The three Cs of (real) development: community, connection and co-creation

‘Productivity’, ‘positivity’, ‘efficiency’ and many of the other aspirations of organisational life and leadership are, maybe, accidentally stumbled upon in the business world. But more often a company operating well is the result of an intentional path of learning and development being trodden continuously and deliberately, if not always smoothly. It would be fantastic if brilliant leaders were born rather than crafted, if silver bullet solutions existed to smooth over messy corporate challenges, and if the ‘management’ of people was akin to the prescriptive process of maintaining technology.

But that’s a mere fantasy, a dream best left to the imaginations of those too inexperienced, deluded or stubborn to accept reality. In real life, there are certain fundamentals which must become an integral part of leadership practice, filtering down to as many people as possible within an organisation to produce maximum positive impact. There is no ‘five step solution to creating a great workplace community’ – and there is also no resting on your laurels once you have achieved that; it requires ongoing effort to stay there, plus a willingness to engage in meaningful rather than performative learning and development. The tangible difference for any organisation, and the individuals within it, represents a huge reward which more than compensates for the time and effort spent. So, let’s stop searching for easy answers or chasing unicorns farting rainbows, and pay attention to what might actually make a difference to our collective experience of work: the three Cs.

Community:
According to the dictionary definition of community as a ‘group of people who share common characteristics, interests, or goals’, any workplace could be classified as such. But by virtue of the artificial way in which teams are brought together through the hiring process, rather than the more natural creation of communities based on culture, social identity or hobbies, profession and the primary task of the team or organisation may be the only thing holding the group together.

A key challenge for leaders is to weave new threads of commonality, strengthening bonds and creating a sense of belonging which in turn boosts the collective ability to resolve tensions that arise. But an appropriate balance must be found, where the differences which make each member of the organisation unique are embraced and celebrated – as a heavy focus on conformity makes the organisation start to seem more like a cult than a workplace.

A sense of belonging rather than sameness hinges on leaders having developed awareness around how they show up, delving into how their past experiences have shaped their practices, and in turn how these practices impact those around them. This process gives them the insight needed to inspire a truly connected community around them. 

Connection:
What underpins a strong community is the connections between the people within it, and these can be most sorely tested at work. The challenges each of us faces in the course of our working day, combined with personal stresses which – try as we might – are often difficult to leave at home, are enough to strain close relationships let alone those with colleagues.

Repairing bridges or building new ones where they do not already exist is a further challenge; but once connections are built, we increase the chances of a rise in engagement, wellbeing, resilience and trust – the very things which propel individuals and businesses towards enhanced success. Indeed, Harvard Business Review research found high levels of social connection improved job performance, increased creativity and reduced burnout.

Conversely, if leaders cannot effectively connect with their staff – and key to connection here is the ability to be relational – they create an echo chamber where their own ideas circulate without constructive challenge and collaborative inquiry. Individuals simply nod and agree because they don’t have the motivation to provide an alternative point of view, or fear doing so. With people less likely to speak up, we see collusion, a lack of holding to account, and undiscussables breed like tribbles in a 1970s Star Trek episode. Everyone might be physically sat in the same room, but in reality they are working in isolation.

Co-creation: 
When we move towards a scenario where everyone has a role to play in organising workflows, designing projects, inputting ideas and problem solving, then we start to see co-creation. This fuels a sense of autonomy and, funnily enough, that motivates people in a way that micromanagement never can.

Yet, we also have to accept the flip-side of this coin: if we are all jointly responsible for success, then we must also accept responsibility for failures. An uncomfortable thought: that we may have responsibility – even blame – laid at our feet when things go wrong, but co-creation cannot exist without the presence of accountability on the part of everyone involved.

Once teams have overcome this hurdle and begun to work the relational and behavioural muscles that underpin co-creation, we then maximize the possibility of falling into a rhythm of stronger connecting and sense of community, amplifying the conditions for effective working and, yes, even a happy workplace.

A couple of kickers:
Hold in mind that these are three possible things. It is entirely possible to come up with four, five or ten. We love neat lists, but this work is not neat; the above is a starting not an end point. Also, ‘connection’ does not necessarily mean ‘like’. It is not a requirement in high performing teams that people like each other; they do however need to respect each other. 

Achieving the three Cs:
To reiterate: there is no easy fix or silver bullet solution to achieving community, connection and co-creation, or high performing teams, organisations and leaders for that matter. Each workplace is unique, as is every individual working within it, and that means putting in the hard yards to progress and develop as people, as leaders, and as a workforce. Simultaneously, there are also commonalities and we must accept the human condition and that moments of self-doubt, anxiety and dislike, are part of what it means to be a person on this planet. This does not end when we walk through the door at work.

A first step is acknowledging the above, turning away from the idea that you have created a connected community just by hiring a team and asking them to work together. In beginning to explore a way forward, we might realise just how stunted our own development as leaders, and the development of our organisation in its entirety, has been up to now. Because unless we are creating an environment where everyone can flourish, then organisations will always be colluding with simplistic and idealised notions of what it means to scaffold the conditions within which people can be their best.