Collaboration creates trust

High productivity is achieved by having a clear strategy and a trustful collaboration. It requires interpersonal skills and effective team collaboration. When collaboration works, innovation, performance and job satisfaction increase. Trust is generated from within the organization and flows throughout all the way to the customer and back—in an upward spiral.


The role of top management is to create a sense of passion and build followership. Once top management knows where it wants to go with the company, it must be able to communicate its objectives and remain open to co-create and adjust along the way. Its ability to clarify and engage others in their goals is paramount. When good leadership is practiced throughout the company, there’s nothing that can’t be accomplished.

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There are long-standing advantages for organizations to organise themselves into a matrix, but the matrix itself has built-in problems. It can be extremely difficult for middle managers who are suddenly accountable to different directors and cross-border strategies. The best tool for easing the potential misunderstandings and conflicts in a matrix is Matrix Collaboration. It creates a culture where you learn to speak openly about things, become wholly engaged and perceive problems from many different perspectives before finding the right solution. It means raising communication to a whole new level.

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The relations in a team are MORE crucial for success than professional competences. Think about that! More focus on collaborative talent and less on technical skills? When the team is effective, work life is easier and more fun, and it produces better results. And since teams balance themselves in different ways in how they effectively develop and execute solutions, it’s worth it to undertake the task of developing your team’s collaborative skills. That’s best done by devoting resources to get internal relations in the team to play at optimal level. It is important to ask, “Where are we now?” and “What kind of team do we want to be?” in order to determine what needs to be done to improve your team’s effectiveness.

Teams of Engineers

When spending most of your life becoming an expert at a technical subject, you may not have been able to devote the same attention to learning how to handle the emotional consequences of hectic teamwork. Fortunately, that can be resolved. If the team understands the importance of working on internal relations, and everyone is willing to spend time developing them, you can gain large positive results in a relatively short time.

Project Teams

Of course, at the start of a project, it’ll take some time developing your team’s relations. See it as an indication that you are doing the right thing, making sure the people are talking about the important stuff. There are many things to be negotiated at first, and the right time for a team to push ahead is when the objective is clear to everyone and there is openness and trust among its members. Creating a solid structure at the start means spending time on the right things and aligning each other better in the ongoing development of the team.

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The key to an effective team is confidence. It’s hard for a leader to build that into a team with some remote members—harder still, when the entire team is remote. So the question is, how good are you at building team confidence under those conditions? A leader needs to have a thorough understanding of the differences between a physical and virtual meeting in order to effectively lead the team. That becomes more important as technology develops further in the future.

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