What is Collaborative Intelligence? How you save $Millions, hire the right people, and be a hero! David Coleman Managing Director Collaborative Strategies, Inc. March ??, 2012

2 Founder and managing director of Collaborative Strategies, Inc Author: of 4 books on collaboration Speaker. blogger, article and column writer, industry analyst (Collaboration) Industry Analyst for 20 + years. Consulting and advisory services: Help end-user organizations using collaborative tools to spend less and get more. E-zine (Profitable Collaboration) “The soft stuff, is the hard stuff” Twitter Skype: ddcoleman David Coleman

Upcoming Book by David ©2012 Collaborative Strategies3

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Collaborative Levels ©2012 Collaborative Strategies5 Collaboration Cooperation Coordination Communication Conversation Level of purpose or Goal Low High Level of CommitmentHigh Low

6 People People Process Technology Collaborationsuccess 20% 80% Holistic Collaboration ©2012 Collaborative Strategies Space

How Collaborative Intelligence Helps ©2012 Collaborative Strategies7 Conflict reduction Clearer communication Willingness to work with others (and know how) High engagement and attention More productivity = more revenue

©2012 Collaborative Strategies8 Problem Relation- Ships!

©2012 Collaborative Strategies 9 Bad relationships can create the following problems Costa Concordia

Time wasted on conflicts and disputes Bruce Lewin, fourgroups.comfourgroups.com ©2012 Collaborative Strategies10

Low performance Bruce Lewin, fourgroups.comfourgroups.com ©2012 Collaborative Strategies11

Low levels of engagement and retention Bruce Lewin, fourgroups.comfourgroups.com ©2012 Collaborative Strategies 12

Silos and communication problems Bruce Lewin, fourgroups.comfourgroups.com ©2012 Collaborative Strategies 13

©2012 Collaborative Strategies 14 Dropping Bottom Line

Are You Using the Right Collaborative Tools? ©2007 Collaborative Strategies15

Generational Competence, Trust, Age, Web Unconscious Conscious IncompetentCompetent Don't understand 2.0 Seniors Low trust Digital exile Recognize problem Boomers Some trust Digital immigrants Solve Problem Middle Mgrs Gen X IM over Digital workers Live the solution Gen Y Social networks Digital Natives 16©2012 Collaborative Strategies

Generational Differences Seniors – “loose lips sink ships” Boomers – and phone (1 on 1) Gen X- IM and chat (faster) Gen Y – Work in groups, teams communities, collaboration is critical –don’t like , too slow –Chat/IM/SMS, –the Twitter Generation 17©2012 Collaborative Strategies

Collaborative Intelligence (CQ) ©2012 Collaborative Strategies18 EQ – Emotional Intelligence IQ – Intelligence Quotient

EQ - Components Recognizing and managing your emotions 4 components: –Self Awareness – understanding self –Self Management – Control of self –Social Awareness – organization, empathy, taking responsibility –Relationship Management - leadership, change agent, managing conflict, high performance teams (closest to CQ) ©2007 Collaborative Strategies19

CQ Value and Benefits Hire employees with collaborative skills Assess teams that are working/not working and find out why Determine if some type of training is necessary to get the collaborative outcome you want Benchmark against other companies and teams ©2007 Collaborative Strategies20

Story of the Sad CEO ©2007 Collaborative Strategies21

CQ Components Goal: to determine how collaborative a person is. What is their potential for collaboration, where might they have problems? 4 Scales: Sharing: Implementing Mindset Technology ©2012 Collaborative Strategies22

CQ- Sharing Scale Willingness to share Knowing how to share Knowing what to share Sharing appropriately Do they have followers Who do they follow ©2012 Collaborative Strategies23

CQ- Implementing scale Building trust Understanding team dynamics Mentoring and Coaching Hubs, bridging and networking (people) Understanding collaborative leverage ©2012 Collaborative Strategies24

CQ – Mindset Scale Willingness to collaborate Open to new ideas Open to being part of a community or group Social orientation, are they part of other social networks ©2012 Collaborative Strategies25

CQ – Technology Scale How to use collaboration technologies Willingness to try new software solutions Comfortable with online interactions Mobile interactions Augmented reality ©2012 Collaborative Strategies26

CQ Profile – John Doe ©2012 Collaborative Strategies27 SharingImplementationMindsetTechnology High X Medium X X Low X

CQ- Implementation Scale John Doe ©2007 Collaborative Strategies28 TrustTeamsCoachBridgingLeverage High Med X X Low X X X

John Doe - Summary Focused more on technology than people No idea of process or Leverage Not good on groups or teams Does not engender trust or leadership His value is his expertise He collaborates but does not have a collaborative mindset ©2007 Collaborative Strategies29

John Doe - Recommendations Communications training Conflict management workshop Can mentor others on technology Wants to be part of the team but awkward Leverage his expertise whenever possible Encourage him to expand his (people) networks Can be a strong team player but not a leader ©2012 Collaborative Strategies30

Takeaways Understand how people collaborate before putting them on a team Don’t expect the technology to make up for the person Collaboration mindset is critical Implementation is often difficult Different generations have different experiences and strengths, try to build a team where each strength is covered Make teams more productive, save $, lower conflict More effective processes, support for strategic planning, more successful projects Reduce conflicts, stress and miscommunication Better utilize social capital High performance, cross cultural, cross generational teams ©2012 Collaborative Strategies31 Benefits Issues

Free Offer A free Collaborative Intelligence (CQ) profile ©2012 Collaborative Strategies32

Contact information- David @dcoleman100 on Twitter LinkedIn Profile k=tab_pro k=tab_pro (office) (cell) ©2012 Collaborative Strategies33