Edward J. Van Luinen

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?

People love going to your meetings. They want to be on your collaboration team. Would you please come and speak to my leadership team about what you're doing over there in collaboration? So I feel that that was co-creation. We were helping them out, but we were also generous with sharing our time.

People love going to your meetings. They want to be on your collaboration team. Would you please come and speak to my leadership team about what you're doing over there in collaboration? So I feel that that was co-creation. We were helping them out, but we were also generous with sharing our time.

And when people are generous in sharing your time in the organization, that's another example of a collaborative behavior.

And when people are generous in sharing your time in the organization, that's another example of a collaborative behavior.