Our Story: Part 7 - We Build Trust through Collaboration: A 2018 Close Up

Our Story: Part 7 - We Build Trust through Collaboration: A 2018 Close Up

Our Story: Part 7

We Build Trust through Collaboration: A 2018 Close Up

With the right teams, a streamlined way for stakeholders to be a part of solving the problems, and a little collaboration, the team explored possibilities to decide on the best solutions to work in the complex organizational environment with regulatory constraints and high stakeholder expectations – the ideal business rules, processes, and communication mechanism. They built trust in each other through the simple acts of sharing, communicating, and understanding.

As consultants, our measure of success is our clients’ success. Collaboration makes the team better and the solutions more forward-leaning and less risky. This leads to strong relationships and lasting trust.

Organizations build trust by using a common language and behavior mirrored across all levels of the organization. One of the easiest ways to build trust within an organization is through collaboration:

  • Rather than telling your team, ask for their input
  • Rather than posting a new policy and expecting compliance, form a cross-organizational team and have them write it
  • Rather than demanding loyalty, earn it through involvement, communication, and outreach

Collaboration at this level does take time – but in the end, it saves time. So, don’t use ‘we don’t have enough time’ as an excuse. Instead, adopt a ‘we won’t stay on schedule unless we collaborate from the start.’

About Arc Aspicio
Arc Aspicio is a management, strategy, and technology consulting firm that takes a mission-oriented approach to complex client challenges. Focused on innovation, Arc Aspicio provides services in strategy, design, human capital, operations, analytics and visualization, technology, and information sharing. The company is known for a strong, collaborative culture that values gratitude, provides leadership opportunities, and explores the future. Our teams use a human-centered approach to working with clients and are flexible and responsive within dynamic Government client environments that often have new priorities and evolving missions. We thrive on these situations and promote continuous improvement and new ideas. And, #welovedogs! Follow us on Twitter @arcaspicio or learn more at www.arcaspicio.com.

 

“Trust is the lubrication that makes it possible for organizations to work.”  – Warren Bennis

Without internal trust, organizations cannot build external trust with clients, customers, and stakeholders. Trust drives growth, expansion, innovation, and success.

On a current project, we have significant operational responsibility for completing a large volume of processing at the same time as leading a transformation of both our organization and the clients in parallel. The organization desired to transform for years – but had been ‘stuck’ because of the significant work needed to design the new organization and processes. We created and empowered Tiger Teams (a cross-functional team with different perspectives) to design and recommend solutions. As they worked together and with client leaders, they discovered that their solutions were better because they had collaborated. Collaboration inspired trust and resulted in the right solution.

We had two Tiger Teams, working in parallel, to identify the milestones for transformation, the impact on stakeholders (and the communications and training they’d need), the process changes, etc. The Tiger Teams made progress until a certain point. They were collaborating, right? In their groups, yes, but not across groups. So, the teams began to reach out and pull in stakeholders, ask questions, pose problems, and gather insights. One of the biggest breakthroughs came when the teams teed up what they had learned and involved the stakeholders in solving the problem. That reaching in was the turning point for the integration across the teams. After that, the team met milestone after milestone, realigning the teams to the transformed environment and setting the stage for the client to align their teams next.

 

Blog Our Story

Contributors

Heather Firth |

Heather brings extensive experience in information technology implementation and transformation concentrating on process improvement, organizational change management, and project management. She focuses on client success by finding ways to bring about both effective and efficient business change. Prior to joining Arc Aspicio, Heather spent a number of years supporting various government agencies, including Department of Homeland Security, Department of Defense, Department of State, Housing and Urban Development, and Veterans Administration as a contractor and an independent consultant. In her spare time, Heather is a playwright and actor in a traveling theatre troupe. 

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

LeadersNest Names Lynn Ann Casey a FedFem Award Honoree

Washington, DC, October 19, 2018 — LeadersNest named Arc Aspicio CEO Lynn Ann Casey a FedFem Award Honoree. The FedFem awards salute high-impact women executives and leaders of the government contracting community. FedFem Award Honorees blend their entrepreneurial courage and Federal government support that effectively impacts the industry, national economy, and the local marketplace. 

Boosting the Mission: Developing Acquisition Requirements Guidance

Boosting the Mission: Developing Acquisition Requirements Guidance

To keep up with the fast pace of change in the field of Government acquisitions, Department of Homeland Security (DHS) components are developing their own acquisition requirements (AR) policies. However, without specific timeframes to finalize these policies, DHS agencies often lack guidance on how to develop ARs. Among DHS agencies, the U.S. Coast Guard is leading the way with their own formal policy to describe this process. To compliment the U.S. Coast Guard’s policy, DHS created the Joint Requirements Integration and Management System (JRIMS) to offer direction for agencies—to review, validate, and suggest solutions for capability gaps and requirements.

Top Qualities of Design Thinking Leaders

Top Qualities of Design Thinking Leaders

Design Thinking is on the rise in the business world. Design Thinking leaders focus on creating the best product for their clients and working with the experiences and insight of fellow coworkers. Some of the key characteristics of Design Thinking leaders present themselves in individuals who are open and subject themselves to vulnerability with clients and coworkers. These qualities help leaders to connect and build relationships with others. They also create an open flow of communication that allows for others to better share their knowledge to align with and understand the company's mission.

Think, Key, Speak: Purposeful Communications

Think, Key, Speak: Purposeful Communications

I spent the early years of my career in the United States Navy as a Naval Flight Officer on the E-2C Hawkeye, the Navy’s aircraft carrier-based Airborne Early Warning and Command and Control platform. The various missions of the aircraft demand that aircrew monitor up to ten radio frequencies, and actively speak on three or four of those, at any given moment in flight.

How Can Communities Ready Themselves for a Major Power Grid Event?

How Can Communities Ready Themselves for a Major Power Grid Event?

Communities are often the foundation for an expedited recovery following major events. But how can communities strengthen their response to, for example, a major cyber-attack or natural event, such as an Electronic Magnetic Pulse solar flare? A United States electrical grid failure could destroy a number of the nation’s high voltage transformers causing widespread outages for several weeks, even months. A public health emergency could quickly ensue particularly among the vulnerable as the ripple effects cause significant societal disruption. The Federal Emergency Management Agency’s (FEMA) strategic plan encourages and empowers communities to prepare for the inevitable impacts of future disasters. How can communities prime for major events?

Confessions of a Chief Strategy Officer

Confessions of a Chief Strategy Officer

I’ll admit it, I was a little smug. After more than 20 years in the consulting business helping clients develop, implement, and integrate their strategies, I thought… “how hard could it be to do the same things for my own company – a company of consultants?” I had the commitment of my leadership, a group of talented people, and a plan and resources to grow the company. We had energy and we had a great process and tools to successful. What could go wrong?