Edward J. Van Luinen

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.

But in most performance management systems that we've all been in, we've created, we've designed, we've led, and we've had to communicate to our team members, put what first? What are your goals? Oh, okay, you did your goals wonderfully. Okay, you were a nice person at the same time, but oh, sometimes you weren't a nice person, but that's okay because you accomplished your goals.

But in most performance management systems that we've all been in, we've created, we've designed, we've led, and we've had to communicate to our team members, put what first? What are your goals? Oh, okay, you did your goals wonderfully. Okay, you were a nice person at the same time, but oh, sometimes you weren't a nice person, but that's okay because you accomplished your goals.

In a way, the five behaviors are radically human, and they have to be put in the first position because the how you work is based on it being more important than what you're doing. Now, the noble purpose, as we've just been talking about, is vital and has to happen as well, but it happens next. That makes sure that we're all aligned.

In a way, the five behaviors are radically human, and they have to be put in the first position because the how you work is based on it being more important than what you're doing. Now, the noble purpose, as we've just been talking about, is vital and has to happen as well, but it happens next. That makes sure that we're all aligned.

But first we focus on, as Trish said, the unit of collaboration is not the tool or whatnot. It's the human. It's the team member. And that's why that focus on the behaviors, first and foremost, and consistently demonstrating are really important. And then we add the noble purpose.

But first we focus on, as Trish said, the unit of collaboration is not the tool or whatnot. It's the human. It's the team member. And that's why that focus on the behaviors, first and foremost, and consistently demonstrating are really important. And then we add the noble purpose.

not just feelings that are ambiguous. Trish and I made a commitment to each other with senior leadership when we had to update them over the three-year lifespan of our project is we did it together. And I think that was important so that we were hearing the same thing. It also showed that we were truly collaborative. We were showing up collaboratively. The visual is sometimes very important.

not just feelings that are ambiguous. Trish and I made a commitment to each other with senior leadership when we had to update them over the three-year lifespan of our project is we did it together. And I think that was important so that we were hearing the same thing. It also showed that we were truly collaborative. We were showing up collaboratively. The visual is sometimes very important.

so that the collaboration looks like in big actions, small actions, every action are collaborative. It's a practical example of how we did that. We also depended on partnering with our leaders in this three-year knowledge transfer project that we led.

so that the collaboration looks like in big actions, small actions, every action are collaborative. It's a practical example of how we did that. We also depended on partnering with our leaders in this three-year knowledge transfer project that we led.

So we were very grateful and generous at the same time in providing feedback to the leaders in specific thank you written form for the contribution that they made to our project. And that not had happened that often. So they remarked to us that they really liked that. Finally, the other leaders of the people that were on our team noticed, hey, what are you guys doing over there?

So we were very grateful and generous at the same time in providing feedback to the leaders in specific thank you written form for the contribution that they made to our project. And that not had happened that often. So they remarked to us that they really liked that. Finally, the other leaders of the people that were on our team noticed, hey, what are you guys doing over there?