What do you think of when you hear the word “collaboration”? Do you feel good about your resume? Do you think of the interview room, where you talk about how you worked with others right after you talk about how you started, organized, and communicated with others? How did you feel when you heard the talk was about working together as a team?
Google defines collaboration as producing something together. Working together to achieve anything, according to Cambridge Dictionary. Unblogged Jostle defines it as a collection of people that collaborate on a project or mission.
Collaboration is working with others towards a goal. I’ll come back to work with a notice. Our alliance, teamwork, union, onset, association, and partnership are synonyms for collaboration.
According to an article by Frontiers on Team Roles, collaborative groups outperform those in which each member is confined to a solitary role, according to numerous studies. Collaborating with others can lead to new ideas and greater success in the workplace. To increase your company’s output, build stronger collaborative teams.
Harvard Business Review talks about 8 ways to build a collaborative team. Here’s a summary of the result of their study:
- Executive Support
Organisational success or failure is directly related to the leadership’s approach to team members. When executives invest in fostering social ties, display collaborative conduct, and establish what we term a “gift culture”—one in which employees view interactions with leaders and colleagues as something worthwhile and generously delivered, a gift—teams perform better.
- Investing in signature relationship practices
Based on HBR’s study, the company’s top executives invest significant time and effort into building and maintaining social relationships throughout the organization. However, how they accomplished this was extremely variable. Most collaborative organisations had “signature” activities. These practices were memorable, difficult for others to copy, and well suited to their business environment.
- Modelling collaborative behaviour
Few employees in large organisations with tens of thousands of workers get to see the top team in action daily. Top executives’ perceived behaviour considerably impacts how cooperative teams are.
- Creating a “gift culture”
Executives must build mentoring and coaching into their routines and the company. A less formal mentoring blended into daily activities increases collaborative behaviour. Daily coaching replaces a transactional “tit-for-tat” culture with a cooperative “gift culture.”
- Focused HR practices
The impact of selection, performance management, promotion, rewards, training, formally sponsored coaching, and mentoring programs greatly impact the formation and collaboration of teams.
- Ensuring requisite skills
Many elements enabling collaboration relate to the “container” of cooperation—the organisation, company culture, and traditions. Some teams have a collaborative culture but lack collaboration skills. They were encouraged to work together and wanted to, but they didn’t know how.
- Supporting a sense of community
HR can sponsor group events and activities like women’s networks, culinary weekends, and tennis lessons, or create rules and practices that encourage them.
- Assign task- and relationship-oriented leaders
People are more willing to share expertise in an environment of trust and goodwill. Therefore, relationship-oriented leadership may be best in complicated teams. The capacity to make objectives obvious, develop a shared knowledge of the activity’s aspects, and provide monitoring and feedback is crucial.
Long-term investments and smart, short-term actions are necessary to improve collaboration in your company. Note that all collaborations can be unique to the team only. Some practices and procedures that worked effectively for small, face-to-face teams may fail when applied to larger, distributed teams.
Successful businesses are built on high-performing teams, so knowing how to work together is crucial. When team members feel connected, their emotional commitment and dedication to achievement improve. To satisfy today’s business needs, businesses should be able to identify where each member shines and build from them. Leaders should also learn how to overcome tough business problems without triggering undesirable behaviour from their team.
An organisation must build an emotionally intelligent team to establish passionate and effective teams. By promoting emotional intelligence in the workplace, your staff will act correctly in the face of daily challenges. Your organisation can become a team with more open and honest communication. Book a call with us at +44-020-4538-0208 if you need help leading high-performing teams; we’d love to help.
About the author: Chukwuemeka Nwegbu is one of our dynamic User Researchers in WayMaker Digital. He has a strong passion for teamwork and collaboration. He firmly believes that anything is possible as long as each team member can communicate effectively with others. Emeka’s favourite quote says, “think not what your country can do for you, think what you can do for your country” JFK (“country” can be replaced with any organisation).”