BUSINESS STRATEGY outcomes . Then , feed those reactions to the decision-makers in a systematic and open way .
Leadership can then work with this information to decide which initiative or approach makes the most sense in terms of mission alignment , resource availability and problem relevance .
Once a decision has been made , communicate publicly about what was decided and why and describe next steps in the planning process . As before , this open communication drives buy-in .
Step 3 . Plan the pivot by asking , ‘ How will we do it ?’
Working within your organisation ’ s existing processes for planning and managing complex projects , look for opportunities to make the planning more collaborative . This does not mean bringing more cooks into the kitchen , which can result in confusion and operational drag .
Instead , take the time to capture , then share , key information with stakeholders via visible and widely available touchstone documents . These touchstones , which help keep focus on the goals and constraints of the shared work , might include a statement of purpose , a project plan , a theory of change and others .
Step 4 . Do the work .
Collaboratively implementing the pivot doesn ’ t mean that everyone within the organisation can or should be involved in every aspect of the project . That approach would gum up the works .
Assuming effective project management is already in place to orchestrate the people , tools and processes involved , the collaborative boost involves building in opportunities for the implementation team to exchange information for mutual benefit , share resources and learn from each other to enhance each other ’ s capacity .
In addition , the implementation team ideally establishes a clear , well-known and easily accessible mechanism for sharing information out to the various stakeholders and bringing questions , concerns and suggestions in .
Step 5 . Optimise the effort by asking , ‘ How ’ d we do ?’
While many organisations employ thoughtful metrics to evaluate the success of their projects , programmes and services , few evaluate the health of the collaborative relationships and processes that enable the work .
As part of a collaborative pivot , ask the people doing the work how that ‘ together work ’ is going . Look for opportunities to upskill , improve relationships and influence culture toward more and better collaboration . Doing so will have positive ripple effects beyond this one particular pivot .
Deb Mashek , Social Psychologist and Author
Hold in mind . Before embarking upon a collaborative pivot , remember :
• Collaborative processes take time . Set a reasonable timeline that gives space for people to engage meaningfully and for their perspectives to sincerely inform deliberations
• Prioritise transparency when sharing ideas and engaging in meaning making
• Clearly communicate transitions from one step to another and make clear what sort of input is useful when .
Collaborative pivots are at once intensive and powerful , providing a systematic way to build momentum and to enable the potential of people and their ideas .
Deb Mashek helps business leaders navigate the relationship headwinds that tank timelines , bottom lines and well-being . She is the author of Collabor ( h ) ate . x
www . intelligentcxo . com
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