Tricia Cerrone and Edward J. van Luinen, Ed.D think about their next collaboration.
What is the hallmark of a successful collaboration?
When thinking of growing a partnership between two disparate brands (or personal brands), it’s helpful to take a step back and consider what are the overarching goals of each individual. What are they trying to accomplish? What is the timeline for said accomplishments? How can both sets of goals be blended into one, clear partnership? I sat down with Tricia Cerrone and Edward J. van Luinen, Ed. D to chat collaborate and business.
"Tricia and Edward's work on collaboration brings sanity and effective communication to today's workplace through their calm and thoughtful approach that benefits new and experienced workers alike." suggests Dan McBrearty, Chief Development Officer, Under Canvas Inc.
Courage and collaboration are hallmarks of Tricia Cerrone’s global leadership experience, whether it is leading a project, innovating new designs, or overseeing a portfolio of work. With a keen eye for talent and more than 20 years on the business and production side of designing and delivering technically challenging projects at Disney and other Fortune 500 companies, Cerrone is adept at inspiring and motivating teams toward successful outcomes while advancing careers and developing new leaders.
Edward J. van Luinen, Ed.D is CEO and Board Advisor of Global Talent Builders, LLC, a worldwide recruiting, change, DE&I, and workforce development company in Pasadena, California. His corporate talent and change experience features Walt Disney Imagineering, Sony, Heineken, and Avon Products, Inc. Luinen’s collaboration motto is “advance a team member when you advance yourself.” He has worked in Africa, Europe, and North America. Luinen collaborates in both French and English.
"Tricia and Edward truly understand the importance of soft skills in our ever-changing, hybrid workforce. Their work on collaboration brings sanity, efficiency, and fun back to the workplace. Plus they are excellent role models!" offers Patti Burke, Senior Executive Creative Entertainment.
Tricia Cerrone and Edward J. van Luinen are co-leaders of Authentic Collaboration, a new way to work and lead that they promise brings our humanity back to the workplace. Their consulting business focuses on leading collaboration – an often misunderstood concept in the business world.
Goldie Chan: How did you two end up working together to build “Authentic Collaboration”?
Edward J. van Luinen: We were assigned.
Tricia Cerrone: It could have been awkward. Edward was very gracious. I remember our leader was sharing his plan and I was shaking my head trying to clue him in while he was nodding his head saying I think you will both work great together. It was nothing against Edward. I just had enough work already, and projects with co-leaders and no clear accountability can be a bit iffy. Fortunately, we did a few things right, with a relationship-building coffee chat immediately after this introductory meeting where we covered how and when to communicate with each other and what we needed to do in terms of milestones.
Luinen: We had to collaborate then build a team that could collaborate - quickly and purposefully. And, delightfully, we started to see that the team imitated how we treated and spoke to each other as we worked and addressed challenges. It was like watching our own collaboration amplified in a practical way. Our first project together had an energy that was powerful. But only after we debriefed our first team meeting did we identify why there was a spark to collaborate and what was missing from other situations.
Chan: That sounds interesting. I want to know more about what you did, but first can you talk about what that energy looked like on the team?
Cerrone: Our team had energy and passion for the work. They were engaged in solving problems without us and bringing solutions to the table. They covered each other’s backs. They would help each other in their career growth or recommend resources. Their cars were always there later than others – not because we asked them to stay late.
Luinen: Some early and exciting team metrics for us included how they visibly advanced one another’s ideas and skills in meetings; brought in new team members and trained them up proactively; and the frequency of spill over, informal conversation time they had after our team meetings ended. Ultimately, they grew in confidence and were recognized by other leaders – who then wanted to poach them. Our professional brand and theirs improved as collaborative leaders to where people noticed and commented.
Cerrone: And the work, even when challenging, just seemed easier. There was a sense of community on the team and a oneness and respect for each other in driving toward success. I was having more fun at work than ever.
Luinen: Me too. I looked forward to talking with my co-leader rather than dreading it.
Cerrone: Thanks! I always knew it would be fun to connect with Edward on progress updates and we were always able to encourage one another and leave each other with practical advice or a just-in-time resource that left us stronger and calmer.
Chan: What do you attribute to that energy and ease of collaboration?
Cerrone: Authentic Collaboration has five behaviors. These show up daily and differently at various stages in a project. At the beginning, generosity was key in our project. We always assumed positive intent and made sure our team did too. We let them know we were there to help them succeed on the project and in their career and did things to make that evident.
Luinen: From the start we gave the team a clear noble purpose (why this project is important to the company and world) and helped them each see how important their personal role was in that. We also had everyone share what they wanted to learn professionally on the project - us included. This started the team off in a way that was more positive and vulnerable. Everyone was recognized for their skills and experience up front, and everyone also acknowledged they had much to learn. We were there to support each other not just on the project but to help achieve each other’s professional growth. The result was trust and openness early on.
Cerrone: The number one thing that neuroscientists have found that triggers satisfaction and happiness in the brain is helping another person. Our team immediately knew concrete ways to help each other. So they did. And in helping each other’s development they built their personal relationships and professional networks, resulting in better communication regarding the actual work.
Chan: So essentially - generosity. What are the other behaviors?
Cerrone: There are five - and we usually spend thirty minutes on each - but here is the quick overview! Generosity, Resourcefulness, Co-Creation, Preference for Action, and Gratitude. Generosity assumes positive intent first in all things and is about consistently seeking and giving the greater good for each person. Resourcefulness is about always learning and growing so you have the right knowledge and tools when you need them.
Luinen: Co-Creation has listening at its core and patiently asking questions to dig deeper before you dismiss any ideas. Co-creation takes a little more time upfront but pays dividends after. You get more ideas and often a more airtight solution. Preference for Action is about doing something – anything – rather than sit and wait for a leader to tell you what to do.
Cerrone: Like pick up the phone and call for information. Walk around the office and take a poll or ask for anecdotal information on a project. Run a test and see the results because even failure gives you useful information. And last, Gratitude, which is to celebrate and give thanks. Thank people individually and specifically on a regular basis. Also make sure you do group or project celebrations at key milestones so the team can breathe, connect, refresh and assess how far they have come.
Chan: It sounds easy. Why aren’t more people doing this?
Cerrone: I think people don’t realize the reason why certain things work so they might do some things naturally but aren’t consistent.
Luinen: We really talk about this being a work-style change. Once these are set as expectations then it’s about growing these behaviors every day and looking for how to best live them. And that takes more thought, awareness and practice. But definitely not brain surgery.
Cerrone: Exactly. These are behaviors anyone can do regardless of their skills, personality, leadership style, or beliefs. When you behave in these ways, your team starts to respond differently and imitate your leadership. That’s what changes the culture at a company for good, versus telling people what the culture is without knowing what to do to achieve it.
Luinen: And that’s what makes a good company brand, leadership brand and personal brand. The effect is team members want to stay on your team and with your company for the long term which saves the cost of turnaround. It’s also draws great new talent to you and develops trust with peers.
Chan: Is there a pitfall to collaboration?
Cerrone: Not so much a pitfall as there are barriers to collaboration, specifically because of our own failings, previous experiences, or fears. We generally identify three key ones that we see in leaders the most. Pride, ego and insecurity.
Luinen: Sometimes people don’t see in themselves how those behaviors are showing up so it’s important to have those work examples for self-reflection then be able to conquer the barrier with a positive behavior or two. It also makes people feel better about themselves.
Cerrone: Growth is a basic human need. Positive growth in an accepting and kind environment often bears the best fruit the fastest. Asian cultures actually have a lot of psychological insight when you think of the concept of “saving face”. Westerners don’t do this as well, but a person who is embarrassed or has shame is much less likely to show up, speak up and take risks. They are more likely to hide, and if cornered… well, just think about that reaction.
Luinen: To collaborate well requires more self-awareness — and this is not an easy skill yet ultimately should nudge leaders and teams to bring more of themselves to the team. Everyone feels more safe when this happens. With more comfort, we can then look at the work, the schedule, and the opportunity to be collaborative throughout the day and week. It helps to be targeted and tactical at first, until the five behaviors become more natural.
Chan: If a leader needed a roadmap, broadly speaking, how would they learn or develop their collaborative brand? What does that look like?
Cerrone: Great question. First learn the behaviors. Avoid the barriers, then set the expectations on your team regarding those. Use your regular one on one meetings and team meetings to enforce the behaviors and practice them. They are especially useful when problem-solving, innovating, or in crisis. That’s when resourcefulness and co-creation thrive. Being able to ask open questions to explore an idea or solution is hard at first, so learn to do that from the beginning.
Chan: Can you explain open questions in the context of collaboration?
Luinen: Yes. Let’s say there’s a problem with manufacturing and you have solve the schedule issue that arises. You don’t know where the great ideas or solutions will come from, so take the time to dig into a thought when someone speaks up. Ask them, “Can you talk more about that?” “What inspired that idea?” “Why might that work?”
Cerrone: This also gives others the courage to offer ideas. If you immediately say “No, that won’t work,” not many other people will want to stand up only to get shot down. As a leader, you might have information as to why it won’t work, but when you don’t explore it, you often miss a nuance of why it could work now, or what in the idea could be taken and used. We are often too quick with our judgment. If you stop and ask questions you will create a new type of energy on the team and people will be bringing new ideas and solutions much more often – in part because they will feel more safe to do so.
Luinen: And the positive energy gets people excited and wanting to show up over and over.
Cerrone: Agreed! It’s where the passion for work begins to grow again. Which is probably a good spot for us to end. We do more in-depth work with management teams in our workshops, but if you start to work on just the five authentic collaboration behaviors, your brand as a collaborator will grow naturally and people will be drawn to work with you.
Chan: Thank you both so much. Tricia and Edward do coaching, talks and workshops. You can learn more on their website: authentic-collaboration.com or follow Authentic Collaboration on Linkedin.
