Collaboration holds the key to solving many of the world's problems, yet achieving it requires a fundamental shift in leadership mindset that is so often lacking, leading to dire consequences. Many organizations struggle with this, especially those operating in a matrix structure, where teams are focused only on their individual functions and goals, leading to a ‘silo’ mentality where no one wants to say ‘yes’ to collaboration, and it’s very easy to say ‘no’, due to different reporting lines. This inevitably leads to compromised performance, reduced competitive advantage, and ultimately, lower customer satisfaction.

So, what is the necessary shift in mindset, and how can it be achieved? The world of team sports provides valuable insights, as the impact of a lack of collaboration is immediately seen in the results. My name is Mark Denton, and it is from this world that I have gleaned valuable lessons, as I was fortunate enough to lead a team in the 'world's toughest' around-the-world yacht race, an experience that has become the focal point of my keynote speaking.

The race, known as the Global Challenge, featured 12 teams racing for 10 months and 32,000 miles against the spin of the Earth, making the journey longer and more arduous. The race consisted of 7 stages of varying durations, with the shortest lasting just 3 days and the longest 42. Each team was equipped with identical yachts and equipment, leveling the playing field and making the race a pure test of leadership and teamwork.

What set this race apart was that the crews, comprised of 17 individuals per team, were 100% amateurs, with varying ages, backgrounds, and nationalities, similar to the diverse teams found in today's business world. Moreover, the crew members had never met each other before the race, and 70% of them were new to sailing. These were ordinary people striving to achieve the extraordinary, each paying a significant fee to participate, effectively making them customers in their own right. As professional skippers, we had just 3 weeks to pull our teams together before the start of the race.

The lead-up to the race was a whirlwind of team development, sailing practice, and preparations. One crucial aspect of our preparation was defining our goal, which we set as ‘the podium’, as in sports, you are either up there or you’re not. We then distilled our thoughts about how to deliver that into three core team Values: 'Safe', 'Happy', and 'Fast'. 'Safe' encompassed both physical and psychological safety, creating a culture that prioritized both safe operations as well as fostering an environment where team members could speak up with concerns or suggestions without fear of repercussions. 'Happy' focused on maintaining high morale, as happy teams are more productive and cohesive. And 'Fast' emphasized efficiency, performance, and learning quickly, as slow boats never win.

To ensure continuous operation, we split the team into two shifts, or 'watches’, allowing us to sail 24 hours a day. And before we knew it we were on the start line of the first stage. However, as a team we struggled early on in the race, finding ourselves in 10th place by day 3. It became evident that the two watches had started competing against each other, measuring their performance against one another rather than working collaboratively. This behavior not only affected motivation but also hindered the sharing of information, critical to climbing the steep learning curve. And at complete odds with our Values. This dynamic, while surprising, is a common challenge in organizations, where teams lose sight of the bigger picture.

On day 3, during our daily meeting, I addressed this issue, seeking to shift the team's focus from internal competition to collaboration. I encouraged open dialogue, emphasizing that our current situation was an opportunity to learn and improve, rather than a failure. This approach encouraged team members to share their perspectives and suggestions, leading to the implementation of new strategies and practices where we would work together as one. As a result, our performance steadily improved, and by day 17, we crossed the finish line in 2nd place. And with a team that was very much 'Safe', 'Happy', and 'Fast'.

To foster collaboration in your organization, consider the following steps:

• Get the right people in the room.

• Approach challenges with questions rather than answers.

• Elevate the conversation to the bigger picture, highlighting the need for collaboration.

• Create a 'Safe' environment where failure is viewed as a learning opportunity.

• Encourage everyone to contribute ideas for achieving a 'Happy' outcome for all.

• Implement 'Fast' low-risk experiments to test new ideas and strategies.

Mark Denton is an international award-winning speaker who is 'rewriting the rules for a brave new world.' He is available exclusively in the US through Executive Speakers Bureau.