Collaboration and partnership help us magnify and scale our impact. At least as long as the partnership or collaboration works. Strong partnerships are grounded in a shared vision for the work  you are doing together, with clear roles, and usually shared agreements on how you want to work, address issues, and adjust as necessary.
While it may be appealing to come together and just wing it, taking some time to design your partnership can be of service to both of you, as well as the people you serve.
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Before you go to launch a new program you co-facilitate, or partner with new team members, consider these questions:

1. What do I want out of this partnership? What is important for them?
2. What is our shared vision?
3. What is possible together, which we cannot do ourselves?
4. If we run into problems we will….We have agreed to raise tricky issues by…
5. Our commitment to this process is….

What other areas do you want to design together as you go to work together?
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For more on this topic, download a digital chapter I wrote with Effective Group Coaching. You can download the digital chapter here. (use code 4411). There you will find 3 other digital chapters including one on marketing group and team coaching, and two separate case study elements. Be sure to download them today.

Enjoy the conversations!
Jennifer

Jennifer Britton - Potentials Realized
Author of PlanDoTrack (2019), Coaching Business Builder (2018), Effective Virtual Conversations (2017) and From One to Many: Best Practices for Team and Group Coaching (2013). Pick up a copy of any of her books at Amazon.

Book Jennifer for a coaching session to explore productivity, teamwork and business issues.
​Contact her by phone at (416)996-8326

Check out these Instagram accounts @coachingbizbuilder & @remotepathways!
Check out upcoming programs on our calendar!

Are you a remote professional? Listen into the Remote Pathways Podcast on your favorite podcast player!​

While collaboration is something we want to aspire to, what can get in the way? Today’s post picks up with some of the barriers to collaboration I covered in this 2018 Teams365 Blog post.
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"Politeness is the poison of collaboration." - Edwin Land

“Let’s collaborate more” is commonly heard in organizations, and it may be easier said than done. As part of our February posts around collaboration, today’s post explores six barriers to collaboration, along with some possible ways to address these topics.

The six barriers we are going to explore in today’s blog post are:

1. Ego
2. Power
3. Lack of candor
4. Inability to work across differences
5. Different end goals
6. Lack of trust

 
Barrier #1 – Ego. One of the biggest barriers which can get in the way of collaboration is our ego. In collaboration it is important to “park our ego” as much as possible so that we can truly be listening and hearing for what is needed to really synergize. Another commonly used term for parking our ego is “becoming unattached”. When we become too attached to our end result, we may not hear or see possibilities which will actually end with a greater end result.

Barrier #2 – Power. When power differentials are too different it can be very difficult to collaborate. In those instances where one group/person may have more “power” whether due to resourcing, or information, it is important to design the boundaries of collaboration and be clear with intent.

Barrier #3 - Lack of candor. Candor is defined as “the quality of being open and honest in expression; frankness” in the Oxford Dictionary. Candor is a critical ingredient for collaboration. Without it there will be a lot of wasted effort, and the true essence of collaboration will not be possible. Being able to share ideas without concern for judgement, the ability to be frank and open with feedback are all essential ingredients for collaboration.

Barrier #4 - Inability to work across differences. In collaboration synergies, and differences, are usually harnessed. The ability to work across differences, making changes with one’s own style, is another essential ingredient for collaboration.

Barrier #5 - Different end goals. When end goals are too different it can be very difficult to have collaboration. For example, if one member is aiming for an end result that is about quality and the other solely on speed, it may be more challenging to find the middle ground amongst the two. In these instances, the end result needs to become an AND rather than an OR. So, A AND B, rather than A OR B.

Barrier #6 - Lack of trust. The one essential which will usually arrest collaboration before it starts is lack of trust. When trust is low, or non-existent, it is difficult to collaborate. Collaboration requires honesty, feedback, listening, candor, and bringing your best work to the table, in service to something greater. When trust is low or non-existent, these skills are usually not present.

As you consider your upcoming collaboration, how are you doing with these ingredients?

What do you see as getting in the way of your conversations?

Enjoy your conversations!
​Jennifer

Jennifer Britton - Potentials Realized
Author of PlanDoTrack (2019), Coaching Business Builder (2018), Effective Virtual Conversations (2017) and From One to Many: Best Practices for Team and Group Coaching (2013). Pick up a copy of any of her books at Amazon.

Book Jennifer for a coaching session to explore productivity, teamwork and business issues.
​Contact her by phone at (416)996-8326

Check out these Instagram accounts @coachingbizbuilder & @remotepathways!
Check out upcoming programs on our calendar!

Are you a remote professional? Listen into the Remote Pathways Podcast on your favorite podcast player!​

We often talk about collaboration as something we aspire to, or want to do more of, but what are the things we need to ensure we DO In order to have successful collaboration. For today’s post, I am reaching back to a Teams365 blog post, a daily blog I have hosted since 2014.

As I shared in Teams365 Blog post #506 – Four Essential Ingredients for Collaboration:

1. Be clear on why you are collaborating. Collaborating for collaboration's sake does not equal success! Why is this collaboration occurring? What is possible due to the fusion of your skills and abilities? What outcomes are you looking for?

​Partnerships and collaboration are not always a straight road. It's important to be clear on:

• why you are collaborating
• ​what you hope to gain from the partnership
• ​what you want to gain
• and what your expectations are

​Spend some time as a partnership exploring this and coming back to it throughout your work together.

2. Consciously design your partnership
​Take time to intentionally, or consciously, design your partnership. Building in time for focusing on the relationship can be as important as creating or doing the work together. In a recent newsletter article  I shared several of the partnership planning questions I have written about over the years.

​In my writing I talk about at least four stages where you will want to focus conversation - pre-program/partnership, at the start, during the work and at the end of major projects. Refer to chapter 12 of Effective Virtual Conversations or Chapter 11 of From One to Many: Best Practices for Team and Group Coaching.

3. Regularly check in and adjust. Regular check ins will look different for each project. Ask yourselves regular questions such as:

• What’s working well?
• What progress have we made with this project?
• What are we learning and need to make sure we do? We stop doing?
• What changes are important going forward?

​4. Consider what end result you have in mind - As Steven Covey wrote years ago "Start with the end in mind". Our end result shapes our action. As you engage in every conversation think about the end result you are aiming for. How does this influence your partnership? What roles you play? What attention you have? 

​These four factors - clarity, conscious design, check in, and end in mind - support partnering and collaboration to be a flexible, fluid process. What is important for you to consider in your own work?

Best wishes, 
Jennifer

Week 27 Focus – Communities on Social Media – Facebook, Mighty Networks, LinkedIn etc.…
Focus Question: What are the communities you want to build on social media?

Description
In early 2018 Facebook announced it was going to place an emphasis on communities in their social media ecosystem.

In addition to having a profile on the varying social networks, building community intentionally on social media has multiple benefits including cultivating connection with like-minded people, sharing resources with people who have a common interest, and also adding value to a community who can refer.

What are the communities you want to build on social media?
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There are several different platforms you might want to consider including:

• Facebook
• Mighty Networks
• LinkedIn Groups

I’ve set up a number of different community opportunities I hope you will decide to connect around:

1. The PlanDoTrack Facebook page.
2. The Conversation Sparker Zone I host on Mighty Network which focuses on several smaller communities: Team and Group Coaching, Virtual Conversations, Virtual and Remote Entrepreneurship, Virtual and Remote Teamwork and Leadership. Join us there.
3. The CoachingBizBuilder feed over at Instagram. 

Activity
Consider what community you might want to spearhead in social media.

• What is the purpose?
• What are the guidelines?

​What content would you populate your new community on social media with? Consider material you have created, go-to resources from others, and polls to find out what people want.

Consider dedicating each day to a different theme: Throwback Thursday, Motivation Monday…

Connection to the Workbook and Planner
Use the Content Daily Trackers, and Content Brainstorm to identify key content you are sharing or plan to share.

Download a one-page copy of this week's 52 Weeks of Plan, Do and Track here.

Best wishes, 
Jennifer

Read and download the initial weeks of the 52 weeks of Plan, Do and Track

​Jennifer Britton - Potentials Realized
Author of PlanDoTrack (2019),  Coaching Business Builder (2018), Effective Virtual Conversations (2017) and From One to Many: Best Practices for Team and Group Coaching (2013). Pick up a copy of any of her books at Amazon
Book Jennifer for a coaching session to explore productivity, teamwork and business issues.
Contact her by phone at (416)996-8326
Follow the #90DaysPlanDoTrack series on Instagram

We operate as part of a larger web. As Buddha wrote:
“As a net is made up of a series of ties, so everything in this world is connected by a series of ties. If anyone thinks that the mesh of the net is an independent isolated thing he is mistaken. It is called a net because it is made up of a series of interconnected meshes, and each mesh has its place and responsibility in relation to other meshes.”
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• What are the relationship webs or meshes you are part of?
• What are the ties you have made in your business?
• Who do you rely on to make things happen?

Even as solopreneurs or someone working remote we are a bigger part of a web. Being clear on how we connect and interrelate can help us be more focused and intentional in our messaging, marketing and communication.

This week take some time to draw out your web of relationships.

• Who are the people you connect with internally? Externally?
• Who are the people in your web that are influencers? Connectors?
• Which relationships need attention? Which new relationships do you want to develop?

Have a great Wednesday!
​Jennifer

Over the last month we’ve been exploring different skills and practices for virtual professionals. This week’s post focuses in on five people virtual team members need in their network. Given the more autonomous role of the virtual and remote employee, five people virtual team members will want to make sure they have strong relationships with, are:

• Their direct line supervisors - Given that matrix relationships may be more common, it’s likely that the virtual or remote employee is reporting to one, two or more leaders. It  may be someone local, someone on the project, and someone geographically.
• Mentors – An internal or external mentor can help navigate the waters of work and industry. Mentors provide valuable insights and stories about their own experience. They may also be a person you can take specific questions to who you cannot ask anyone else.
• Peers – Having a variety of peers to “go to” virtually is also important. Sharing best practices and resources to do your work more effectively is critical in today’s matrix environment. What are you doing to proactively build connection with other peers you work with?
• Connectors – People who can connect them to the necessary resources and people which will help them be successful. This could be a supervisor, a mentor, or it may be someone else…
• A community network – Remote work can be isolating. Having a local community network can be very important in providing support and an anchor.

Relationships in the virtual space do not “grow on their own” and earmarking time to have conversation can be important. It’s when we don’t have the answers that we realize we don’t know who to turn to. If you are new to a team, ask others, “Who else would you recommend I connect with?”. You’ll usually get a range of answers. Then the challenge becomes, when do you fit it in? Schedule a virtual coffee to meet others on a regular basis. All meetings don’t have to happen in your first few weeks!

Best, 
Jennifer

Questions form the backbone to any great coaching conversation. What is the state of questions being asked in your team?

While asking informational questions can be of great value, in the virtual team context, we may be in multiple conversations where we are using questions to:

• Help people clarify what they know themselves
• Create shared experiences and new shared knowledge
• Support people in coming up with a solution for their context

When we operate in the virtual and remote context it usually means that we aren’t having to advise, but rather coach. This can necessitate a different set of questions or a different way to ask questions rather than a Yes/No approach.

In creating more powerful questions for the virtual space we want to focus on a few things:

1. Make sure our questions are clear- Shorter is usually better. Are you asking one question at a time or more than one?
2. Consider when it’s more appropriate to ask an open-ended question rather than a question that will lead to a yes/no
3. Ensure that we are using language and terms that are more resonant to the person we are speaking with. The diversity on virtual teams can span language, technical skills, professional background, and geography to name a few. What is going to be understood best?

In coaching we usually encourage questions to be:

• Short and concise
• One at a time
• Starting with WHAT, rather than WHY (which may put people on the defense if trust levels are not high)
• Noting when HOW questions may put people into problem solving or how to, early
• Focused on both expanding awareness around issues AND supporting action

Take a look at this short video I created on 20 powerful coaching questions. You may find it useful to incorporate into your own work as well.
 
Best,
Jennifer

Week 18 Focus – Projects – Partnerships (RACSI)
Focus Question: We usually don’t operate in isolation. Who do you want to/need to liaise with to ensure successful projects and activities?

​Description
Partnerships are essential for coaches, virtual professionals and others. For most of us, we interface regularly with external partners and stakeholders, who are often located in some distance away from us.

As virtual and service-based businesses, we may create a wide variety of partnerships in our work. We don’t always do it alone. As soon as we expand our work to others, it can be useful to think about what partnerships look like.

From co-coaching, to Joint Ventures, bringing on sub-contractors to co-designing programs. What can partnerships look like for you?

Given that we are interfacing with different stakeholders around projects at any given time, it can be useful to think about how different stakeholders need to be updated and “kept in the loop”. 

Research/Story/Six Questions
Who are the partners you want to keep in the loop? What are the key tasks and responsibilities?

One of the more common frameworks for stakeholder engagement is the RACSI. RACSI stands for:
R – Responsible
A – Accountable
C – Consulted
S - Support
I – Informed.
Let’s look at each one in turn.
Responsible = person or role responsible for actually doing or completing the item. Who needs to do the work? This might be the team leader who has to gather the expense information in the new format and submit it.
Accountable = The person who is accountable is usually the person responsible for undertaking the task. Who has ownership of this? Typically, the "responsible one" is accountable to this person.   The accountable person might be the General Manager, the Team Leader's boss.
Consult = the person or role whose subject matter expertise is required in order to complete the item. Consulted - Who needs to be involved and asked for input? Those consulted may involve other team leaders who have gone through the change, and team members.
Support = Who needs to support the work? What type of support is required?
Inform = the person or role that needs to be kept informed of the status of item completion Who needs to be told about the change or informed along the way? Individuals who are not part of teams may need to be informed so they know what changes are happening.

The value of reflecting on a RACSI for each project is that it helps you consider who you want to involve and keep in the loop. Projects sometimes are not successful when they have not engaged different players or stakeholders appropriately.

Activity
Consider one of your upcoming initiatives/ programs/projects. Who are the key stakeholders? Who is responsible? Who needs to support? Who needs to be consulted? Who needs to be informed?

Connection to the Workbook and Planner
Any time we bring shareholders on or work closely with a community, or membership site, it can be important to be focusing on the RACSI, as we consider how to communicate our messages.

Great partnerships are usually co-designed with intentionality. To help guide you through these conversations, I share a variety of questions to consider at different times of the partnership journey – pre-design, during design, during implementation and after the project.

Be sure to also download the Co-Facilitation Chapter. This link is found on page 93 of PlanDoTrack and page 89 of the Coaching Business Builder.
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Leverage the tools including the Partnership Questions on Pages 93 and 94 of the PlanDoTrack or pages 89 and 90 of the Coaching Business Builder.
 
Download a one-page copy of this week's 52 Weeks of Plan, Do and Track here.

Best wishes, 
Jennifer

Read and download the initial weeks of the 52 weeks of Plan, Do and Track

“It is literally true that you can succeed best and quickest by helping others to succeed.” – NAPOLEON HILL
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No person operates alone. Relationships are key to our success in business. Our customers can be great advocates of our work. Likewise, fellow professionals may also be a powerful source in sharing the word and testimonial of our work.
What time are you dedicating to building, and maintaining, relationships with others?
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There are several tools included in the Coaching Business Builder and PlanDoTrack Workbook and Planner (for virtual professionals and remote/virtual teams) to help you focus on relationships. From the Top 20 list, to exploring collaboration more intentionally, I hope that you will put more of a focus on relationships this year.
Be sure to check out related posts on relationships and business in February 2019 at the Coaching Business Builder blog, as well as relationships and virtual business/teams at the Teams365 blog. 

Best,
​Jennifer

It’s likely that your virtual and remote team may not get the support they need. As I often write “Out of sight should not equal out of mind”.
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In a virtual and remote team, it can be very useful to provide peer support across the team. This might include things such as:

Mentoring pairs – If there are certain skills people want to develop, is there a way to create mentoring pairs across the team?

Peer partners - A valuable activity can be assigning peer partners across the team on an annual basis. Whether formal, or informal, having a partner people can meet with and ask questions to, can be valuable in sharing learning.

Job shadowing – Another interesting, and valuable, experience can be job shadowing virtually, where a more junior person is paired with a more senior team member. They may shadow meetings virtually and learn more about the behind the scenes work experience by co-working virtually. Consider how you might create a “take me to work day”.

Formal coffee break/meal sharing time – We learn a lot from each other informally. What are the informal pauses you can create for the team? This might involve coffee breaks where people can drop in for a chat once a week or every few weeks, or a lunch time potluck.

Co-working experiences - Where people bring projects they are working on and work together real time on a virtual platform like zoom, checking in at the top of each hour and working for several hour bursts. A session held like this once a month or more frequently can be incredibly valuable in terms of “getting things done” and also supporting learning across the team.

What are the different ways you can build in more virtual connection time across the team? This is critical for building your team culture.

Wishing you the best,
​Jennifer