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Collaboration and teams


COLLABORATIVE OVERLOAD

Too much teamwork exhausts employees and saps productivity. Here’s how to avoid
it.
by
 * Rob Cross,
 * Reb Rebele,
   and
 * Adam Grant

by
 * Rob Cross,
 * Reb Rebele,
   and
 * Adam Grant

From the Magazine (January–February 2016) · Long read
Artwork: Paul Villinski, Heat, 2014, aluminum (found cans), wire, soot 
Summary.    Collaboration is taking over the workplace. According to data
collected by the authors over the past two decades, the time spent by managers
and employees in collaborative activities has ballooned by 50% or more. There is
much to applaud about these...more
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 * Post
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 * Save
 * Get PDF
 * Buy Copies
 * Print

IDEA IN BRIEF

THE SITUATION

Over the past two decades, the amount of time managers and employees spend on
collaborative work has ballooned. At many companies people now spend about 80%
of their time in meetings or answering colleagues’ requests.

THE PROBLEM

Although the benefits of collaboration are well documented, the costs often go
unrecognized. When demands for collaboration run too high or aren’t spread
evenly through the organization, workflow bottlenecks and employee burnout
result.

THE SOLUTION

Leaders must learn to better manage collaboration in their companies by mapping
supply and demand, eliminating or redistributing work, and incentivizing people
to collaborate more efficiently.

Collaboration is taking over the workplace. As business becomes increasingly
global and cross-functional, silos are breaking down, connectivity is
increasing, and teamwork is seen as a key to organizational success. According
to data we have collected over the past two decades, the time spent by managers
and employees in collaborative activities has ballooned by 50% or more.

Certainly, we find much to applaud in these developments. However, when
consumption of a valuable resource spikes that dramatically, it should also give
us pause. Consider a typical week in your own organization. How much time do
people spend in meetings, on the phone, and responding to e-mails? At many
companies the proportion hovers around 80%, leaving employees little time for
all the critical work they must complete on their own. Performance suffers as
they are buried under an avalanche of requests for input or advice, access to
resources, or attendance at a meeting. They take assignments home, and soon,
according to a large body of evidence on stress, burnout and turnover become
real risks.

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 * IN DEMAND, YET DISENGAGED
   
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    * Rob Cross
    * Reb Rebele
    * Adam Grant

What’s more, research we’ve done across more than 300 organizations shows that
the distribution of collaborative work is often extremely lopsided. In most
cases, 20% to 35% of value-added collaborations come from only 3% to 5% of
employees. As people become known for being both capable and willing to help,
they are drawn into projects and roles of growing importance. Their giving
mindset and desire to help others quickly enhances their performance and
reputation. As a recent study led by Ning Li, of the University of Iowa, shows,
a single “extra miler”—an employee who frequently contributes beyond the scope
of his or her role—can drive team performance more than all the other members
combined.

But this “escalating citizenship,” as the University of Oklahoma professor Mark
Bolino calls it, only further fuels the demands placed on top collaborators. We
find that what starts as a virtuous cycle soon turns vicious. Soon helpful
employees become institutional bottlenecks: Work doesn’t progress until they’ve
weighed in. Worse, they are so overtaxed that they’re no longer personally
effective. And more often than not, the volume and diversity of work they do to
benefit others goes unnoticed, because the requests are coming from other units,
varied offices, or even multiple companies. In fact, when we use network
analysis to identify the strongest collaborators in organizations, leaders are
typically surprised by at least half the names on their lists. In our quest to
reap the rewards of collaboration, we have inadvertently created open markets
for it without recognizing the costs. What can leaders do to manage these
demands more effectively?


PRECIOUS PERSONAL RESOURCES

First, it’s important to distinguish among the three types of “collaborative
resources” that individual employees invest in others to create value:
informational, social, and personal. Informational resources are knowledge and
skills—expertise that can be recorded and passed on. Social resources involve
one’s awareness, access, and position in a network, which can be used to help
colleagues better collaborate with one another. Personal resources include one’s
own time and energy.

These three resource types are not equally efficient. Informational and social
resources can be shared—often in a single exchange—without depleting the
collaborator’s supply. That is, when I offer you knowledge or network awareness,
I also retain it for my own use. But an individual employee’s time and energy
are finite, so each request to participate in or approve decisions for a project
leaves less available for that person’s own work.



Up to a third of value-added collaborations come from only 3% to 5% of
employees.



Unfortunately, personal resources are often the default demand when people want
to collaborate. Instead of asking for specific informational or social
resources—or better yet, searching in existing repositories such as reports or
knowledge libraries—people ask for hands-on assistance they may not even need.
An exchange that might have taken five minutes or less turns into a 30-minute
calendar invite that strains personal resources on both sides of the request.

Consider a case study from a blue-chip professional services firm. When we
helped the organization map the demands facing a group of its key employees, we
found that the top collaborator—let’s call him Vernell—had 95 connections based
on incoming requests. But only 18% of the requesters said they needed more
personal access to him to achieve their business goals; the rest were content
with the informational and social resources he was providing. The second most
connected person was Sharon, with 89 people in her network, but her situation
was markedly different, and more dangerous, because 40% of them wanted more time
with her—a significantly greater draw on her personal resources.

We find that as the percentage of requesters seeking more access moves beyond
about 25, it hinders the performance of both the individual and the group and
becomes a strong predictor of voluntary turnover. As well-regarded collaborators
are overloaded with demands, they may find that no good deed goes unpunished.

The exhibit “In Demand, Yet Disengaged,” reflecting data on business unit line
leaders across a sample of 20 organizations, illustrates the problem. People at
the top center and right of the chart—that is, those seen as the best sources of
information and in highest demand as collaborators in their companies—have the
lowest engagement and career satisfaction scores, as represented by the size of
their bubbles. Our research shows that this ultimately results in their either
leaving their organizations (taking valuable knowledge and network resources
with them) or staying and spreading their growing apathy to their colleagues.



Leaders can solve this problem in two ways: by streamlining and redistributing
responsibilities for collaboration and by rewarding effective contributions.


REDISTRIBUTING THE WORK

Any effort to increase your organization’s collaborative efficiency should start
with an understanding of the existing supply and demand. Employee surveys,
electronic communications tracking, and internal systems such as 360-degree
feedback and CRM programs can provide valuable data on the volume, type, origin,
and destination of requests, as can more in-depth network analyses and tools.
For example, Do.com monitors calendars and provides daily and weekly reports to
both individual employees and managers about time spent in meetings versus on
solo work. The idea is to identify the people most at risk for collaborative
overload. Once that’s been done, you can focus on three levers:


ENCOURAGE BEHAVIORAL CHANGE.

Show the most active and overburdened helpers how to filter and prioritize
requests; give them permission to say no (or to allocate only half the time
requested); and encourage them to make an introduction to someone else when the
request doesn’t draw on their own unique contributions. The latest version of
the team-collaboration software Basecamp now offers a notification “snooze
button” that encourages employees to set stronger boundaries around their
incoming information flow. It’s also worth suggesting that when they do invest
personal resources, it be in value-added activities that they find energizing
rather than exhausting. In studying employees at one Fortune 500 technology
company, we found that although 60% wanted to spend less time responding to ad
hoc collaboration requests, 40% wanted to spend more time training, coaching,
and mentoring. After their contributions were shifted to those activities,
employees were less prone to stress and disengagement.

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To stem the tide of incoming requests, help seekers, too, must change their
behavior. Resetting norms regarding when and how to initiate e-mail requests or
meeting invitations can free up a great deal of wasted time. As a step in this
direction, managers at Dropbox eliminated all recurring meetings for a two-week
period. That forced employees to reassess the necessity of those gatherings and,
after the hiatus, helped them become more vigilant about their calendars and
making sure each meeting had an owner and an agenda. Rebecca Hinds and Bob
Sutton, of Stanford, found that although the company tripled the number of
employees at its headquarters over the next two years, its meetings were shorter
and more productive.

In addition, requests for time-sapping reviews and approvals can be reduced in
many risk-averse cultures by encouraging people to take courageous action on
decisions they should be making themselves, rather than constantly checking with
leaders or stakeholders.


LEVERAGE TECHNOLOGY AND PHYSICAL SPACE TO MAKE INFORMATIONAL AND SOCIAL
RESOURCES MORE ACCESSIBLE AND TRANSPARENT.

Relevant technical tools include Slack and Salesforce.com’s Chatter, with their
open discussion threads on various work topics; and Syndio and VoloMetrix
(recently acquired by Microsoft), which help individuals assess networks and
make informed decisions about collaborative activities. Also rethink desk or
office placement. A study led by the Boston University assistant professor Stine
Grodal documented the detrimental effects of team meetings and e-mails on the
development and maintenance of productive helping relationships. When possible,
managers should colocate highly interdependent employees to facilitate brief and
impromptu face-to-face collaborations, resulting in a more efficient exchange of
resources.


CONSIDER STRUCTURAL CHANGES.

Can you shift decision rights to more-appropriate people in the network? It may
seem obvious that support staff or lower-level managers should be authorized to
approve small capital expenditures, travel, and some HR activities, but in many
organizations they aren’t. Also consider whether you can create a buffer against
demands for collaboration. Many hospitals now assign each unit or floor a nurse
preceptor, who has no patient care responsibilities and is therefore available
to respond to requests as they emerge. The result, according to research that
one of us (Adam Grant) conducted with David Hofmann and Zhike Lei, is fewer
bottlenecks and quicker connections between nurses and the right experts. Other
types of organizations might also benefit from designating “utility
players”—which could lessen demand for the busiest employees—and possibly
rotating the role among team members while freeing up personal resources by
reducing people’s workloads.


REWARDING EFFECTIVE COLLABORATION

We typically see an overlap of only about 50% between the top collaborative
contributors in an organization and those employees deemed to be the top
performers. As we’ve explained, many helpers underperform because they’re
overwhelmed; that’s why managers should aim to redistribute work. But we also
find that roughly 20% of organizational “stars” don’t help; they hit their
numbers (and earn kudos for it) but don’t amplify the success of their
colleagues. In these cases, as the former Goldman Sachs and GE chief learning
officer Steve Kerr once wrote, leaders are hoping for A (collaboration) while
rewarding B (individual achievement). They must instead learn how to spot and
reward people who do both.

WHY WOMEN BEAR MORE OF THE BURDEN

The lion’s share of collaborative work tends to fall on women. They’re
stereotyped as communal and caring, so ...



Consider professional basketball, hockey, and soccer teams. They don’t just
measure goals; they also track assists. Organizations should do the same, using
tools such as network analysis, peer recognition programs, and value-added
performance metrics. We helped one life sciences company use these tools to
assess its workforce during a multibillion-dollar acquisition. Because the deal
involved consolidating facilities around the world and relocating many
employees, management was worried about losing talent. A well-known consultancy
had recommended retention bonuses for leaders. But this approach failed to
consider those very influential employees deep in the acquired company who had
broad impact but no formal authority. Network analytics allowed the company to
pinpoint those people and distribute bonuses more fairly.

Efficient sharing of informational, social, and personal resources should also
be a prerequisite for positive reviews, promotions, and pay raises. At one
investment bank, employees’ annual performance reviews include feedback from a
diverse group of colleagues, and only those people who are rated as strong
collaborators (that is, able to cross-sell and provide unique customer value to
transactions) are considered for the best promotions, bonuses, and retention
plans. Corning, the glass and ceramics manufacturer, uses similar metrics to
decide which of its scientists and engineers will be named fellows—a high honor
that guarantees a job and a lab for life. One criterion is to be the first
author on a patent that generates at least $100 million in revenue. But another
is whether the candidate has worked as a supporting author on colleagues’
patents. Corning grants status and power to those who strike a healthy balance
between individual accomplishment and collaborative contribution. (Disclosure:
Adam Grant has done consulting work for Corning.)

Collaboration is indeed the answer to many of today’s most pressing business
challenges. But more isn’t always better. Leaders must learn to recognize,
promote, and efficiently distribute the right kinds of collaborative work, or
their teams and top talent will bear the costs of too much demand for too little
supply. In fact, we believe that the time may have come for organizations to
hire chief collaboration officers. By creating a senior executive position
dedicated to collaboration, leaders can send a clear signal about the importance
of managing teamwork thoughtfully and provide the resources necessary to do it
effectively. That might reduce the odds that the whole becomes far less than the
sum of its parts.

A version of this article appeared in the January–February 2016 issue (pp.74–79)
of Harvard Business Review.
Read more on Collaboration and teams or related topics Managing employees and
Burnout
 * Rob Cross is the Edward A. Madden Professor of Global Leadership at Babson
   College, founder of the Connected Commons, and the author of Beyond
   Collaboration Overload (Harvard Business Review Press, 2021).
 * Reb Rebele is a researcher for Wharton People Analytics and teaches in the
   Master of Applied Positive Psychology (MAPP) program at the University of
   Pennsylvania.
 * Adam Grant is an organizational psychologist at Wharton and the author of
   Think Again: The Power of Knowing What You Don’t Know (Viking, 2021).

 * Tweet
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Read more on Collaboration and teams or related topics Managing employees and
Burnout
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COLLABORATION OVERLOAD IS SINKING PRODUCTIVITY

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