It is hard for me to write about collaboration without thinking it is ubiquitous and unworthy of calling attention to, like sunlight or water. High-performing organizations operate collaboratively, but it is not instinctual and not obviously always the way to go.
I view collaboration as similar to a stool. It takes all three legs for it to work. The legs are my company, our customers and our suppliers. Digging deeper into collaboration, I find that inter-departmental collaboration is as critical to success as this structure.
There was a time (in the bad old days of my company) when collaboration was not in our DNA. It is now our most important core value (counting safety as a given). I used to sell a project, then almost literally “throw it over the wall” to production. While we would always get it done, there is/was a better way. Now we have production and tooling working collaboratively with sales, during the sales process, as one team. The sales team also works more with production after a new job is awarded. Being a higher-performing team is the result. It is an example of making 2 + 2 = 5.
Collaboration is not always a natural inclination. Often people want to just put their head down and “git ‘er done.” An organization must focus on it to make it a part of their core competency.
Sports teams, dancing, family life — if you take notice of it, we are constantly surrounded by examples of collaboration making life better. This goes well beyond just our work environment. I saw a big band performing recently — 20 musicians performing as one brought the concept to life for me. It made me realize how much we are surrounded by examples of collaboration in life.
There is a level of collaboration I do not recommend and should be avoided unless you want the government to provide you with three hots and a cot. Collusion is highly illegal. Keeping your friends close and your enemies closer has limits.
Togetherness at work is such a huge part of my life. It is hard for me to imagine it any other way. I genuinely like people. The thought of not interacting closely with everyone I encounter, especially my colleagues, is abhorrent to me. That said, I had to learn to be better at collaborating to be part of the highest-performing team we could be. It is now the only way I know how to act. If I was thrust into a command and control-style of management, I doubt I would excel.
Steve Peplin is CEO of Talan Products
