Edward J. Van Luinen

With a co-leader like Trish and I did, it took three years. And that's why we have this method and process because we built it. But also it has to be expanded to our team, to champions, to peers in the company, and then expand it even in our lives if we so choose in how we approach people, in how we assess talent, how we hire people.

With a co-leader like Trish and I did, it took three years. And that's why we have this method and process because we built it. But also it has to be expanded to our team, to champions, to peers in the company, and then expand it even in our lives if we so choose in how we approach people, in how we assess talent, how we hire people.

what are the qualities that of collaboration that are really important so it's truly evolutionary and it's relationship focused and it takes awareness but also discipline to want to live these behaviors more and more in the areas of our lives that are really important because we're all trying to change and companies are trying to change and leaders and teams are trying to change and we found our we believe is a really strong formula to do that

what are the qualities that of collaboration that are really important so it's truly evolutionary and it's relationship focused and it takes awareness but also discipline to want to live these behaviors more and more in the areas of our lives that are really important because we're all trying to change and companies are trying to change and leaders and teams are trying to change and we found our we believe is a really strong formula to do that

I couldn't agree more, Trish. Metrics are important. The noble purpose is what drives the team and you and I in collaboration. And over three years, our team on the project went from two to 70 people. Now they cycled in at different times and different numbers of team members. But I feel you and I with collaboration created a team that people wanted to be on.

I couldn't agree more, Trish. Metrics are important. The noble purpose is what drives the team and you and I in collaboration. And over three years, our team on the project went from two to 70 people. Now they cycled in at different times and different numbers of team members. But I feel you and I with collaboration created a team that people wanted to be on.

And that's truly the challenge of leaders today. is not saying you must go into the office five days a week. It is wanting and creating the environment that team members want to be on. So I absolutely agree.

And that's truly the challenge of leaders today. is not saying you must go into the office five days a week. It is wanting and creating the environment that team members want to be on. So I absolutely agree.

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 trisha 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 trisha 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.

We don't spend enough time 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 don't spend enough time 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.