This blog series examines how organization must use collaboration to manage globally and foster innovation. Part 1 of the series asserted that organizations must develop a “mindset” that aligns with genuine collaboration—even before developing actual collaboration skills. Part 2 discussed how organizations can cultivate an alternative understanding of genuine collaborative teamwork. 

In these earlier posts, I presented soccer as a metaphor for collaboration and leadership, as explained in my book, The Collaborator:  Discover Soccer as a Metaphor for Global Business Leadership.  My purpose in writing the book was to provide a viable option in the form of an “operating platform” that organizations can use to support genuine collaborative teamwork.  

To that end, there are 11 operating principles (or operating assumptions) that serve as the core part of this operating platform. These principles are the “governing assumptions” that teams—and their leaders—must possess to support genuine collaboration. 

Here’s a brief look at each operating principle.  They are listed below in no order—but they must all be in-play to unlock the “collaboration code” for leading in today’s global business world.  

1. Focus on Team, Not Positon: Addresses the need to focus on results produced when “all” positions effectively interact on the business field.

2. Understand That Everyone Can Play:  Recognizes that technology is the great enabler—allowing people everywhere to collaborate in business.

3. Embrace Diversity:  Represents the prerequisite for partnering in global business, and serves as a springboard for establishing trust. Diversity brings strength to teams.

4. Rely on Each Other:  Reinforces the team orientation and minimizes the “silo” mindset, recognizing a “mutual” dependency between people and promoting genuine collaboration.

5. Promote Both Individual and Team Values:  Deals with managing both values in a never-ending cycle to help ensure that the process for producing team results is working.

6. Seek Skillful, Adaptable Players:  Promotes the need for flexibility for managing change, requires people and teams who can quickly “assimilate” and use new skills, information, and the like. It also recognizes that multiple skills are needed to play the game of business.

7. Charge the Team to Perform the Work: Recognizes the “self-directed” nature of the team charged with performing the work…and recognizes that the team’s performance during the game (business) is “left up to the team.”

8. Empower Players To Win:  Speaks to the commitment to developing all employees—to providing continuous feedback—all for the purpose of positioning people to make better decisions.

9. Coach Teams to Respond to Changing Conditions on Their Own:  Reinforces the application of a “real” team that is self-directed, operating on a real-time basis and responding to changing conditions.

10. Develop Partners on the Field:  Recognizes that “all” players on the business field are leaders, and requires leaders to view every opportunity as a leadership development step.

11. Achieve Cross-Cultural Agility:  Calls for leveraging relationships in business to achieve results, transcending “technique” in dealing with people across cultures. 

These 11 operating principles mirror actions that happen on the soccer field—unlocking the “collaboration code” for managing globally. Together they describe SOCCER as a Strategic Operating Collaboration Code for Earning Results, for Engaging Resources and for Establishing Relationships. Remember: It’s “mind-set before skill-set” when it comes to developing collaboration skills!