Here’s how I improve collaboration within and between global teams:
You and I will enter into dialogue. About your organization. About what is critical to its overall success. You lead it. You run it. It’s your responsibility. I need to get an overview, to understand the organization, and to understand you.
I’ll then interview your key people. As a neutral, outside, unbiased party. Whose mandate is not to address the substance of their work. But instead to focus exclusively on improving cross-border collaboration in and between teams. In the interviews I listen for three things: where the problems are, what the atmosphere is, if deeper-lying cultural drivers might be at play.
In the interviews I ask the right questions, listen carefully, and take accurate notes. Then it’s all about analysis. I reserve the right to conduct follow-up interviews. Because the analysis is the basis for my recommendations. About how I can help.
I then present my results to you. We will discuss them in depth. Then identify where I should begin. With an initial action. We’ll then proceed step by step. Assessing. Tweaking. Continuing. Or not.
Actions is a generic term. Here it means things done to improve collaboration within and between global teams. Actions can take many forms: workshops, structured discussions, coaching.
Actions are situational. Based on context, people, problems. The pieces, however, are always the same: bring the right colleagues together, address important issues, guide them to closer alignment.
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