Improving Innovation Collaboration

I first met Keith Ferrazzi at the incentive2innovate Conference at the United Nations. Keith is the author of the best-selling "Never Eat Alone" and the new bestseller "Who's Got Your Back." When his book tour stopped in Seattle the very next week, I had the opportunity to ask Keith on camera about the impact of relationships on innovation and collaboration. Here is what he had to say:





As many of you know, innovation often comes as a result of triumphing over fear - fear of failure, fear of rejection, etc. By creating effective peer support groups in your organization (especially amongst innovation teams), much of this fear can be replaced with trust. As you can imagine, immense power comes from making this substitution.

"Who's Got Your Back" is a book all about the importance of building an inner circle of deep, trusting relationships that create success and won't let you fail. These kind of peer groups can be built both by individuals for personal and professional development, but can also be consciously built within organizations to increase collaboration and team success.

To improve innovation and collaboration it is important to build peer support teams that can reach out to each other for candid feedback - teams who aren't afraid to challenge each other, in order to help the team succeed. Of course people have to feel that it is safe to challenge each other and learn that challenges come not from an intention to criticize, but from having each others back.

Keith Ferrazzi claims that in order to create effective peer support teams, you need to assemble and teach teams of 3-4 people the four core mind-sets, outlined in the book:

1. Generosity


• "This is the base from which all the other behaviors arise. This is the commitment to mutual support that begins with the willingness to show up and creatively share our deepest insights and ideas with the world. It's the promise to help others succeed by whatever means you can muster. Generosity signals the end of isolation by cracking open a door to a trusting emotional environment, what I call a 'safe space' - the kind of environment that's necessary for creating relationships in which the other mind-sets can flourish."


2. Vulnerability


• "This means letting your guard down so mutual understanding can occur. Here you cross the threshold into a safe space after intimacy and trust have pushed the door wide open. The relationship engendered by generosity then moves toward a place of fearless friendship where risks are taken and invitations are offered to others."


3. Candor


• "This is the freedom to be totally honest with those you confide in. Vulnerability clears the pathways of feedback so that you are able to share your hopes and fears. Candor allows us to begin to constructively interpret, respond to, and grapple with that information."


4. Accountability


• "Accountability refers to the action of following through on the promises you make to others. It's about giving and receiving the feet-to-the-fire tough love through which real change is sustained."

Allowing oneself to be vulnerable is incredibly difficult. One of the tools presented to help people achieve vulnerability was 'The Eight Steps to Instant Intimacy':

1. Create an Authentic Environment Around You


2. Suspend Your Predjudices


3. Project the Positive


4. Share Your Passions


5. Talk About Your Goals and Dreams


6. Revisit Your Past


7. What's Keeping Your Up at Night?


8. Future Fears

Being successful at candor is also very difficult. Here is a list of things from the book to keep in mind when you're trying to elicit candor:

1. Find People You Respect


2. Create the Opportunity


3. Make It Clear Any Feedback You Get Is a Gift


4. Acknowledge Your Faults


5. Tell the Other Person What You Plan to Do with the Advice


6. Don't Tell Them What You Want to Hear


7. Ask Specific Questions


8. Take It or Leave It - but Deliver on Safety


9. Paying Them Back

There are a lot of good examples in the book and a lot of good information that brings all of these points together. Managers will definitely create increased innovation and collaboration if they can do a good job of engaging and recognizing employees, while also creating innovation teams that collaborate with vulnerability, generosity, candor, and accountability.

Will your innovation teams be able to find their safe place and have each others' back?


What do you think?

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Braden Kelley is the founder of Business Strategy Innovation, a consultancy focusing on innovation and marketing strategy. Braden is also @innovate on Twitter.

incentive2innovate - Keith Ferrazzi and Don Tapscott

After the welcome speeches concluded, Keith Ferrazzi came out and tried to get people to loosen up and get ready to take risks and collaborate for the greater good during the conference. Keith made several key points including the fact that you can't have innovation unless you have the ability to take social risk.

Keith Ferrazzi talked to the audience about how telling a story is emotional transportation to a place where someone actually cares. He then began to tell a story about his upbringing and being the poorest kid in the best school and how that influenced his life. He linked that to how real innovation requires people to let their guards down, take risks, and care about their teams.

Keith had the audience do two interaction exercises by turning to their neighbors and asking each other "What are you passionate about?" and "What holds you back?" He did this to force people to think about it and to express it.

Don Tapscott, author of "Wikinomics", "Growing up Digital", and "Grown up Digital" took the stage after Keith Ferrazzi. Don started by talking about technology and interconnectedness. Don talked about how the door to his hotel room probably has an IP address, before moving onto a story about a friend who's fence talks to his sprinkler because if a burglar jumps the fence, the sprinkler is the first line of defense.

Don's next topic was the exploration of how generations impact society, and how the digital generation just elected their first President of the United States - Barack Obama. The defining characteristic of the Digital Generation is that they grew up bathed in bits. They turn on their PC when they get home instead of their television. Spending time online instead of watching television changes the way people think and the way their brains function.

From there Don moved on to talk about how the Digital Generation is probably the first generation where kids occupy the position of expert on a subject in the household. He also made the point that just because today's kids don't read the newspaper, it doesn't mean they are not current on the news. The Digital Generation tends to triangulate its news using 60-70 rss feeds instead of picking up a dead tree. Plus, The Daily Show is only funny if you know what is going on in the news.

Don Tapscott talked about how the Net Generation will be characterized by innovation, and how your organization shouldn't have a web site, but instead it should create a self-organizing, vibrant community. Self-organization has been around since human history, but what used to happen over months or centuries now happens over days or weeks. Obama used a platform for self-organization to get elected, but now he is also using it as a platform to govern.

According to Don we are in the era of mass collaboration. So why in this era of self-organization isn't everyone an independent contractor? Well, the costs of search and collaboration are still one reason. As a result, organizations will still be better served by having employees for some time. They will however turn increasingly to open innovation. What is going to be one of the keys for organizations as they move to open innovation?

Well, if you're going to be naked, fitness is no longer optional - Moving to open innovation means being innovationally fit. Idea Connection and Innocentive are just a couple of the companies out there helping to facilitate open innovation.

Don Tapscott closed by talking about how organizations are going to have to adapt to the new generations and to the new realities. He spoke about how education is in trouble, and how the smartest kids try to get an 'A' without going to lecture. With so many existing institutions facing paradigm shifts, will new leaders emerge with new ideas to successfully lead the transformation?


What do you think?


Braden Kelley (@innovate on Twitter)