Why Teamwork Assists Collaborative Efforts

Pixar, Google, and Virgin are organizations that are known around the world. Beyond simple name recognition, these are corporations that are continuing to change the world with innovations, new levels of quality and productivity on previously unimaginable levels.

So, what makes these organizations so successful? A leader of an organization does not reach their goals without the successful teamwork of everyone collaborating to goals achieved and make dreams a reality. Apple & Pixar have done this for years under the former leadership of Steve Jobs. Mr. Jobs went to the extremes to foster collaboration within an organization.

A prime example of this is Pixar. Steve Jobs started fostering collaboration with foundational change, literally. In his approved autobiography, he speaks about the construction design of Pixar’s headquarters. In this, he built a large commons area for everyone to meet and be able to talk. This area alone could not be left to foster collaboration on its own. He looked at the fundamental behavior he wanted to create and what things could he do to reinforce that behavior naturally. When it happens usually, people don’t even notice what you have done. No memos or speeches have to be sent or given to foster this behavior; which attests to his leadership ability, because leadership is elevating others in a way that empowers them and not you.

He accomplished this empowerment by creating a large gathering place in the heart of the Pixar’s headquarters in California. The center portion of the building had to be traversed to get around within the building and in and out of the building. This provided a location to get food, snacks or even to take a break from your office. This created a natural area for people to want to migrate to, which increases the chances of them talking to others within the company. His dedication showed us how he destroyed the silos of modern business and promoted collaboration. This concept shined in his autobiography, where he spoke about the construction of this part of the building. He wanted to go as far as to make the only bathroom access for the entire building in this area, an idea that was quickly deconstructed by modern building codes.

As Geroge S Patton said, “Don’t tell people how to do things, tell them what to do and let them surprise you with their results.”

The reason this works is that it breaks down the barriers and allows us to see each other as equals. It goes back to the adage birds of a feather flock together. If you look at someone and don’t see the other person as just your boss or IT or customer service, but as a person that you have commonality with and feel connected to them, you appear as more approachable and your conversations as authentic and genuine. This approachability promotes increased conversations with you as a leader and greater collaboration within your team or business.

Imagine that you can do this, that you when you are walking around the office or working with your team; they share ideas, look for advice, guidance or make you aware of a potential problem before it’s a problem. You hear your teams say “We” and not “Them” or “They.” They feel a great connection to the organization and love coming to work and as Richard Branson says “EBO” which stands for Everyone Better Off.

You can do this by implementing these techniques in your office:

Promote the use of “We” and not “Them” or “They”
If you are designing a building for your office, make sure it is structurally designed for collaboration. If this is not an option, then go to your people and get to know them personally.
Create opportunities for the company to come together.
Hold regular meetings with your department heads or teams together to help each group hear the priorities and goals of the other departments or teams and work together to solve those issues.
Learn to listen more than talk.
Create systems that foster collaboration naturally.
Set goals and not rules.
Ask questions instead of giving instructions.

So, I set a Call to Challenge for this blog. I challenge you to implement these changes within your household, your team or organization. I challenge you to comment on this blog with other ideas of how to collaborate and questions?

Dye, F, C. & Garman, N. A. (2006). Exceptional Leadership: 16 Critical Competencies For Healthcare Executives. Chicago: Health Administration Press.

Psychometrics Canada (2010). Feuding and failure vs. Performance and innovation. Retrieved from http://www.psychometrics.com/docs/leadership.pdf