reap maximum rewards from your · pdf file• improve customer nps (net promoter score)...

Reap Maximum Rewards From Your

Intranet’s Collaboration Tools

Alister Webb Partner, Consultant

www.innosis.eu

A Professional’s Guide To Your Intranet Melbourne, 27 June 2017

steps to making collaboration work in practice

Collaboration?

AGENDA


INTRODUCTIONS

Me

Alister Webb

Partner, co-founder Innosis

Love my AFL – Go Swannies!

You

........................................

........................................

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LET’S GET

STARTED

Collaboration.

It’s easy...isn’t it?


(2011)

Content Collaboration

‘Digital workplace’

‘So many tools!’


SO LET’S START

BY SAYING...

Collaboration is assumed to be a single

behaviour.

We either collaborate or we don’t.

Collaboration is typically about tools.


Supports standard or expected work practices

THE DIFFERENT FACES

OF COLLABORATION Task-centric

Pulling knowledge from the network

It’s about ‘getting a job done’

• Finding experts

• Looking for answers

• Meeting your own needs

• Simple solutions

• Transactional

Passive Collaboration

Passive collaboration is typically me focused.

Tools tend to drive this, rather than conversations.


Active Collaboration

• Pushing knowledge out

• Not just looking to consume

• Improves the knowledge as it flows

• Allows others to leverage, making it more

valuable to the organisation

• Connects knowledge to new and diverse

people

• Response to change, pursuing opportunities

for improvement

• Driven by vision, not task

• Organic

What happens when we need more than just answers or expertise?

THE DIFFERENT FACES

OF COLLABORATION

Active collaboration is

typically VISION focused.

Conversations tend to

drive this, rather than tools.


Adding a work context to knowledge...how the knowledge specifically relates to our team etc

Adding more to it, or fill in gaps

@ mentioning specific people who would immediately benefit from it

Reposting it for greater visibility

Identifying similar or related knowledge

Following the person or source who brought the knowledge to our attention

Inviting knowledge from outside immediate teams and tasks

Active collaboration can look like...

Vision-driven, not task-driven


‘What is stopping us collaborating?’

Consider what stops people doing the following:

– asking a question ‘out loud’?

– posting content on a social platform?

– raising a question or topic in a meeting?

– Bringing people outside the team into a discussion?

– challenging what is expected, either inside the team or more

broadly?

– proactively sharing knowledge outside the team?

THE DIFFERENT FACES

OF COLLABORATION


THE FIVE

FOUNDATIONS OF

COLLABORATION

3. Aligning to business needs

1. Getting the basics right

2. Conversations: Get people talking

4. Guidance – avoiding digital workplace chaos

5. Manage ongoing progress

Collaboration

as a way of

working

‘Behaviours drive the use of

tools, not the other way round’


1. GETTING THE

BASICS RIGHT

Take away the

FEAR of having

an open, honest

conversation

Permission to

open up, be

ourselves

It’s okay to say

something

negative

Take away the

FEAR of being

judged or

punished

No trust = no hope

Everything starts with trust


What will remove these fears and create trust?

What will:

• Give us permission to open up, be ourselves

• Convince us it’s okay to say something negative

• Take away the FEAR of having an open, honest conversation

• Take away the FEAR of being judged or punished

1. GETTING THE

BASICS RIGHT


A smarter customer feedback loop

Release the creative potential of our team or group

Remove steps from the internal processes that we control

Respond faster to internal business demands

Never allow a customer enquiry to go cold

Learn from war stories

SET A VISION FOR

COLLABORATION

Business objectives

• Innovative products

• Faster turnaround times

• Improve customer NPS (Net Promoter Score)

‘To collaborate more effectively’

What’s the PRIMARY compelling reason we should change the way we work?

VISION = the reason we do it

‘We need to use these tools so that ...........................’


Remember...

What’s the PRIMARY compelling reason we should change

the way we work?

‘We need to use these tools so that

...........................’

Create a vision for collaboration - One that can be used by the CEO

- One for your workgroup

SET A VISION FOR

COLLABORATION


Excitement of

discovering a

shared goal or

interest

Frustration

Need to vent (say something

negative)

Negative

emotion Disaster!

What ignites a spontaneous conversation? What connects us as human beings and co-workers?

2. CONVERSATIONS Conversations are the root of collaboration

They forge and grease relationships


2. CONVERSATIONS Participation of senior leaders

• Trickle down management

• Listen, respect, respond

• Model the behaviour

• Staff emboldened, will start talking

‘Digital leadership’


Think of five ways you have at your

disposal to initiate a conversation

2. CONVERSATIONS

Consider:

Involving colleagues from outside the team

Involving co-workers you don’t know

Starting a topic not related to your specific task/role (Active

collaboration)


3. ALIGN TO

BUSINESS PROCESS,

THEN ASSIGN TOOLS

Project

Process

Team

‘Everyone is part of one or more collaborative entities’

Typical starting point:

‘Here are some tools’

Getting the logic in the right order

• What process / project / team / business function do we belong to?

• Who needs to collaborate with who for this function to be successful?

• What is the knowledge that needs to be processed, generated, stored, transferred etc for this function to be successful?

A better starting point:


3. ALIGN TO

BUSINESS PROCESS,

THEN ASSIGN TOOLS

What knowledge needs

to be created/

developed/stored?

Short term or longer

term, structured or

unstructured?

How often?

Is the ‘tone’ of the

collaboration formal or

informal? Do we need

an audit trail? Will it move us

towards our vision

if others in the

organisation can

see it?

Then drill down...

What are the different layers of collaboration required?


Analyse yours (or a colleague’s) real-life

role

• What project/process/team do you belong to?

• Document the collaboration points (people/teams)

• Document the collaboration layers (knowledge in/out,

tone, visibility, etc)

3. ALIGN TO

BUSINESS PROCESS,

THEN ASSIGN TOOLS


4. GUIDANCE – AVOIDING

TOOL CHAOS

Starter’s chart – make some high level calls

Flexibility for different business areas – leaders should encourage teams, projects and processes to develop their own guidance

Owned by middle management/people leaders – they need to lead

Community/Intranet Manager – curate a Group

‘What should I use when????’


1. Write a set of high level ‘what to use when’

guidance instructions for your organisation

4. GUIDANCE – AVOIDING

TOOL CHAOS

2. Review your Collaboration Matrix and

determine an appropriate tool (both real and

ideal) for each key connection

3. Create a draft template to use in the office


5. MANAGE

ONGOING

PROGRESS

The flip side of stats:

the key behaviours that will sustain

collaboration

DIAGNOSTIC • Rate from 1-10 • Repeat at regular

intervals • Who does it?

Expose the blockers

What are the behaviours that are not improving?

What I can control

What I can influence

Beyond any control or influence

Develop a strategy/tactics for each blocker. Start small. Work within Circles of Control/Influence.

Action


Identify any missing behaviours relevant to your

organisation.

Take one or more of the behaviours and create

tactics to improve it, based on what you can

control or influence.

5. MANAGE

ONGOING

PROGRESS


ADDRESSING THE

BLOCKERS

• Decide which of the Five Foundations it falls under.

• Decide on possible tactics to address it.

• Which tactics can you influence or control?

• Who do you need to work with to make the change happen?

FOR EACH BLOCKER...

• What is the very first step towards the change you can make

tomorrow, when you go back to the office ?


@ajwebb31

www.innosis.eu

[email protected]

There are finite steps you can

take to gain the most from your

collaboration tools and build a

collaborative culture.

SUMMING UP

Thank you!

Q & A

https://twitter.com/andrew_innosis


The nine behaviours that will sustain collaboration

APPENDIX 1

1. Senior leaders regularly reinforce the message that they want a more open, conversation-based way of working – and walk the talk

2. Through this modeled behaviour, staff have belief that social collaboration is a primary vehicle for change and success

3. Staff and management understand that conversations on a social platform, no matter the content, have business value (knowledge sharing, relationship building, empathy)

4. Staff feel safe posting, commenting and @mentioning when they feel it’s important

5. Senior leaders use social channels with a ‘light touch’, listening and once in a while engaging positively, as opposed to a top-down broadcast opportunity

6. By default, leaders allow their staff time to work with others not crucial to their immediate task who will benefit from their knowledge, or have insights to share

7. Staff are keen to be listed as an expert in a subject, rather than duck it

8. Teams are actively encouraged to bring outside thinking into their circles

9. Leaders recognise the innovative value of active collaboration


What clients tell us are the 5 most

common collaboration blockers.

1. No time to collaborate, interferes with my ‘day job’

Sample: 60 participants across 40 organisations

2. Fear of: being visible failure conflict disapproval

3. Email dependency

4. Senior staff not engaging

5. Tool overload

APPENDIX 2

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