The Value of Collaboration

Cathie Leimbach • March 22, 2022

Study after study shows that collaboration improves productivity and results, yet few organizations are highly collaborative. Collaboration involves multiple people or organizations working together to achieve a common goal. It involves a mutual understanding of and commitment to a desired result and working together with a win/win attitude. 


When people with diverse experiences, knowledge, skills, and resources work together the group makes more informed decisions and adds more value to the organization and/or community. When everyone leverages their strengths, both the individuals and the group achieve more and have a greater sense of satisfaction.


However, collaborating requires us to value each other’s opinions and contributions and to support consensus or majority decisions. We have to avoid the tendency to be in charge, doing things our way. Collaboration requires being interested in other people’s ideas, asking for their suggestions, and listening to their input. It explores multiple options and discusses the pros and cons of each before taking action. Unfortunately, in our society, a competitive mindset tends to overpower collaborative efforts. Fortunately, though, examples of successful collaboration can inspire us to take this approach more often.


Let’s look at two recent successes involving safety services departments in and around the City of Lorain, Ohio.  The media frequently alerts us to discord within police and fire departments, but Lorain’s police department is currently seen as a desirable place to work by many officers throughout Lorain County. Lorain’s Police Chief, Jim McCann, is a collaborative leader. He has an advisory council of several police officers with various positions in the force. When the group meets, he updates them on department initiatives and asks them to provide feedback on what is going well or not so well. He listens to their concerns and queries and explains the rationale behind various decisions. Also, Chief McCann values the leadership role of lieutenants and captains by reminding officers to address day-to-day concerns with them. 


He believes that his strengths are best suited to leading within the department so has delegated community relations to an officer with greater strengths in that area. McCann believes his role as Police Chief includes providing clear expectations, communicating effectively, and equipping and supporting his staff for success. 


Chief McCann also believes in collaborating with neighboring cities. Preparations for and security during President Biden’s recent visit to Lorain involved safety services personnel from Amherst and Vermilion. Chief McCann was quick to give much of the credit for Biden’s safe visit to the strong cooperation among the people from all three cities. They worked so well together that the Secret Service praised them for being one of the best local security teams they have worked with. What a great reputation to have!


Collaboration requires thinking and acting beyond our personal interests with the intent of achieving win/win results. Yes, it takes effort to invite diverse involvement and consider multiple perspectives, but I believe the long-term benefits are well worth the effort. What about you? 

Are you Supporting Your Employees to Overcome Hurdles?

By Cathie Leimbach • September 8, 2026
For weeks, Mary had been frustrated with frequently occurring delays in shipping. During her one-on-one with her supervisor, she finally told him what was going on. He listened, asked questions, and said he would look into it. She left the meeting feeling encouraged. Maybe this situation would finally get resolved. A week later, her supervisor started their one-on-one by asking “So, what do you want to talk about today?” He didn’t mention what he had learned about the problem in shipping. “Of course not!,” she thought. “Nothing is going to change.” So, she sadly replied, “Nothing really. Everything’s fine.” Sometimes employees stop talking because experience has taught them that speaking up doesn’t make any difference. One-on-ones are an opportunity to change that. Give the employee a voice in what gets discussed. Help them address bottlenecks. Follow-up on your to dos from the conversation. It can be as simple as: “Last week we talked about the shipping problem. I checked into it, and here’s what I found out. A possible solution would be this .... How do think that might work? ... What other ideas do you have?” The message is clear: I heard you. I remembered. What you have to say matters. And when employees believe their concerns and ideas matter, they’re more likely to keep speaking up. Conversation is Where Leadership Happens™ What Workplace Conversation Are You Struggling With? Maybe an employee has stopped talking. Maybe you’re dealing with accountability, conflict, attendance, performance—or simply a conversation you’re not quite sure how to approach. Bring it to the FREE Workplace Conversations Clinic on September 21. Join Cathie Leimbach and other leaders to talk through real workplace people challenges, hear different perspectives, and get ideas for moving forward. Register Here 

Build Thinkers, Not Followers

By Cathie Leimbach • September 2, 2026
Many leaders don't set out to become the answer to every question. It happens gradually. Someone asks their leader how to do it because it's faster than figuring it out. Another employee waits because they don't want to make the wrong decision. Before long, you're answering questions your team should be able to answer on their own. The good news is that you don't have to be the answer to every question. You can build a team that thinks, solves problems, and takes ownership without you giving up appropriate control. Here are a few places to start: Ask Before You Answer When someone brings you a problem, don't start by giving them the solution. Instead, ask:  What do you think? What options have you considered? What would you do if I wasn't here? People grow when they think through problems—not when someone else thinks for them. Let Small Decisions Stay Small. Not every decision needs your approval. Look for low-risk opportunities where employees or supervisors can tell the employee to make the call themselves. Confidence grows with experience. Praise Initiative, Even When It's Imperfect. If people believe they'll be criticized every time they make a decision, they'll stop making them. When someone takes ownership, recognize their initiative. Coaching them to make a better decision is easier in the long run than making every decision yourself. Notice the Questions That Keep Coming Back. If you're answering the same questions week after week, don't just answer them faster. Ask why they're still being asked. The issue may not be your people. It may be an unclear expectation, an inconsistent process, lack of training, or a conversation that never happened. Helping people think for themselves doesn't happen in one meeting. It happens through dozens of everyday collaborative conversations that gradually build confidence, judgment, and ownership. Conversation is Where Leadership Happens™ You don't have to figure it all out alone. Bring your workplace people challenges to the FREE Workplace Conversations Clinic September 21. Join Cathie Leimbach and other leaders for a practical conversation about the people challenges you're facing—and leave with fresh perspectives you can put to work. Register HERE