Edward J. Van Luinen

Absolutely. I couldn't agree more, Trish. I believe the problem that we solve with collaboration is radically increasing innovation. Every CEO, every C-suite leader, every middle manager is trying to increase innovation. That's the problem that collaboration solves is we deliver innovation.

Absolutely. I couldn't agree more, Trish. I believe the problem that we solve with collaboration is radically increasing innovation. Every CEO, every C-suite leader, every middle manager is trying to increase innovation. That's the problem that collaboration solves is we deliver innovation.

Not only in leadership and building teams, but using the five behaviors, as Tricia says, to be more efficient, to drive career growth, to drive better solutions because they're collaborative decisions and solutions. In a virtual world where running a business has never been more difficult. So the why is expanding innovation. And we reflect that in our book title, which is Collaborate to Compete.

Not only in leadership and building teams, but using the five behaviors, as Tricia says, to be more efficient, to drive career growth, to drive better solutions because they're collaborative decisions and solutions. In a virtual world where running a business has never been more difficult. So the why is expanding innovation. And we reflect that in our book title, which is Collaborate to Compete.

Let's not compete with our colleagues. Wasted effort, waste of time. We collaborate so we as a company can innovate and compete better with others outside the company. So it's really the focus of what we want to do is collaborate. And the why, Vince, with your excellent question, is to increase innovation exponentially.

Let's not compete with our colleagues. Wasted effort, waste of time. We collaborate so we as a company can innovate and compete better with others outside the company. So it's really the focus of what we want to do is collaborate. And the why, Vince, with your excellent question, is to increase innovation exponentially.

Yes. But don't become a competitor. Use the same to your excellent earlier question, Vin. And Trish, as we're all talking about, use the behaviors. Use the noble purpose outside as well. Don't turn into a different person once you're outside the company. You're a collaborative leader. You've built a collaborative team.

Yes. But don't become a competitor. Use the same to your excellent earlier question, Vin. And Trish, as we're all talking about, use the behaviors. Use the noble purpose outside as well. Don't turn into a different person once you're outside the company. You're a collaborative leader. You've built a collaborative team.

Extend those behaviors and noble purpose and process and roadmap that Trish was describing to your life. That's the true, we feel, innovation here.

Extend those behaviors and noble purpose and process and roadmap that Trish was describing to your life. That's the true, we feel, innovation here.

First of all, articulating what the noble purpose is and the why. So link that, Vince, to your earlier question about you being motivated to want to go to work at one of your past workplaces. What happens? We are in back-to-back meetings for 10 hours a day.

First of all, articulating what the noble purpose is and the why. So link that, Vince, to your earlier question about you being motivated to want to go to work at one of your past workplaces. What happens? We are in back-to-back meetings for 10 hours a day.

We're just trying to get tasks done, but we need to spend time, as Trish says, sharing what is the noble purpose with the team and with each individual to ensure they understand the why and tie it back to Vince, what you said, so that I do feel like I want to get my head off the pillow and go to work, which I did at Disney. because the noble purpose is incredibly motivating at Disney.

We're just trying to get tasks done, but we need to spend time, as Trish says, sharing what is the noble purpose with the team and with each individual to ensure they understand the why and tie it back to Vince, what you said, so that I do feel like I want to get my head off the pillow and go to work, which I did at Disney. because the noble purpose is incredibly motivating at Disney.

to create things every day so tie the noble purpose explaining the why making sure it resonates and is real for the team member so that they want to get their head off the pillow and want to go to work and also at the end of the day have a dinner conversation that's exciting oh this happened at work today oh this team member did this our leader shared this information with me

to create things every day so tie the noble purpose explaining the why making sure it resonates and is real for the team member so that they want to get their head off the pillow and want to go to work and also at the end of the day have a dinner conversation that's exciting oh this happened at work today oh this team member did this our leader shared this information with me

Those are the deeply human metrics that drive collaboration. And I think we were able to do that.

Those are the deeply human metrics that drive collaboration. And I think we were able to do that.

I would offer that the five behaviors of generosity, co-creation, action, resourcefulness, and gratitude are first in Collaborate to Compete. Why are they first? Because the root about how we work is much more important than what we're doing. You need the what.

I would offer that the five behaviors of generosity, co-creation, action, resourcefulness, and gratitude are first in Collaborate to Compete. Why are they first? Because the root about how we work is much more important than what we're doing. You need the what.