How great managers make collaboration easier: practical approaches
As we discuss in our landmark report, ‘Beyond the backlash: The leader’s guide to integrating DEI’, many organisations still see interpersonal intelligence as the icing on the capability cake, investing heavily in technical training and in new technologies like AI while neglecting “softer” human skills.” Collaboration — a fact of life in the modern workplace — relies on exactly these types of skills.
According to MIT, people in full-time roles spend 3.2 hours a day collaborating with others on average. But it’s often not as smooth or fruitful as it could be. And the needs are only becoming more complex, with ever-shifting collaborative configurations needed to solve emerging problems and tackle multifaceted day-to-day tasks.
When the capacity for collaboration is properly nurtured, like any other critical skill, organisations find it easier to innovate and see market performance improve. But clearly, there’s much work still to do. Despite many organisations investing heavily in collaboration software, struggles persist. Indeed, MIT found that 72% of workers report having been involved in “absolutely horrendous” attempts at collaboration in the past.
When it works, though, the benefits are substantial — both in terms of business performance, and the employee experience. Being involved in effective collaboration helps people feel more valued, and makes them more tenacious too; people working collaboratively stick to tasks 64% longer than those working solo according to a study led by the Institute for Corporate Productivity.
The ingredients of effective collaboration
Effective collaboration has three central ingredients: Trust, communication, and commitment.
Trust
Trust forms the foundation while also growing stronger through successful collaborative efforts. Trust looks like team members feeling secure sharing ideas, taking calculated risks, and being vulnerable with each other, knowing that failure is viewed as a learning opportunity.
Communication
Effective communication is clear, respectful, and candid. But it goes beyond just exchanging information — it requires an environment where all voices are heard and valued.
Commitment
Commitment is strengthened when team members feel connected to both the organisation's broader purpose and to each other as a collaborative unit. The feeling of being “in it together,” helps teams persist through challenges and maintain focus on shared goals.
How to foster more productive collaboration in practice
Collaboration isn't about enforcing teamwork or mandating participation. Instead, the focus should be on creating conditions where working together feels natural and purposeful. Here are four practical approaches that deliver results:
Make it safe to speak up
People collaborate most effectively when they feel secure enough to share ideas, raise concerns, and admit mistakes without fear of punishment or humiliation. Good managers actively build this environment through their daily behaviours:
They model vulnerability by openly discussing specific challenges and learnings
They respond to questions and concerns with genuine curiosity rather than defensiveness
They protect team members who speak up about problems, even when the message is uncomfortable
They treat mistakes as learning opportunities without looking to apportion blame
This isn't about lowering standards — it's about creating an environment where people can apply their full capabilities.
Focus on shared purpose
Collaboration often breaks down when different groups feel they're competing for resources or recognition. Skilled managers counter this by consistently reinforcing how different contributions serve shared objectives:
They help teams understand exactly how their work connects to measurable organisational goals
They celebrate collective achievements more prominently than individual performance
They ensure credit is distributed appropriately across contributing teams
They explain decision-making processes clearly so people understand practical trade-offs
This approach helps prevent the departmental rivalries and general disengagement that often hamper collaboration.
Build everyday inclusion skills
Effective collaboration requires people to work productively across differences, whether those are differences in communication preferences, culture, or background. Good managers help their teams develop specific capabilities:
They coach active listening skills through structured practice sessions
They teach concrete methods for giving and receiving constructive feedback
They help team members identify and adapt to different working styles
They create safe opportunities to practice handling disagreement productively
These skills might seem basic, but they determine whether collaboration succeeds or fails in practice. The most successful organisations make these practices part of their daily rhythm.
Make it easier to contribute
Even with psychological safety and good intentions, practical barriers can prevent effective collaboration. Skilled managers actively remove these obstacles:
They structure meetings to ensure everyone has chance to contribute
They create multiple channels for input, recognising that not everyone speaks up in groups
They make relevant information and resources readily accessible
They protect focused work time while creating clear spaces for collaboration
They ensure collaboration tools and practices work equally well for remote and in-person team members
This practical focus helps turn collaborative intent into reality.
The complexity of modern business challenges makes meaningful collaboration crucial. Organisations that develop managers skilled in these practical approaches gain clear advantages in innovation, adaptability, and talent retention. This requires consistent attention to human dynamics and everyday behaviours.
When managers consistently apply these approaches, teams become more agile in developing and testing new ideas, while cognitive diversity powers better decision-making, and employees feel more valued and connected to their work.
The role of managers isn't to force collaboration but to make it easier, removing barriers, building capabilities, and modelling the behaviours that make working together work.
