In this new era, we need a more scalable and “sticky” way to elevate collaboration across our organizations. It’s imperative. Collaboration is already making or breaking projects and organizations, and with the increasing pace of work, the need for effective collaboration is only growing. We must change our tactics to achieve consistently high-quality collaboration, or our personal and collective success—and wellbeing—will suffer.

Organizations face numerous challenges in this area. By and large, they don’t define, measure, or invest in collaboration effectively. While the term is often used, real investment and measurement reveal a wide variety of gaps. Collaboration, cross-functional teamwork, and related skills are rarely trained for or measured. When training does occur, it’s usually focused on individuals, typically leaders, who are then expected to apply these skills in teams that lack similar training. This siloed approach, if it exists at all, often falls short.

Investing in the quality of collaboration is often relegated to the category of “soft skills,” implying it’s less valuable. This perception persists because the industry hasn’t cracked the code on measuring collaboration effectively and proving its connection to profits. However, focusing on human skills like communication, empathy, and teamwork can transform the way organizations operate. By embedding these skills into daily practices, organizations can strengthen trust, innovation, and agility, ultimately turning human skills into a competitive advantage.

I am not an athlete, but I like for my body to work well. Because I am motivated to be able to move easily and efficiently even as I age, I make exercise an important part of my weekly rhythms.

My exercise drug of choice is Orange Theory Fitness. Part of why I love their workouts (other than the amazing coaches) is that a wearable monitor tracks my data and allows me to see progress toward my goals.

Data-Driven vs. Traditional Approaches: A Game Changer in Fitness and Workplace Development

Traditional Fitness Regimes vs. Orange Theory Fitness: Fitness routines are traditionally based on generic programs with little customization. While beneficial for some, this approach often lacked the precision and personalization necessary for optimal results. Orange Theory Fitness revolutionizes this approach using real-time data to tailor workouts to individual fitness levels. Heart rate monitors and performance metrics allow for personalized intensity adjustments, ensuring each session is effective and aligned with personal goals.

Traditional Workplace Development vs. Cloverleaf: Similarly, traditional workplace development often involves generic training programs, one-size-fits-all workshops, and infrequent performance reviews. While providing a baseline of knowledge, these methods often fail to address individual employee needs, learning styles, or specific team dynamics. However, Cloverleaf uses behavioral assessments and continuous feedback loops to provide personalized insights customized for each employee and specific to every interaction between teammates. This approach leads to a more engaged and effective team by focusing on individual strengths and opportunities for collaboration.

Because I have data on my workouts, I was able to set a goal this past year of increasing my running and rowing distance by 25% in 2023. When I set that goal, I had no idea that the data would show me that my heart had strengthened.

Looking at the emailed summary, you can see that I did, in fact, meet my goal. I increased my running distance by 63% and rowing distance by 45% while spending 7.5% less time in my peak heart rate zone. Said another way, my heart worked 7.5% less, and my body produced 45 and 63% more in 2023.

While this might seem like a humble brag or a testimonial for Orange Theory, this is neither. Instead, it is to highlight how data can help us effectively manage the things we thought were previously unmanageable. Data-driven methods ensure that efforts are targeted and relevant, leading to faster and more sustainable results in physical fitness and even professional development.

I have a new 16-year-old in the house. No, we didn’t adopt a new child or decide to foster again, but our oldest recently turned 16. The age where you are eligible to begin driving in our community.

This milestone has brought a significant change in our daily routine. I now spend a lot more time in the passenger seat and not in the driver seat. My driver instinct still causes my foot to hit the imaginary brake long before my son is hitting the actual brake. But the whole experience has been a good leadership reminder that often the best leadership we can bring is to sit in the passenger seat and coach.

The Parallel: Driving and Leadership

Part of our state’s laws for new drivers include an hours requirement for daytime and night time driving. We log the time my son drives in both daytime and nighttime hours. And as I am logging hours in the passenger seat, I have reflected on how the practice requirement is so critical to building good driving practices among new drivers.

This has also caused me to ponder why we don’t have similar practices for new managers or new leaders that are leading other leaders. The reality is, effective learning programs require practice and hands-on learning opportunities, but that is rarely the case with corporate learning programs.

Key Takeaways: Leadership Lessons from the Passenger Seat

• Practice Makes You Better: Just like driving, leadership requires hands-on practice.
• Accessible Coaching: Making coaching available at all levels, not just the C-suite.
• Ongoing Support: The importance of regular coaching, not just one-off sessions.

The Pitfalls of Traditional Management Training

In our current approach to training new managers, there’s a significant gap between theory and practice. We often find ourselves in a classroom setting, bombarding these new leaders with information, much of which revolves around procedural tasks like filling out forms, processing role changes, or submitting job requisitions. The real essence of leadership and management – the human element, the decision-making, the team dynamics – is often left for them to figure out on their own, in the real world.

Drawing a parallel to driving, imagine if we taught new drivers in a similar fashion. Picture a teenager, freshly handed their learner’s permit, being given a manual to read and then immediately sent out to navigate the roads without any practical, hands-on guidance. The result? Increased chances of them veering off course, causing minor accidents, or worse, endangering themselves and others. This analogy starkly highlights the shortcomings of our traditional approach to developing new managers.”