In a digitally connected world, where platforms such as Facebook, Instagram, Twitter, and Snapchat are home to billions of image-obsessed users, it can be easy to underestimate the power of collaboration.

Yet, high-performing teams make collaboration an art form. They collectively agree that the greater good is of higher importance than the individual win, and they unite around a set of clearly established goals.

“Collaborate” means to work in tandem with another to accomplish what neither could achieve independently or as efficiently. It’s working in partnership with others to fulfill a mutually beneficial objective.

Highly collaborative teams are intentional, transparent, collegial, and mission oriented. Here’s how they work:

1.    They collaborate with intention. Collaboration isn’t created without intentionality. In other words, chief executives don’t stumble their way into cultivating collaborative teams. They demand it, model it, and plan to sustain it. When a leader demands intentionality, teams know that working collaboratively isn’t optional. Their performance is measured in part by their ability to work in tandem with others. CEOs who are most successful in this endeavor go one step further and model the collaboration they wish to see in their teams. Finally, chief executives who value collaboration are always on the lookout for opportunities to collaborate both inside and outside the organization.

2.    They strive for transparency. To sustain a collaborative team, the CEO must commit to being open and honest. This means the goalpost is clearly defined so team members know exactly what they’re working toward. There isn’t a “hide the ball” culture, where people withhold critical information to gain an advantage. Instead, the CEO and the team practice transparency around desired outcomes and factors that could impact those outcomes. Collaborative teams are transparent. They share regular feedback on progress so that other teams they work in conjunction with can course-correct, when necessary.

3.    The develop collegiality. It’s difficult to be collaborative when the team lacks a sense of togetherness, a “we’re in this together” mentality. Collaborative teams have a general interest in others’ well-being. On a more practical level, it’s hard for people to be open and honest with individuals they don’t trust, so a critical step in creating and maintaining a culture of collaboration is for teams to build a sense of cohesiveness.

4.    Their mission drives their efforts. To be collaborative, teams need to commit to set their personal ambitions aside and focus on the organizational mission. They need a general sense that they are working for a higher purpose. This means if it’s good for an individual team member but bad for the company, that team member will yield to the organization’s mission.

5.    They shun triangulation. Triangulation is a manipulative tactic where a person seeks to gain an advantage by driving a wedge between two people or refusing to communicate directly with one person, opting instead to deliver messages through a third party. Triangulation reduces morale and the collaborative spirit that is necessary for success. Collaborative teams communicate directly with one another, even in the face of disagreements or differences of opinion.

Progressive companies test for this ability in employees. When they hire, they’re seeking more than technical skills — they want recruits to demonstrate an ability to work well with others. They want to know what’s in each candidate’s heart. Are they committed to making the organization a success? Will the candidate give their staff credit for successes, or will the candidate insist on taking the glory?

Savvy chief executives are also careful to ensure collaboration isn’t transactional (using the team when it’s beneficial and abandoning them when needs are met) or collusive (meeting the team’s needs in exchange for them meeting the executive’s needs). In other words, you won’t see collaborative teams cutting backroom deals.

Why It Matters

In the absence of collaboration, the wheels of an organization can quickly fall off. If a corporate culture is such that team members are focused on their individual goals, silos are created. Silos create a miserable work existence for everyone, because individuals and teams lack the context for understanding how their function ties back to the organization’s broader mission. It also ensures that individuals and teams are operating without necessary information.

If this resonates with you and you’d like to create or maintain a culture of collaboration, first ensure your organization has strong leadership at the top. The chief executive must continually demand collaboration and hold team members accountable when appropriate. The chief executive should have a zero-tolerance policy for people who won’t collaborate, and make collaboration an organizational value. In doing this, a CEO will ensure that the organization continually meets the expectations of clients, stakeholders, and investors alike.

Clara Conti is an experienced senior executive and sought-out change agent. Her expertise includes a unique combination of sales, marketing, innovation, finance, and technology skills. She is currently a Partner at IBM. Follow her on Twitter at https://twitter.com/ClaraConti.

The postings on this site are my own and don’t necessarily represent IBM’s positions, strategies or opinions.