True collaboration for advanced creativity and innovation with divergent groups is not easy--it is a challenge

True collaboration is like any long term relationship.....it has its ups and downs and moments of real tensions.   Tech companies now who are using creativity and innovation as part of their business case for diversity and inclusion are certainly using what is the life's blood of most Silicon Valley enterprises.  But that does not mean it is easy, and may involve more than people expect.

Because there will be disagreements of principle (sometimes severe disagreements) when bringing together divergent viewpoints , I am a big believer that a foundation of trust is vital to keeping people together through difficult times.   My business partner and I sometimes have significant differences of opinion....but I think what keeps us together is that there is a trust that we both have that we both feel strongly about something that is best for our organization.  We truly have our best interests in mind.

So many tech companies are now actively recruiting many more diverse people into their workforces.  As this happens, they will need to understand that:

1)  Once that number of people reach a critical mass, it will impact the culture of the organization--it is impossible to stay the same.  This may be a tough one to accept for founders, because the culture (which they have established in tech companies) is a large part of their success.

2)  To create trust drive high level creativity and innovation, people must trust the organization.  The foundation of this trust is inclusion--and environment where I can achieve both personal and professional success, no matter who I am .

3)  Collaboration and next level creativity and innovation will require a transformational personal growth process.  They both require to invalidate long held beliefs in order to advance to the new stage.


It is so exciting--with tech's embracing of rapid change, there is a real opportunity to be innovative not only with apps and the internet, but also with inclusion, creativity and collaboration.

Top 8 tips for virtual collaboration and virtual teaming

1.  Team members are expected to adopt and adapt to new information technologies as necessary for rapid information processing and dissemination.

2. Team members must be “open” and “resilient” to a variety of changing assignments, tasks, and responsibilities that may require new learning.

3. Team members are required to have (or learn) superior collaboration skills (both cognitive* and functional**) in working with other team members regardless of location.

4. Team members are expected to operate both independently (with the least amount of management ) and interdependently (in cooperation and supporting other team members) in defining their roles,
planning and prioritizing their activities, and executing their responsibilities with a high level of effectiveness and efficiency.

5. Team members must learn and master the essential interpersonal skills of teamwork and collaboration—trust, respect, integrity, honesty, and sensitivity in working with others.

6. Team members must view their inherent differences as the source of breakthrough innovation, creativity, and competitive business advantage.

7. Team members must learn the practical skills of participating on and leading virtual teams, such as agenda preparation, expected outcomes, information dissemination, and follow up report and future
activities in specific time frames.

8. Team members must adapt to divergently different cultural workstyles, e.g., high or low context, polychronic or monochronic, and Eurocentric and non-Eurocentric.


* Cognitive skills refer to one’s mind-set with respect to responsibility, accountability, acceptance of others, collaboration, etc.
** Functional skills refer to one’s behaviors that follow from a proactive
mind-set, such as coaching, information sharing, planning
with others in mind, proactively changing

Great examples of Small Acts of Inclusion

Listed below are examples of small acts of inclusion for one’s personal transformation and for influencing the transformation of others.

• Having lunch with someone different than you
• Coaching someone culturally different
• Mentoring someone outside your comfort zone
• Thinking outside the box
• Teaming with someone with the opposite brain orientation (Right/Left)
• Confronting yourself in terms of exclusion
• Honestly evaluating your commitment to inclusion
• Noticing diversity in everything you do with others
• Sending notes of thanks to managers and leaders who are visible examples of inclusion
• Seeking to understand your social network differences
• Sharing a professional learning experience
• Coaching a new skill
• Adopting a zero defect mentality; and coaching it in others
• Learning a new skill every week; and passing it on
• Clarifying your career plan, then helping others clarify theirs
• Evaluating your skills—Interpersonal, Self-Management, Cross-Cultural, Technical, Management,
Leadership, etc.
• Evaluating others in terms of results—with sensitivity
• Helping others with career planning
• Helping others adopt a mind-set of 100% responsibility and accountability
• Extending tips for job support
• Sharing a personal learning experience
• Discouraging gossip
• Listening to a personal problem without giving advice.
• Thanking someone for his/her support
• Doing something kind for someone with whom you work
• Forgiving someone who was unkind to you
• Creating a “space” between experience and anger
• Being sensitive to the shortcomings of others—no one is “truly” perfect
• Learning from the shortcomings of others—they may be a mirror
• Making every interaction “a moment of truth”
• Counting the number of friends you made by being “right”

Six key elements for creating a culture of collaboration

1. Commitment in terms of aligning and obligating one’s self to achieving a common objective, goal, or vision.

Behaviors: Evaluate and improve your level of commitment when working with others;
become aware of your behavior in a crisis; become a voice for prevailing in a crisis—learn
to stick with others to the end.

2. Respect in terms of acceptance of the inherent value and equality of others; particularly
where differences are prominent.

Behaviors: Learn to accept the differences in opinions, ideas, and the inherent values of
others when you collaborate—use conflict for new learning.

3. Trust in others to live up to their agreements, obligations, and responsibilities—both interpersonal
and professional.

Behaviors: Create a personal environment of trust by i) not participating in gossip, ii) living
up to your agreements/obligations/responsibilities, iii) and retaining the confidences of
others—earn the characteristic of begin trustworthy.

4. Inclusion in terms of transcending (not eliminating) one’s own personal identification to
become part of a greater whole; to create a unity of one.

Behaviors: Begin to extend your working relationships to people beyond your comfort
zone; be less judgmental of others; and combine ideas more, rather than using a win/
lose approach—broaden your perspective of others and yourself.

5. Leadership in terms of enhancing the growth, skills, and performance of others, regardless
of status, position, or title.

Behaviors: Delegate, assign, or seek assistance from others where there is an opportunity
to share your learning and/or gain new skills—lead by making others more successful.
Invest in your personal stock.

6. Creativity and Innovation in terms of conceptualizing, expressing, and integrating inside
and outside of mainstream thinking.

Behaviors: Use creative brainstorming for solutions rather than only one established way
of doing things; be open to out-of-the-box thinking rather than out right rejection—make
unusual ideas work.

Is a recall the answer? A response to Yahoo's end of the telecommute

With CEO of Yahoo Marissa Mayer’s recent recall of all her telecommuting employees, the news has been buzzing about whether or not this was a wise decision. Critics of her decision are calling the action hypocritical as she builds a nursery next to her own office at Yahoo. They list the different burdens that this will place on telecommuting parents who don’t have the same privilege and call the action unreasonable. Those who support her decision argue that she is a CEO and her position requires difficult decision making; if she went to this sort of extreme there must be a good reason behind it. Water cooler conversations, brain-storming sessions, and team interactions don’t occur naturally in the virtual world.

As a company, Innovations has “virtually collaborated” for a number of years. In response to this recent news, Dr. Guillory has published a while paper entitled “Telecommuting and the Human Touch!” He argues that telecommuting is “obviously here to stay and will become a more comprehensive part of our day-to-day working arrangement.” The issue at hand is the fact that creativity is best sparked and realized through interpersonal human interactions.

So the question is, “How do we make it work virtually?”

There are four critical skills outlined by Dr. Guillory that are absolutely necessary for any employee to be able to work out of the office:

1. Personal responsibility and accountability,
2. High competency,
3. Continuous learning, and
4. Self-management.

You may not even realize it, but even in the traditional office, communications are virtual up to 90% of the time. With this in mind, planning a few in-depth, in-person meetings several times a year could be all the difference that you need to make with your telecommuting workforce.

Dr. Guillory has taken his 30 years of experience consulting Fortune 500 companies on performance management, and put together the “Golden Rules of Virtual Teaming and Collaboration”. Read them at the following link to his recent article: http://www.scribd.com/doc/137550451/Telecommuting-and-the-Human-Touch.

Do you agree or disagree? What are your thoughts on virtual teaming?

At Innovations, we are passionate about improving client performance, profitability, and people. If your organization could use a fresh perspective or a boost to your current objectives, please contact us. http://www.innovint.com/about_us/contact_us.php

Responsibility and Accountability on the Youth Soccer Field

 I am one of the coaches for my two sons' youth soccer teams--the kids on each team are 7, 8 and 9 year old energetic boys (plus one VERY talented 8 year old girl), so you can imagine what it might take to get their attention sometimes.

If you haven't been to a youth soccer game, the rules at this age usually require the parents to be on one side of the field and the coaches on the other side.  This allows the kids to focus their attention on one side, rather than trying to distinguish their coaches' voices from those of their parents.   At a game recently, the field was not set up in this way and both coaches and parents were on the same side.

The kids had complained for a long time about the parents and their yelling and instructions--to the point where none of them wanted to play in the position that was on the same side as the parents.   But I had never gained a full sense of it until I was on the same side as the parents.  I couldn't hear myself think....one child was running around back and forth totally confused as he was getting instructions from me in English and from another players' father in Spanish at the same time.

We lost this game 3-1, our second loss in a row.   We were competitive, but had a couple of lapses of concentration that resulted in goals for the other team...and that is how soccer is.   It punishes you for those little mistakes.

I came away from this game very frustrated, not so much because of the loss, but more because of my realization of what the kids had experienced every game with the parents...hearing the direction, the yelling, the groans at mistakes.  It was just too much.  

It is important before going any further to recognize that we have a very passionate parent base--they get their kids to practice 3-4 days a week, to games that are sometimes in San Francisco or as far away as a three hour drive, and give up whole weekends for tournaments.  And most of these families are not families of means--they are sacrificing time, energy and money so their children can pursue competitive soccer.  So clearly the parents care deeply about their children and want them to succeed.   But what I realized is that we needed to give them the space to perform.

As a result, I reached out to the parents both by email and personally at practice and told them that there we could not continue in this way and that our behavior (including that of the coaches, too) needed to change.   I assigned the two most vocal parents to serve as monitors and ensure that no one gave direction from the sideline.  I also pledged that as a coach, I would say very little, but that for this experiment to work, I needed their participation.  They conceded that it would be difficult, but that they were willing to try.

The following week in practice, we also had a situation come up...because of an unusual set of work commitments for my co-coach that particular week, he could not attend practice.  So it was basically me and a set of about 20-25 kids....not our ideal coaching ratio.    I still went about creating a practice plan as usual, but realized that the quality of practice was going to be dependent on the kids, and wanted them to understand that.

I shared this with all of the kids at the beginning of practice, and decided to also start and end each practice that week with a kind of pledge.   I would say these words, and ask them as a group to repeat after me:   "I, individually, and we collectively, are responsible and accountable for the quality of our practice."   Obviously not all of the kids understood every word, but they were clear on the sense of what they were saying.  For these practices to succeed, I needed their help.   I would say that for the week, practice went relatively well and the kids responded.  At the end of practice, I also began to have them evaluate the practice on a scale on 1-10, and tell me what they thought went well and where we needed to improve.   I reserved the opportunity to add my thoughts, but I found that, not surprisingly, they covered most everything themselves.

Following this week in practice and my talk with the parents, we had our first game since this new system was put into place.  Before the game, we recited our pledge but with a little variation :  "I, individually, and we, collectively, are responsible and accountable for our performance in today's game.   Not the referees, not the coaches, not the parents, and not even the other team."  One key element is the choice of the word "performance"--it is neutral of wins or losses, and about the quality of our effort and play.

 The parents held up their end of the agreement ( although it was difficult at times for them) and the difference in the experience was dramatic for everyone.  For the first time the kids took control of the game and were communicating with one another, telling each other where to go and taking leadership roles on the field.   What is also amazing is that when as a coach you say very little, it makes other coaches who are yelling and screaming almost seem like lunatics--as if you have ultimate confidence in your team, while the opposing coach feels like he needs to manage every movement their players make.  The experience was also great for me--I had become accustomed at the end of the game to feeling stressed, exhausted, and frustrated.  At the end of this game, I felt relaxed and energized, and I spent most of my time on sideline chatting with one of my assistant coaches.

Midway through the first half when one of our players was substituted out to take a break, I said to him "This game is a lot different, isn't it?"   He responded "Yes, I like it!" One of his parents was one of my chief offenders in past games, but was very disciplined about following our parent expectations in this game.

Please be clear--To do this, one needs to be prepared to accept the good with the bad--the other team scored one goal against us strictly because of a mistake that one of our players made.  Normally, I would have corrected it well in advance and probably prevented the goal.  However, after he had the experience of the mistake and the consequences, it was much easier to have a meaningful discussion with him about the importance of maintaining his position.

We also went through our self evaluations as a team both at half time as well as at the end of the game, and finished with our pledge just as we started the game.

I hope the rest of you can start this way rather than learning it through experience, but learning it  in the way I did was powerful and a lesson I will never forget.

Oh , and the final result?  We won 4-2....

Teamwork--the benefits you don't usually consider

We all know of the accurate, yet well trodden benefits of teamwork--greater creativity, wider variety of perspectives, greater number of skills sets brought to a problem, etc.  These are obviously all very important, as well as quantifiable and measurable.   I thought I might take a moment to add a few from personal experience that are just as important, but not as commonly discussed:

1)   It is more fun--I know this is not true for everyone...I have very close friends who would be very happy if they could work in a cave with wifi, leaving for the occasional workout and a ray or two of sun.   But working with people is energizing for me....the process of building upon each other's work, giving and getting feedback, and coming out with something that I know is ultimately better is satisfying.

2)  You are not alone--being faced with a large challenge always seems much more daunting to me alone than when I am working with others who are equally committed.   Succeeding on my  own is great, but there is something much more satisfying for me about sharing that success with others, knowing that we truly all contributed.

3)  Getting to know each other in different ways--Each project brings a new set of challenges, and as I work with people over a period of time I start to see sides of them (and they of me) of which I was not aware.  They often have skills and experiences that weren't listed in their resume before they joined the organization, but that are often very valuable.

I have some other thoughts on teamwork that I will share in my next post.

Danny