Why Build A Company Culture of Collaboration
A company culture of collaboration sounds nice, but what can it do for you and your business?
Our clients tell us they are experiencing a greater level of ambiguity and complexity than ever before. Business leaders say this means bigger goals and tighter budgets. Employees tell us this means higher expectations, an increased pace of change, and the need to do more with less.
Where can you get the leverage to keep up with today’s heightened business challenges so you can stay afloat much less thrive?
An Aligned Culture
For many organizations, the key to thriving is to build a company culture of collaboration, a way of doing things where employees work collaboratively across boundaries. This may mean significantly transforming the way you do business. In order to drive cross-functional initiatives forward, you may need to establish a culture of collaboration that will be better aligned with your strategy.
And Why Would You Care?
From a collaboration perspective, a recent study by at Babson College found that companies that promoted collaborative ways of working were 5 times as likely to be high performing. From a cultural perspective, Harvard Business School found that an effective culture can account for up to half of the differential in performance between organizations in the same business. Our own organizational alignment research found that workplace culture accounts for 40% of the difference between high and low growth companies.
Changing Culture is About Changing Minds
The process is not easy. It requires clarity of purpose combined with high levels of alignment, patience and perseverance. And it needs to start at the top.
1. Engage Senior Leadership
How willing are top leaders to address and believe in the need for change? How committed and capable are they to change their own behaviors, success metrics and reward systems to support cross-functional collaboration? This is the first step to truly effecting real cultural change across the board.
2. Develop the Rationale
You’ll need to assess not only the readiness of leaders to invest in the change but also to make sure they understand the motivation, vision, scope and purpose of the initiative. What will it accomplish and how critical is it to the future success of the enterprise? What major resistance are you likely to face and from whom?
You will know you are on the right path when all key stakeholders agree with the current situation, the problem you are trying to solve, and the implications of both success and failure.
3. Get Specific
Now it’s time to examine more closely what it will take to actually effect the desired changes. What are the concrete first steps that you need to take on the path to success? How does a more collaborative culture play out in the day-to-day business and within the overall corporate strategy? What specific behaviors will need to change? What is the game plan for cascading the change throughout the organization?
4. Actively Engage Others
Once senior leaders have understood, accepted, adopted and internalized the desired changes enough to be on the same page, it is time to actively involve and engage the rest of the workforce. As with engaging leadership, the process will first require willingness, readiness, understanding and commitment.
The Bottom Line
Before undertaking the challenge of culture change, leaders must believe in its necessity, the difficulties involved and the vision of success. You need to believe that a culture of collaboration is critical to strategic success.
To learn more about how to build a company culture of collaboration, download Changing Corporate Culture: 4 Do’s and 3 Don’ts
4 Keys to Keeping Talent Up to Date
Why Employees Change Their Mind
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LSA’s Employee Engagement Consulting and Survey work has provided critical visibility into: how well our people are holding up under the general economic environment, as well as, the specific challenges that face biotechnology companies in their efforts to discover and develop new medicines; their level of alignment and commitment to XOMA’s Vision and mission critical strategies; how leadership practices and management systems support an environment that engender commitment, and the specific actions that our leaders can take to improve on areas that are important to our people. I highly recommend LSA’s employee engagement solutions.
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Our company engaged LSA to do a specialized “train the trainer” program, and the consultant’s performance outdid our exceptionally high standards for such a program. Very crucial to the success of this program was the work done upfront to discuss our needs and to interview key members of our organization so that the program specifically met our goals. Our facilitators continue to comment on the success of the program. Thanks also for the follow-up.
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I consistently look to LSA Global when I need custom programs put together for my client groups. I can always count on LSA to do a thorough needs analysis and to put together spectacular programs that are well received. Their management development and performance management expertise and professionalism make them one of my top-rated learning and development partners.
HR Program Manager
LSA helped us design and deliver a blended learning solution for our leaders to help drive our growth plans in a way that aligned with our specific culture and values. LSA understood our business, had deep expertise in the content areas, tailored the programs to fit our specific needs, and delivered great results. They constantly strive to deliver business impact and align their solutions with our business initiates, culture, and performance management systems. I highly recommend them to anyone looking to take their leaders to the next level.”
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We partnered with LSA to pilot a customized behavioral interviewing program to help ensure that we continue to hire the best and brightest as we continue to rapidly scale. LSA’s ability to understand our business and our unique culture combined with their desire to ensure that the best practices framework truly fits our performance environment and is highly adopted by our people is a real blessing. Most other firms want to just ‘give you training.’ Not LSA, they are focused on helping me hit our hiring forecasts and attract A players.
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LSA is an instrumental training outsourcing partner in helping us to build management capacity and strategically invest in our people. Their flexibility, depth, and breadth of expertise allows us to deliver top quality solutions that are directly tied to key business plans. Their ability to custom design, deliver, and evaluate our Management Curriculum has been excellent. They are true business partners and a pleasure to work with.
Margaret M. Mader
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The Next Generation Management Development courses have helped me communicate more effectively with my peers and teammates. By utilizing effective communication techniques such as clarifying and confirming, and asking open ended questions, I have been able to clarify and understand information in situations where I would have otherwise asked limited questions and made false assumptions.
Firmware Engineering Manager
LSA has become the gold standard in team building and management training at Genomic Health! I have a hard time finding facilitators that come close to their level of customization, expertise and experience.
Director of Human Resources
The LSA Global team was very receptive and flexible to our needs every step of the way. Their staff and facilitator demonstrated attention to detail, responsiveness, and professional courtesy. The participants were thrilled with the outcome and rated the communication skills workshop and the facilitator as ‘Excellent’. I’d highly recommend working with the LSA Global team to meet your professional development needs.
We recently partnered with LSA Global to offer our Supervisors and Managers a customized two-day management training program. Everyone who attended said it was by far the best management training program they had ever attended. The content was rich and highly interactive. The case studies were relevant. Each participant walked away from the training much better equipped to lead their teams.
Director of Human Resources
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Fortune 500 Financial Services Company
Director of Infrastructure & Technology
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