8 WAYS TO BUILD 8 WAYS TO BUILD COLLABORATIVE TEAMSCOLLABORATIVE TEAMS

EIGHT FACTORS THAT LEAD TO EIGHT FACTORS THAT LEAD TO SUCCESSSUCCESS

By Lynda Gratton & Tamara J. EricksonBy Lynda Gratton & Tamara J. Erickson

HBR November 2007HBR November 2007

8 WAYS TO BUILD COLLABORATIVE 8 WAYS TO BUILD COLLABORATIVE TEAMSTEAMS

• Executive SupportExecutive Support– Investing in signature relationship practicesInvesting in signature relationship practices– Modeling collaborative behaviorModeling collaborative behavior– Creating a “gift culture”Creating a “gift culture”

• Focused HR PracticesFocused HR Practices– Ensuring the requisite skillsEnsuring the requisite skills– Supporting a strong sense of communitySupporting a strong sense of community

• Right Team LeadersRight Team Leaders– Assigning a team leaders that are both task- and Assigning a team leaders that are both task- and

relationship-orientedrelationship-oriented

• Team formation and StructureTeam formation and Structure– Building on heritage relationshipsBuilding on heritage relationships– Understanding role clarity and task ambiguityUnderstanding role clarity and task ambiguity

Executive SupportExecutive SupportInvesting in signature relationship practicesInvesting in signature relationship practices

practices that were memorable, difficult for others to replicate practices that were memorable, difficult for others to replicate and particularly well suited to their own business and particularly well suited to their own business

environmentenvironment

• Royal bank of Scotland (CEO Fred Goodwin) Royal bank of Scotland (CEO Fred Goodwin) • £350 million new headquarters designed to improve communication, £350 million new headquarters designed to improve communication,

increase exchange of ideas and create sense of community among increase exchange of ideas and create sense of community among employees – built around indoor atrium, allows 3,000 people to rub employees – built around indoor atrium, allows 3,000 people to rub shoulders daily – employees remain on campus and be out of their shoulders daily – employees remain on campus and be out of their offices and mingling with fellow employeeoffices and mingling with fellow employee

• To ensure that non-headquarters staff fell like part of the action, To ensure that non-headquarters staff fell like part of the action, Goodwin also commissioned an adjoining business school , where Goodwin also commissioned an adjoining business school , where employees from other locations meet and learn, and are encourage to employees from other locations meet and learn, and are encourage to spend time on the headquarters campusspend time on the headquarters campus

• BP (British Petroleum)BP (British Petroleum)• aims to social networks by moving employees across functions, aims to social networks by moving employees across functions,

businesses, and countries as part of career development – so when BP businesses, and countries as part of career development – so when BP integrates an acquisition, leadership development committee integrates an acquisition, leadership development committee deliberately rotates acquired employees across s the corporationdeliberately rotates acquired employees across s the corporation

• Changing roles frequently, not uncommon for senior leader at BP to Changing roles frequently, not uncommon for senior leader at BP to have worked in four businesses and three geographies across a have worked in four businesses and three geographies across a decadedecade

perceived behavior of senior executives play a significant perceived behavior of senior executives play a significant role in determining how cooperative teams are role in determining how cooperative teams are

prepared to beprepared to be

• Standard Chartered BankStandard Chartered Bank• Members of general management committee will frequently Members of general management committee will frequently

serve as substitutes for one another; they know and understand serve as substitutes for one another; they know and understand the entire business and can fill in for one another on almost any the entire business and can fill in for one another on almost any tasktask

• While this is crucial for promoting collaboration, challenge is to While this is crucial for promoting collaboration, challenge is to make the executives’’ behavior visible; the senior team travels make the executives’’ behavior visible; the senior team travels extensively even for brief meetingsextensively even for brief meetings

• Internal communication is frequent and open and most telling, Internal communication is frequent and open and most telling, every site around the world is filled with photos of groups of every site around the world is filled with photos of groups of executives (country and functional leaders) working togetherexecutives (country and functional leaders) working together

• Collaboration trickles down through the organization, employee Collaboration trickles down through the organization, employee learn that the best way to get things done through informal learn that the best way to get things done through informal networks; team members first name acquaintance with people networks; team members first name acquaintance with people across the company brings a sense of dynamism to their across the company brings a sense of dynamism to their interactionsinteractions

Executive SupportExecutive SupportModeling collaborative behaviorModeling collaborative behavior

mentoring and coaching need to be embedded in as their ownmentoring and coaching need to be embedded in as their own

routine behavior throughout the company. Coaching daily routine behavior throughout the company. Coaching daily helpshelps

establish a cooperative “gift culture” in place of a moreestablish a cooperative “gift culture” in place of a more

transactional “tit-for-tat” culture. Gift of time – in the form oftransactional “tit-for-tat” culture. Gift of time – in the form of

hours spent on coaching and building networks is critical to a hours spent on coaching and building networks is critical to a collaborationcollaboration

• NokiaNokia• Within a few days of hiring, employees manager will sit down Within a few days of hiring, employees manager will sit down

and list all people in organization, no matter location, it would and list all people in organization, no matter location, it would be useful for employee to meet. Newcomer is then, as a be useful for employee to meet. Newcomer is then, as a standard, to set up meetings with people on the list, even when standard, to set up meetings with people on the list, even when it means travelling to other locations.it means travelling to other locations.

Executive SupportExecutive SupportCreating a “Gift” CultureCreating a “Gift” Culture

Focused HR PracticesFocused HR PracticesEnsuring the requisite skillsEnsuring the requisite skills

1.1. ““container of collaboration” factors that support the container of collaboration” factors that support the underlying culture and habits of company or team – some underlying culture and habits of company or team – some teams had culture of collaboration; but, were not skilled in teams had culture of collaboration; but, were not skilled in

practice of collaboration itself; they encouraged and wanted practice of collaboration itself; they encouraged and wanted to cooperate, but didn’t know how to collaborate as a team. to cooperate, but didn’t know how to collaborate as a team.

Crucial skills were: appreciating others, being able to engage Crucial skills were: appreciating others, being able to engage in purposeful conversations, productively and creatively in purposeful conversations, productively and creatively

resolving conflicts and program managementresolving conflicts and program management

PricewaterhouseCoopers PricewaterhouseCoopers Strongest capability in productive collaboration; 140,000 employees in Strongest capability in productive collaboration; 140,000 employees in

nearly 150 countries.nearly 150 countries. PwC’s training includes modules that address teamwork, emotional PwC’s training includes modules that address teamwork, emotional

intelligence, networking, holding difficult conversations, coaching, intelligence, networking, holding difficult conversations, coaching, corporate social responsibility, and communication firms’ strategy and corporate social responsibility, and communication firms’ strategy and shared values.shared values.

Lehman BrothersLehman Brothers Flagship Client-facing staff training in selling and relationship Flagship Client-facing staff training in selling and relationship

management; is not about sales techniques is course on building management; is not about sales techniques is course on building collaborative customer partnerships emphasizing trust-based personal collaborative customer partnerships emphasizing trust-based personal relationshipsrelationships

Focused HR PracticesFocused HR PracticesSupporting a strong sense of communitySupporting a strong sense of community

While communal spirit can develop spontaneously, HR plays While communal spirit can develop spontaneously, HR plays critical in cultivating by sponsoring group events and activitiescritical in cultivating by sponsoring group events and activities

– ABN AmroABN Amro• Informal groups were responsible with implementation of new technology Informal groups were responsible with implementation of new technology

throughout the bankthroughout the bank• Made new technology for long distance collaboration readily availableMade new technology for long distance collaboration readily available• Also when travelling to a new location to arrange meetings with as many people Also when travelling to a new location to arrange meetings with as many people

as possibleas possible• When working groups disband , employees maintain a strong, connective When working groups disband , employees maintain a strong, connective

networknetwork– MarriotMarriot

• Despite size and geographic reach, remains a family businessDespite size and geographic reach, remains a family business• Chairman regularly makes that point to employees; tells stories of counting Chairman regularly makes that point to employees; tells stories of counting

“sticky” nickels as a child (proceeds from root beer stand founded by his mother “sticky” nickels as a child (proceeds from root beer stand founded by his mother and father). This reinforces friendly, family-like culture. and father). This reinforces friendly, family-like culture.

• Staff appreciation is element in every communication.Staff appreciation is element in every communication.• Range of pop-up events or spontaneous events create a sense of fun and Range of pop-up events or spontaneous events create a sense of fun and

communitycommunity• Chairman also started his own blog (where he discusses everything from Chairman also started his own blog (where he discusses everything from

Marriot’s green efforts to his favorite family vacation spots) reinforcing that the Marriot’s green efforts to his favorite family vacation spots) reinforcing that the company is a community.company is a community.

Right Team LeadersRight Team LeadersAssigning a team leaders that are both task- and Assigning a team leaders that are both task- and

relationship-oriented relationship-oriented Team leads made a significant difference. They achieve this result by their flexibility in the Team leads made a significant difference. They achieve this result by their flexibility in the

two styles.two styles.

There are two schools of thought as to which style of leadership is mostThere are two schools of thought as to which style of leadership is mostproductive, task- or relationship-oriented leadership. Relationship-oriented productive, task- or relationship-oriented leadership. Relationship-oriented

leadershipleadershipcreates an environment of trust where people are more inclined to share creates an environment of trust where people are more inclined to share

knowledge. knowledge. Task-oriented leadership is ability to make objectives clear, create a shared Task-oriented leadership is ability to make objectives clear, create a shared

awareness ofawareness ofthe scope of the tasks and provide monitoring and feedback. In 55 teams the scope of the tasks and provide monitoring and feedback. In 55 teams

surveyed, thesurveyed, thetruth lay somewhere between. Most productive teams were led by people truth lay somewhere between. Most productive teams were led by people

who were bothwho were bothtask- and relationship-oriented. Early stages, tasks-oriented was necessary; task- and relationship-oriented. Early stages, tasks-oriented was necessary;

however athowever atcertain point of development they switched to relationship-oriented style.certain point of development they switched to relationship-oriented style.

•• MarriotMarriot•• Core goal of team leaders works on creating skills in both styles. Core goal of team leaders works on creating skills in both styles. •• Relationship – describe their peer network and cite examples of how that network help Relationship – describe their peer network and cite examples of how that network help

them get things done. Must also provide examples of how relationship building has helped them get things done. Must also provide examples of how relationship building has helped them get things done.them get things done.

•• Task – project management certifications, refresher courses to maintain their skills over Task – project management certifications, refresher courses to maintain their skills over time.time.

Team formation and StructureTeam formation and StructureBuilding on heritage relationshipsBuilding on heritage relationships

Forming teams that capitalize on pre-existing or Forming teams that capitalize on pre-existing or “heritage” relationships increases chance of “heritage” relationships increases chance of success. Members who were strangers at success. Members who were strangers at

formation find it more difficult to collaborate. formation find it more difficult to collaborate. Newly formed teams are forced to invest Newly formed teams are forced to invest

significantly in building trusting relationships. significantly in building trusting relationships. Data from study: when 20% to 40% of team Data from study: when 20% to 40% of team

members were already well-connected to each members were already well-connected to each other had strong collaboration fro m the start.other had strong collaboration fro m the start.

– NokiaNokia• Ensures that large number of people on any team know one anotherEnsures that large number of people on any team know one another• Moves entire small teams intact instead of reshuffling individual people into Moves entire small teams intact instead of reshuffling individual people into

new positions (i.e. address new customer need, the group formed would be new positions (i.e. address new customer need, the group formed would be composed of small pods of colleagues from each area).composed of small pods of colleagues from each area).

• Success because entire company has one common platform for logistics, HR, Success because entire company has one common platform for logistics, HR, finance and other transactions, teams can switch in and out of business and finance and other transactions, teams can switch in and out of business and geographies without learning new systems.geographies without learning new systems.

• Important watch-out:Important watch-out: If not, skillfully managed, heritage relationships can If not, skillfully managed, heritage relationships can actually disrupt collaboration; strong sub-groups could form causing fault lines.actually disrupt collaboration; strong sub-groups could form causing fault lines.

Team formation and StructureTeam formation and StructureUnderstanding role clarity and task ambiguityUnderstanding role clarity and task ambiguity

• Which is more important for collaboration: clearly defined approach or clearly Which is more important for collaboration: clearly defined approach or clearly defined roles to achieve a task? Commonly assumption is that spelling out defined roles to achieve a task? Commonly assumption is that spelling out approach is essential but leaving roles undefined will encourage sharing and approach is essential but leaving roles undefined will encourage sharing and contributing of ideas. This study showed that the reverse is true. Clearly contributing of ideas. This study showed that the reverse is true. Clearly defined roles improves collaboration because the individual feels they can defined roles improves collaboration because the individual feels they can work independently and waste less energy negotiating their roles and focus on work independently and waste less energy negotiating their roles and focus on the task. Leaving the path to the goal ambiguous, assist individuals seeking to the task. Leaving the path to the goal ambiguous, assist individuals seeking to collaborate to find the path to completion. If team perceives that path is not collaborate to find the path to completion. If team perceives that path is not yet known of predefined, they will invest time and energy in collaboration.yet known of predefined, they will invest time and energy in collaboration.

– BBCBBC• 133 people on Proms (musical celebration); 66 on World Cup; 72 on the news 133 people on Proms (musical celebration); 66 on World Cup; 72 on the news • One could presume confusion among all the different team members. One could presume confusion among all the different team members. • Each specialist on the teams had a clearly defined role.Each specialist on the teams had a clearly defined role.• Clarification at such precision that friction kept to minimum.Clarification at such precision that friction kept to minimum.

– ReutersReuters• Successful teams: far-flung locations; no common language (primary languages were Russian, Successful teams: far-flung locations; no common language (primary languages were Russian,

Chinese, Thai and English). Chinese, Thai and English). • Worked 12 straights hours their desks developing code, speaking to no one. Worked 12 straights hours their desks developing code, speaking to no one. • High cooperation values; perhaps because they were given autonomy over one discrete piece High cooperation values; perhaps because they were given autonomy over one discrete piece

of the project. of the project. • Each member of the team worked independently, but each person’s work had to be shaped Each member of the team worked independently, but each person’s work had to be shaped

with eye towards overall team goal.with eye towards overall team goal.