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The Art of Collaboration
- 1. 1 ART of COLLABORATION @ WORK Alex Png www.linkedin.com/in/alexpng
- 2. 2 ABOUT ME PEOPLE & BUSINESS ENABLER E-COMMERCE STARTUP MARKETING | HR | OTHERS C-SUITE REGIONAL STARTUPS EMPLOYER BRANDING | HR | STRATEGY | PR EXPERIENCE D US MNC HR FRESH GRAD SINGAPORE MNC MARKETING | HR | OPERATIONS ENTRY LEVEL
- 4. 4 HOW BIG A COLLABORATOR ARE YOU?
- 5. 5 WHAT IS COLLABORATION? OBJECTIVE You aim to achieve a goal jointly COMMUNICATION You share information and exchange materials openly and frequently IMPACT You drive results to benefit all parties PARTNERSHIP You work closely to fulfil each other’s targets
- 6. 6 COLLABORATION TAKES MANY FORMS ENGAGE WHERE YOUR STAKEHOLDERS ARE CROSS FUNCTION Time-bound projects, purpose-driven initiatives, cost optimisation, service excellence, commercial initiatives BEYOND ORGANISATION Peer companies, companies in adjacent sectors, government agencies, NGOs, vendors, media etc. TEAM Peers, buddies, managerial, interns, trainees, juniors ORGANISATION Company wide initiatives formal or informal, like celebrations, parties, engagement initiatives
- 7. 7 THE COLLABORATION EXPERIENCE WHEN YOU KNOW IT GOES WELL SCALE 10X COMMON GOALS Established goals indicating milestones and measures of progress SHARING ROLES Clear, defined roles aid accountability CELEBRATIN G GROWTH Effective collaboration spurs growth and learning Small wins and huge successes keep the momentum going CADENCE Communication to ensure everyone stays in the loop and move in concert
- 8. 8 COLLABORATIVE BEHAVIOURS 4 ‘I’s INTRODUCE Always make a habit to introduce yourself and your agenda INITIATE Start the conversations and keep them going, showing goodwill IDENTIFY Unearth value in addressing issues and promote collective resolution INTEGRATE Respect differences and encourage open and sensitive communication
- 9. 9 COLLABORATION IN THE WORKPLACE EXAMPLES MEDIA INTERVIEWS MERGER REBRANDING ONBOARDING COUNTRY LAUNCH INVESTOR UPDATE TECH INTEGRATION DIGITILISATION PRODUCT LAUNCH TOWNHALLS
- 10. 10 COLLABORATION CONSIDERATIONS LEADERS Who’re the leaders and decision makers? INFLUENCERS Who’re the influential parties? COMMUNICATION What’s the preferred mode of communication? HUSTLERS Who’re those who execute most on the ground? CADENCE How often do you meet/discuss/chat? ORGANISATION How do you keep track of documents and updates? CONTINUITY What happens when a key player is out of action? PRINCIPLES How do you negotiate disputes and conflicts, differences in views? SCOPE Determine scope and responsibilities
- 11. 11 COLLABORATIVE EXPERIENCE Bearing in mind the workplace culture
- 12. 12 WAYS OF WORK How do people work with others? Autonomy What’s the decision-making process and who’s who in this? Communication How, when and under what conditions do they express themselves in different ways? Trust How open are they with sharing information and assuming best intentions and outcomes? Empathy How do they show care, concern and regard for others’ feelings, voices and thoughts?
- 13. 13 WORKING WITH OTHERS STYLE 1 STYLE 2 STYLE 3 STYLE 5 STYLE 4 Does not matter what their diverse collaborative styles and communication patterns are Agree on unified ways of working
- 14. 14 COLLABORATIVE SPACES Be a master in all Best for start, mid and end stages. Great for building rapport and connections where there were none or minimal. Good for complex information sharing and communicators preferring high contact time.. PHYSICAL Good for milestone and periodic check-ins. Great for expectations managements and updates. Good for straightforward information sharing and communicators ambivalent about asynchronous working. VIRTUAL Optimised for those who are familiar with both physical and virtual modes. Great for providing a mix of creativity and executional results, when schedules permit for them. Good for when teams are larger and when there’re redundancies. HYBRID
- 15. 15 WHEN YOU HIT A SNAG Be prepared for the inevitable REVIEW Is the problem one that is solvable by yourself and the team without involving others? CLARIFY Is it due to spoken or unspoken concerns? Was it personal/objective in nature? ASSESS What’s the impact to timeline and resources? Any other dependencies? ACT Implement course of action with view to moving ahead, bearing in mind lessons learnt LISTEN To objections and emotions, and attend to them in turn with tact, and only with facts DISCUSS What next steps should be, including esc alation to sponsor if needed
- 16. 16 TECH-DRIVEN COLLABORATION RISING EXPECTATIONS On faster, more responsive communications, always-on schedules MORE TOOLS Create feeling of overwhelm and lack of clarity on which one to focus on BETTER TOOLS More sophistication and thus steeper learning curves on getting up to speed
- 17. 17 RESET If communication practices/frequency/tools aren’t working, sound out REFINE Consider adopting best practices from other organisations or peers to enhance current state of collaboration RECALL Revisit what worked best before, and integrate them with existing practices RECHARGE Take time out from collaborative practices to reignite creative potential TAKE BACK CONTROL Be on your collaborative best
- 18. 18 RIDING ON TECH WAVES GET MORE COLLABORATIVE BE CURIOUS Ask away! Don’t be afraid to question especially earlier on, so you get the hang of it faster and become more efficient. BE SAVVY Subscribe to and follow updates from tech team mates, tech savvy colleagues, join networks and read up. BE EXPERIMENTAL Test, try, rinse and repeat! When invited to participate in pilot/test programmes, put your hands up.
- 19. 19 BE A FULL STACK COLLABORATOR MINDSET ABOVE & BEYOND PRESENCE COMMUNICATION EFFORT
- 20. 20 REMOTE COLLABORATION Strategies SPONTANEITY ANY CONTEXT ITERATION TRANSPARENCY SELF-ORGANISATION Spontaneous interactions build rapport, this means agility to respond anytime too Embrace any medium or mode of communication Share success and learn from others Organise you and the team well, with clear agendas Open up and offer information, including if your network is poor
- 21. 21