Reputation PROCESSES Leading/ Managing STRUCTURE & SYSTEMS * High Performance Results Alignment The Marshall Group, Inc All Rights Reserved. 21 Ownership Begins With the Culture: Turning Values into Agreed Upon Behavior Relationships CULTURE Principles and Values Identity, Style and Habits Energy and Commitment PROCESSES Behavior Business Processes Skills STRUCTURE & SYSTEMS What You Do Organization Chart Support Systems Copyright, The Marshall Group, Inc. All Rights Reserved,

12 Collaborative Teams: Achieving A Balance EMPOWERMENT Process-It-Forever Forever Teams Self-Managed Teams Empowerment With Accountability Matrix Management Just-Do-It Teams ACCOUNTABILITY The Marshall Group, Inc All Rights Reserved. 23 Steps in the Collaborative Team Formation Process Sponsor charters the team, meets with facilitator Criteria-based selection of team leader, members Assessment process and report by facilitator Kick-off Meeting: alignment on direction, task, and expectations with sponsor(s) Team completes its Operating Agreements Team completes its Charter: mission, benefits, measures, critical success factors Team completes its Work Plan: deliverables, work streams, roles and responsibilities Team develops a Stakeholder Communications Plan Implementation and ongoing monitoring The Marshall Group, Inc All Rights Reserved. 12

13 Operating Agreements: The Key to Building Trust Operating Agreements are the conscious choices we agree to 100% as a team, which define how we will work with each other. They are the foundation for mutual trust, respect, and high performance. Copyright, The Marshall Group, Inc. All Rights Reserved, A Team s Operating Agreements Conflict Resolution Risk/Forgiveness i Listening/Feedback i Decision-Making Problem Solving Intention/Purpose Communications Confidentiality Amendments/ Renewal Disagreements Full Responsibility Balance and Stress Accountability Coaching Attendance Team Operations/Roles Sustainability Copyright, The Marshall Group, Inc. All Rights Reserved,

14 A Collaborative Team s Charter Purpose of the Charter: To define the scope, direction, focus & value of the team s work. Task Analysis High value Business Challenge Sponsorship & Role Clarity Membership General Scope, Direction, Focus Deliverables, Timeline Value Analysis Stakeholder Analysis Mission Statement Benefits Statement Communications Plan Requirements Analysis Boundary Conditions Resource Requirements Project Measures Critical Success Factors Results/Relationship Work Analysis & Plan Work Streams Action Plan Implementation The Marshall Group, Inc All Rights Reserved. 27 In Closing: A Conscious s Choice The best places to work are those fit for the human spirit Those places are ones where trust is high and our productive energy is high it s fun A primary way to create a high trust workplace is by creating high trust teams The Collaborative Team Governance Process provides a timetested, best practice method for doing that For at the end of the day, it s all about ownership 2009 Center for Creative Leadership. All Rights Reserved

15 Join us for Part 2 in this series: The Speed of Change, The Value of Trust On May 26, 2010 at 1:00 p.m. Go to for details about live and on-demand webinars! Contact Tracy Dobbins at dobbins@ccl.org with any questions about the series. Leading Effectively Webinar Series Go to for details about live and on-demand webinars! Contact Tracy Dobbins at dobbins@ccl.org with any questions about the series. 15