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Not only have we transcended the need for manual laborers in which efficiency, enforcement, and exploitation of people was the key to major success, we have nearly transcended the age of knowledge workers in which information management has been the new secret.  There is now a need for creative artists who are based in science and mathematics who will create the innovations of the future. Innovations that will meet the challenges of a rapidly changing world – economically, socially, financially, and environmentally.

In order to get out ahead of this curve it is becoming more and more essential for managers to give up the “herdsman model” of the industrial revolution and give up the “knowledge model” of the information age. Managers now must become serious mentors and highly effective coaches that work with people who may be far more brilliant than them, to bring out their creative brilliance of their team members and put it to work effectively. Companies that have been absorbed with improving the “production process” and the IT “technical processes” must now fully engage the emerging imperative of improving the “human process.”

A senior manufacturing executive was once quoted as saying: “After the fortune we have spent in business process improvement, everything around here works perfectly except the people.” This may at first glance look like a cynical statement, but it is one that should be taken seriously. The real leverage on every organization is on the human side of the process equation and the biggest boost to organizational performance is front-line innovation. The return on the significant investment into business process improvement modalities is marginal relative to an equal or even greater investment into the human side.

To keep up with the accelerated evolution in technology, basic human skills such as thinking, listening, speaking, and managing need a serious upgrade. Managers as well need to shift their focus away from managing accountability to managing creativity.

This is because no matter what an organization produces, there is no such thing as an organization without people. The very word “organization” means people working together.What people bring is something that machines and even other species can never bring. People can not just create something out of something like other species that can procreate. People can compute but they bring something beyond computation that machines will never bring. People can create something form nothing. Even more remarkable is the people together can crate from nothing something that none of them could have fathomed on their own. This is what makes us all unique and quite irreplaceable.

Therefore, no matter how much a business process has been improved, when people are still working against each other, not because they want to but because they do not know what else to do, this necessary evolution in human process improvement gets put on hold. When people are presented with an alternative to the competitive model, they gladly embrace it because it is more natural. This means that what people have been doing with and to each other has been unnatural. The surprise is that as daunting as this challenge of significantly upgrading basic human skills may seem, it is very easy to change.

Developing stronger people builds stronger teams. Stronger teams build better organizations and better organizations can build a better world.

The daily dose of this competition looks like this for the following:

Collaboration starts with each individual and then expands to the team level quite rapidly once it is unleashed. Overtime with a critical mass of this power unleashed, qn entire organization can make a quantum leap in performance. In a collaborative environment people get stronger. They feel safe to expose the full value of what they were originally hired to bring. They work together to turn problems into projects. There is camaraderie. People have each others back. There is creativity. People are willing to think “outside the box” of the historical ways of doing things. There is compassion. People are more understanding of each others situation but also intolerant of their bringing anything less that their best. There is also a real sense of contribution. People compete for advancement and opportunities to make a bigger difference but they do it in a way that ensures that the best person for the job gets their shot.

If this sounds too good to be true is is not. If it sounds impossible, it is not. It only requires a simple paradigm shift in how people communicate with each other.

When the power of collaboration has been unleashed, significant changes can occur at all levels of an organization. But first let’s look at how challenging this can be:

Unleashing the untapped power of collaboration with an organization is now the primary job of the new leader. This is because collaboration creates a formidable bond which connects all of the parts of an organization so they become an unbreakable whole that can face any challenge domestic or global. Here are four critical skill sets that will accomplish this:

Human beings have become the dominant species on the planet because of their superior ability to collaborate. We rarely consider what it has taken by the efforts of millions of people in many countries around the world, to perform the simple act of squeezing a patch of toothpaste on our toothbrush in the morning. Yet we take these efforts for granted and focus on the conflicts in the news and entertainment media, then use all of this input to increase our capacity to compete against each other every day. We have found that the human spirit is built for collaboration but our human nature is geared for competition. One is not better than the other. Both must work together. When they do great success is achieved at all levels. When they are out of balance, which they usually are, the results are devastating to individuals, destructive to teams, and detrimental to the best interest of an organization.

Our passion is helping companies unleash this latent power of collaboration from within their organization and help them put it to work effectively. This power is barely tapped and often buried under a thick layer of counterproductive  internal competition. It is a wonder that much of anything gets produced. The gauntlet of competitive behavior that that patch of toothpaste must overcome is beyond comprehension. Before we get into how to unleashing the power of collaboration, let’s first look at the daily dose of competition that most people have to deal with: