3 Invaluable Lessons from David Hawkins

1. People’s definition of “collaboration” differ which makes collaborating difficult.  Having a standard for collaboration helps everyone to be aligned in their expectations.
2. An Exit Strategy is one of the key parts to the collaborative process that often gets left out.
3. Collaborative Working is not for everyone and it is critical to have the buy-in of senior leadership and the partners at the table.

 

This week, host Sue Dyer speaks with David Hawkins, the COO for the Institute for Collaborative Working (ICW). He was awarded the International Standards Marker Award in 2017 by the British Standards Institution. This award was given for his outstanding work and inclusive approach to the field of collaborative business relationships.  The ICW is the thought leader for collaborative working following the development of the unique CRAFT methodology based on the collective experience of the Institute’s Executive Knowledge Network. As a totally self-financing, multi-tiered membership organization the Institute provides practical guidance from extensive experience gained from working across relationships within the commercial, Government and academic arenas.

 

David’s Background and Journey to the Institute for Collaborative Working (02:27)

David started his work with Bechtel in the 60's in commercial and project management.  He always had an interest in "what makes” people tick."  In the 90's he became part of an organization called Partnership Sourcing which later became ICW. He conducted extensive research into the "failings" of partnership.  That led to the development of the "Craft Life-Cycle Model."

 

What is the Institute for Collaborative Working (04:38)

1. Originally set up in 1990 as a UK government initiative.
2. It was designed to promote the concepts of partnering.
3. It is now self-supporting as a not-for-profit membership organization.
4. Membership is from a broad church of industry professions.
5. ICW works with private, corporate and academia sectors.
6. The primary focus is on research knowledge transfer and skills development.

 

The Development of ISO 44001 for Collaboration (07:01)

1. The journey started with CRAFT methodology.
2. Evolved into Pass 11000.
3. Turned into a British Standard in 2010 as BS 11000.
4. Then became International Standard – ISO 44001.

 

The Purpose for Developing the Standard (08:16)

1. Collaboration was a common term, but with no common understanding of meaning.
2. Relationships generally were failing because collaboration was a "buzz-word."
3. Business was becoming more International and more interdependent.

 

The Process of the Collaborative ISO (09:48)

1. There is no quick process.
2. There are 29 different countries involved.
3. An International Committee was formed and mirrored in all of the participating countries.
4. The draft goes through drafting development, critique, voting, approval, to publish.
5. The process was three years long.

 

The Key Areas of Focus for ISO 44001 (11:27)

1. Focus on Relationship Management
2. Establishing appropriate Cultural Visions and Values
3. Collaborative Leadership
4. Competence and Behaviors
5. Developing Trust and Commitment
6. Information and Knowledge Sharing
7. Risk Management
8. Establishing an Exit Strategy

 

The Definition and Example of an Exit Strategy (17:04)

1. Establishing Joint objectives (yours, mine, and ours).
2. Establishing a sound approach to issue resolution (it is not the dispute that is the problem, it is the way it is handled).
3. Consider the Exit Strategy upfront.
4. "When people have clarity of what the roles of disengagement are, you get more effective engagement."

 

Who Do You Envision Using ISO 44001 (25:05)

1. Collaboration is not always the answer.
2. The first four stages of the eight-step model help decide if it's necessary.
3. Encourage people to move away from the hype.
4. Any organization where the desired outcome is predicated by the performance another.

 

Unique Differences Between Teams from Different Countries (31:17)

1. Very few differences
2. Languages
3. Cultures
4. Legal Systems

 

The Importance of Senior Leadership Buy-In (35:09)

It's a "No-Brainer."  If your chief executive thinks collaboration is a waste of time, you are likely never able to get to a really fulfilling collaborative relationship.

 

David’s Greatest Career Challenge and Learning Opportunity (37:58)

The worst moment was working for a director who thought the only incentive for people was how much they got paid.  "If a financial goal is the only reward, you get a distorted view of the world."

 

The Very Best Advice David Has Ever Received (40:23)

1. If you don't know the answer, don't pretend you do.
2. Whenever your boss got difficult my response was, "look boss, you can only fire me once, is this the right time?"

 

Resources for Listeners

• Recommended Website: The Institute for Collaborative Working

 

David’s Favorite Piece of Technology (43:58)

• The “old-fashioned” fountain pen
• Mobile phone

 

Contact David

Contact David on LinkedIn

 

David’s Parting Advice (45:22)

Listen, don't talk so much.  Most people want to share what they know, and if not, perhaps they aren't the best choice of partner.

 

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