The culture of teamwork in companies goes far beyond teamwork

The term collaboration often comes up in organizational presentations or when hiring new people, and in practice, do companies really live this culture?

A study by one of the leading human capital firms, i4cp, found that high-performing organizations are 5.5 times more likely to encourage and reward collaboration.

One of the first associations people have with collaboration is teamwork, but it goes far beyond that.

A collaborative culture is based on encouraging group projects aligned with business goals, objectives and expectations. And it’s also about making employees feel the DNA of the company so they feel involved in its purpose.

Having a lot of experience in corporate affairs, acting as a consultant for MORCONE Consultoria Empresarial, serving many companies from different segments, with an emphasis on family, and as a consultant, today I want to touch on the topic of the culture of cooperation and how much your experience still needs to be adjusted between companies.

Fostering a sense of belonging through a culture of collaboration

A collaborative culture is a set of processes designed to promote, facilitate, and integrate collaboration into the routine of companies. It is a process that must take place with both parties aware that they must share common goals and objectives.

The relationship between a company and people should be a two-way street in which both have expectations, need each other, and must share the same values ​​that give meaning to this exchange.

Among the main advantages of implementing a culture of cooperation, the following stand out:

Improving the organizational climate

An environment in which there is ease, in which leaders and managers are accessible, in which there is equal treatment, and in which professionals find the autonomy to act with freedom and creativity, is the “ideal world” in the company.

An existing culture of collaboration greatly reduces the likelihood of a toxic environment, precisely because it facilitates interaction between people and leaders, creating more transparent and effective communication.

Autonomy and creativity

Autonomy is the result of trust and of course freedom. People feel free to work on projects, give ideas and share their experiences.

The company, by delegating tasks to professionals, does not follow the usual path of command and control, but gives freedom so that people can perform their tasks with more creativity and confidently express their talents.

Respect for people

When people have autonomy to do their work, when their talents are valued, when they have a voice to express their ideas, when they don’t feel the “fear” of making mistakes, among other factors, they feel more valued.

Gratitude creates greater motivation and productivity, which leads to better results from work done.

Professional development

When people have a voice where they work and a good relationship with the organizational culture, they feel more motivated about their own professional development.

The sharing of experiences, the freedom to be who you are, and the search for professional self-discovery through group dynamics make people want to improve the skills they have, but which have been “dormant”.

And these and other benefits of a collaborative culture create a sense of belonging, a sense of community, which leads to greater levels of engagement and satisfaction.

Where does the building of a “culture of cooperation” in business begin?

Implementing a culture of collaboration takes effort on the part of the organization, but it’s worth it in the end, and it shows in the results, as a Stanford study shows:

– Working in a collaborative environment makes employees 50% more efficient at completing tasks, in addition to increasing people’s engagement and motivation.

Some practices are fundamental to creating a collaborative culture:

The basis of trust and communication

A collaborative culture requires consistent and transparent communication. In order to build a good relationship between the organization and the people, it is very important that there is accessibility for leaders and managers.

This practice is closely related to the concept of ESG, or rather to the pillar S (social), especially in relation to the management of people and their participation in all business dynamics.

When there is good communication and trust, people feel welcome, with a voice and the freedom to be who they are.

Creating opportunities for a culture of collaboration

In any company, collaboration doesn’t happen by accident, especially when people are used to working on projects in isolation.

The process of cooperation takes place with the support of leaders, through the creation of multifunctional tasks, with people with different visions and professional and cultural experiences. Working together for many professionals is usually a difficult task, so the introduction of culture can be carried out in several .

Gradually, people tend to feel more comfortable with the process, and when this happens, they tend to seek more support, including in individual tasks.

Technology for collaboration

There are many tools that can be used to promote and simplify the collaboration process, such as Slack, Asana, Miro, and many others.

We know how remote work during the pandemic has forced companies around the world to rethink work environments that go far beyond the physical space.

The ideal is to adopt the tools that best suit people’s routines. In addition, it is worth considering that these technologies can foster “communities” that further create a sense of belonging among professionals.

Assessment and review

As with many other organizational processes, it is essential that the collaborative culture is constantly revised and adapted to the needs of the people. Identify systems or processes that prevent collaboration.

Ideally, feedback should be collected to provide an overview of how the collaborative culture has been achieved.

Go much further by integrating people

Like any process, even more connected to people, experiencing a collaborative culture takes effort, especially in cases where previous attempts have failed.

Councils in this scenario take on the role of reminding leaders and managers to constantly think about how to make communication more effective, collaboration easier, and offer learning and dynamics that strengthen teamwork.

If you look at people, the organization strives to go much further, after all, people who have a sense of belonging, autonomy and creative freedom work much more motivated and tend to develop their talents even further.

When people are involved, the results obtained by the organization also improve, but here it is worth considering: this is not the only motivation for a collaborative culture!

Above all, it has to be something real, a two-way street, so that companies and people can communicate and continue to expand without limitations.

Does your organization have the right culture of collaboration?

Carlos Moreira – Worked for more than 37 years in several national and multinational companies as a manager, CEO (president director), CFO (financial and controlling director), CCO (commercial and marketing director). and Administrative Advisor.

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