There are a few principles to make this team collaboration work.
Clear purpose: What is the reason for the collaboration? What’s the business case or business need? Without alignment on the purpose and its underlying importance to the organization, the collaboration will fail. The scope will start to change, or other priorities will take precedence.
Clear process: How will the collaboration take place? What are the steps? What is the timing? Who is responsible for what?
Clear expectations: What is the specific goal or outcome we are striving for through this collaboration?
Clear support: Problems will arise that the team cannot handle on their own. In those cases, what is the escalation process, including who and when?
As we move through of careers we all have endless incidents that can either be denied and suppressed or acknowledged and framed as “falls,” “failures,” or “mistakes.” These so-called falls all enhance our professional growth. By focusing on the process of falling, and then rising back up, we are able to have a greater understanding of the choices we have made, and the consequences of our choices.
Sharing and bearing witness to stories of failure from our professional and personal lives provide opportunities for us to explore and get closer to the underlying meaning of our work, our questions of what is it that we are trying to accomplish in our work as quality professionals. Our missteps allow us to identify paths we needed to take or create new stories and new pathways to emerge within the context of our work. As we share stories of tensions, struggles, and falling down, we realized how important these experiences are in the process of learning, of crafting one’s presence as a human being among human beings, of becoming a quality professional.
We may not have asked for a journey of struggle when we decided to become quality professionals, but the process of becoming tacitly involves struggle and difficulty. There is a clear pattern among individuals who demonstrate the ability to rise strong pain and adversity in that they are able to describe their experiences, and lay meaning to it.
It is important to recognize that simply recognizing and affirming struggle, or that something is not going as it should, does not necessarily lead to productive change. To make a change and to work towards a culture of excellence we must recognize that emotions and feelings are in the game. Learning to lead is an emotionally-laden process. And early-stage professionals feel exceptionally vulnerable within this process. This field requires early-stage professionals to hone their interpersonal, technical, and organizational skills, all while turning their gaze inward to understanding how their positioning in the organization impacts can be utilized for change. Novice professionals often struggle in terms of communicating ideas orally or in writing, being able to manage multiple tasks at once, staying on top of their technical content, or even thinking critically about who they are in the broader world. Early-stage professionals are always on the brink of vulnerability.