New side of C-Level: Cooperate, coordinate, collaborate

Over the past decades, management gurus including Peter Drucker, W. Edwards Deming, Stephen Covey and Peter Senge have told us that we should lead and manage in different ways. Now, in February 2009, the world has become unpredictable, and positive outcomes cannot be assured using obsolete strategies. We are forced to think differently and try new ways of working, selling and developing business opportunities. Familiar maps are out of date.

In short, it is finally time to apply the philosophies and theories encouraged in the many presentations we attended over the last dozen years or so.

Collaboration – the ability to work together to achieve large goals and big visions – provides immediate opportunity for improvement.We need to examine our mental model of collaboration, re-think our ability to work together and challenge thoughts that stop us from taking action. In the past we competed, protecting our ideas, customers and projects. Now is the time to challenge ourselves to try new ways of working together.

Common vision

Take, for example, the city of Fort Collins Recreation Department, which is constantly seeking partners for its activities and events. John Litel, director of community relations, started working with the Poudre Valley Hospital System Foundation and CanDo, an organization affiliated with PVHS. The three organizations had a common vision to create health and quality of life for the community.

As they evaluated the implementation of their vision, the old mental map had to be changed. If you are promoting a message of health, the food served at the snack bar had to change from the usual cotton candy, hot dogs and nachos. All parties realized the conflict in message and began providing healthier options to customers.

This collaboration illustrates the definition of true partnership to serve a common vision. It required an inside-out view of each partner’s contribution to make the partnership more than just an exchange of dollars. The alignment of word and action resulted in a win for everyone involved.

Another more expansive example of collaboration around a shared vision: the emerging nonprofit Embrace Colorado is seeking to facilitate a regional vision for Northern Colorado as it grows. If we consider that there are roughly 500,000 people in the region, we know Embrace Colorado’s ambitions will need to be a collaborative process on a grand scale. We know this can work because there are successful examples in other parts of the country where regional vision has been developed.

“No one jurisdiction has the resources to do this alone. We are pretty good at coordinating efforts to do projects together,´ said Embrace Colorado Executive Director John Daggett. “When it comes to collaborating on a big vision such as this, it takes courage and trust.”

It shows leadership based on the belief that without wide collaboration and buy-in we may not make the best choices for our collective future. Collaboration at the individual level will allow all who choose to participate to make a difference for the future of our region.

Cross boundaries for new solutions

The major reason governments and businesses collaborate is because neither can do it alone. It is possible to make collaboration a way of doing business. If we are committed to creating sustainable economics, businesses and communities, we have to view the world as an interconnected system where collaboration is the key component.

When we cross organizational boundaries and reach out to others, we open ourselves to completely new solutions. Can we leap-frog beyond just solving today’s problems to discovering completely new solutions? Is it possible that new solutions lead the way to revival of the economy and our businesses? Is 2009 the year of partnership?

Collaboration does not require formal leadership in order to succeed. After all, leadership is a choice not a position and anyone can pick up the mantle and lead a team forward to achieve new results.

Any of the three Cs – cooperation, coordination, collaboration – can be undertaken by teams for a variety of reasons. Whether you are moving from competition to cooperation or want to coordinate a project or choose to work toward a shared vision by direct collaboration, growth and learning are the minimal outcomes.

When this current economic crisis is over, will we continue to collaborate and adapt as a way of doing business? What lessons will we take forward from 2009 into the next decades of the 21st century?

When we look at the complexity of the challenge of sustainability at every level, collaboration is a skill that will support us today and into the future. What is possible is limited only by our collective imagination and willingness to participate.

Shirley Esterly is a master facilitator who helps her clients build sustainable practices, based in Greeley. She can be reached at [email protected].