When Lynnda and I do team building and leadership training, one of the exercises we do is to divide the group into teams.

We give each team a 1-pound box of spaghetti and a bag of large marshmallows. Then we instruct them to build a tower as tall as they can in 10 minutes using only the spaghetti and marshmallows. The goal is to have them work together as a team toward a common goal. When finished we measure the height of the tower. We check to see if or who they selected as a leader. Hundreds of teams have built these towers in the last 30 years. Teams of middle, high school and college students as well as corporate groups from field people to executives. It’s always done the same way so we can compare results.

The tallest tower ever was 54 inches tall, built by a group of five women with mixed backgrounds in 2013. It was so sturdy they carried it around the ballroom. When asked, “Who was the leader?” their response was, “We didn’t have one. We collaborated.” We’ve learned, teams with members having diverse skills do better. Teams of engineers only didn’t do well. They were typically out performed by high school students. It may be engineers lacked creativity or the people skills to be an effective team. However, teams with one engineer and others of diverse skills did very well.

A few years ago, one team of managers led by an executive VP almost caught the ladies by building a tower 51 inches tall. The executive VP was the leader, not a boss or commander.

Collaboration is the action of working with someone or a group to create or produce something. It requires commitment to the possibility of producing an outcome greater than one person can do by themselves.

Collaboration requires discussion, listening and questioning. Working collaboratively, we can produce better results because the team can take advantage of everyone’s unique abilities.

When I became a district manager, the district I took over had one of the lowest revenues and profit margins of any in the country. They had a terrible safety record and “No moral” according to one young engineer. The district I left as assistant manager was one of the most profitable and successful in the company. Moral was high. People were proud of their accomplishments.

The manager I was replacing was a dictator. He ran the show and made most of the decisions. His people told him what they thought he wanted to hear. No one questioned him.

As the youngest member of the leadership team, I knew I wasn’t the brightest bulb and needed the experience of my team members. If I suggested an idea, my concern was, the team would tell me it was a good idea because of my position. One morning at the staff meeting, I pitched a really stupid idea to get their response. We went around the table. Everyone said “yes” until it came to my assistant manager sitting next to me. “Greg, are you sure you want to do that?” “No”, I responded, “I don’t want to do it at all. I just wanted to see who would stop me.”

The ice was broken. The team opened up and began to give me honest feedback. We collaborated especially on big decisions. I had ultimate authority but rarely needed to use it. The responsibility for the district’s performance was still mine. Now I had my team’s experience and creativity to help me. We became successful. It was important to praise people for their contributions. We let upper management know our success was because of the work of the team, not just me.

When the industry hit a downturn, thanks to our people, we continued to grow. Soon we led the region in revenue and profit. We stopped having vehicle accidents and injuries. People got raises, promotions, bonuses and other perks because of our success. Most important they developed a pride and belief in themselves and their team. People were willing to share thoughts and ideas. They questioned decisions that didn’t make sense to them. Everything changed. All ideas weren’t good. Some were bad. No idea

was ever laughed at. The person with the bad idea today, could have a brilliant idea tomorrow. The worst thing someone could do was to remain silent. We needed everyone’s input.

Businesses, our country and the world have many problems and challenges. We are capable of solving them if we work together collaboratively. We can’t be silent. No person or group has all the right ideas. As I travel and visit with people, I see a lot of hesitancy from smart creative people to speak up or question company leadership, the government or even popular beliefs. People are afraid to lose their jobs or be attacked if they disagree. Some have been bullied or intimidated into silence. We need to be civil and respectful but not silent.

The last thing I wanted to hear after an accident or a failure was, “I knew that was going to happen.” See something. Say something. Where are the engineers who are watching baseload power be shut down and replaced with intermittent renewables as demand for power increases and say nothing? Will they speak after a major blackout kills people? Anyone, including the government, who is afraid to be questioned or forces those who disagree to be silent must have something to hide or they know their argument is weak. Disagreement makes us stronger if our position is based on fact and not fantasy. Solving climate issues or any other challenge isn’t difficult with collaboration if people are encouraged to share their ideas and speak honestly. Science is never settled.

Open honest, respectful discussion can lead to success. The founding fathers understood the importance of free speech. Five smart women showed me the power of collaboration. All things are possible.

Greg Kozera, gkozera@shalecrescentusa.com, is the director of marketing and sales for Shale Crescent USA, www.shalecrescentusa.com. He is a professional engineer with a master’s in environmental engineering and over 40 years’ experience in the energy industry. He is a professional speaker and author of four books and numerous published articles.