Sure, we're on the same page (but I'm not sure what book we're reading...)

Does your organization have communication challenges? And/or do you seem to have trouble coordinating with one colleague consistently? Me, neither ... but, just for giggles, let's see if we can learn something from exploring this challenge that others seem to have....

In a phrase, successful collaboration requires that we be on the same page, aligned with colleagues in our collective work efforts and product ... and yet the reality is that communicating and collaborating effectively is often far more challenging than we tend to assume, with the result that if we get the work done correctly and in time it's a real s@#t show behind the scenes or if we don't get it done correctly and in time it tends to degenerate into the Blame Game, Chapter 37....

So how do we get and stay on the same page with our colleagues? How do we ensure that projects with multiple contributors - sometimes also located in multiple offices/states/countries - are led effectively so that the collaboration is synergistic?

In a word, leadership. In two words, proactive leadership. In three, thoughtful, proactive leadership. And, finally, in four words, thoughtful, proactive, multi-channel leadership. Successful collaboration requires that we be planful, proactive, leaderful and multi-media in our approach, thereby ensuring that colleagues with different roles and responsibilities can contribute in meaningful, well-coordinated ways that result, ultimately, in meeting or exceeding client-focused goals.

Let's parse each of these dimensions carefully:

Let's start with leadership, because, in the end, if we don't have it, nothing will get done, or, perhaps more accurately, things will get done but not well enough to achieve the ostensible goals.

Think about it: Have you ever been a part of a large project with a lot of moving parts that, because of a lack of leadership, ended up being a huge cluster----? Yeah, me, too. What went wrong? Invariably, the project was not led effectively, especially relative to the communication required to keep everyone on the same page and the check-in interactions required to keep everyone accountable for their contributions.

So, in multi-faceted project efforts, a leader - or possibly, a small number of co-leaders - is needed to direct the work of the team members. S/he is tasked not only with ensuring that there is a clear project plan - developed in concert with those who're executing it, of course - but also with ensuring that each team member understands his/her role and is clear on his/her deliverables and their associated timeframes and then is held accountable to meeting the latter.

Of course, this will require a fair amount of time and a multi-channel communication process as well. While the necessity of committing time to leading the effort may seem obvious, it's worth considering more deeply: how much time, actually, will be required and how does the leader incorporate this into his/her already busy schedule? When the task is taken down a level lower to having to reserve/schedule time, its significance is revealed both dramatically and more accurately. In order to contribute the leadership necessary, the captain of the effort will have to invest a significant amount of time with multiple colleagues to lead the project to a successful inclusion (and that's assuming that all goes according to plan, which, of course, it never does...).

As for multi-channel communication, an appreciation of classic communication theory is helpful here: remember that the receiver of the message will determine the preferred medium, so the sender - the project leader - will have to adjust accordingly. Now your initial reaction to that last suggestion may be a bit of shock or disapproval: what, the leader has to adapt to his/her followers? In a word, yes: classic leadership theory tells us that it's the leader who changes in response to what his/her followers need in order to develop the latter's readiness to complete assigned tasks successfully. So, yes, as the project leader, you have to communicate in a multi-channel way to insure that all of your team members are in the loop and on the same page.

Which means that while you as project leader may hold regular in-person meetings, teleconferences or webconferences to brainstorm and check in with the entire team, you also have to send emails (preferably to all participants so that there's a record of progress and responsibilities) and speak with others directly on a regular (interim) basis, either in-person or via phone or text. Sounds like a lot of work, right? That's because it is....

Now that we're clear on why leadership is necessary to get a team on the same page and collaborating in a coordinated way, let's consider some additional aspects of doing so that can dramatically improve the group's productivity.

Another important aspect of effective leadership is proactivity. Why does a leader need to be proactive? Well, because in most cases, this is necessary to have impact. Yes, there are situations from time to time in which conscious inaction is appropriate, but, for the vast majority of situations, leadership requires proactivity, especially early in a leader's tenure or in a process being led.

For example, if you are leading a team of experts who relate well with each other, then early on in a project you will have to help them develop a project plan together - likely more guiding than directing - but chances are they will need less prompting, prodding and overall supervision than a less skilled/experienced team including when the project gets going ... but this does not mean that they'll need no supervision. We're talking effective delegation here, not abdication of authority.

And keeping them coordinated will be real work, meaning that as leader you will have to be proactive in checking in with them, ensuring that they have the support and resources that they need and that they are effectively addressing any unanticipated challenges (of which there are always a few).

Additionally, you'll need to keep them apprised of the group's progress to ensure that collective alignment is achieved and maintained ... which means that we'll have to communicate via a variety of media. In addition to the periodic team meeting (in-person or virtual), there may need to be periodic emails, phone calls and texts, depending on what is being communicated, why and to whom.

For example, if you need to stay in sync with the captain of an important piece of the collective work who happens to be located in a different state or country, you may set up a series of regular telephone conferences or webinars. By contrast, if you just want to check that she led her group to meet an important deadline, this may be accomplished via a quick email or text (depending on her preferences).

The important thing here is to ensure that the best possible/most effective communication medium is chosen for the task at hand and that the communication preferences of the person with whom you're communicating are reflected in the process.

An example from real life: how do you keep in touch with young adults in your life? Well, for my children, all teens and 20-somethings, I often will shoot them a quick text to initiate a check-in effort. Ultimately, of course, my goal is to get them on the phone eventually, but starting with type of approach usually ends up making me aware that their voicemail is (still) full and not taking messages....

So if you're working with a Millennial and you just need to check in on something, maybe you can shoot him/her a text first as a prelude to a call (or maybe the text response will obviate the need for the call). The key is that you approach him/her via his/her preferred method, which increases the likelihood both of a response and of the opportunity to transition to another communication medium if necessary.

As you can see, this will require organization and a meaningful investment of time, which is why being thoughtful, planful and deliberate in execution are important. Simply put, to lead a team of diverse individuals effectively, a leader must invest the requisite time to provide the support and guidance needed by team members and deliver this through a variety of communication media. This means understanding the needs of those being led and proactively developing a plan and schedule of how to deliver on this. Inevitably, this planning should lead to a set of regular calendar appointments that enable a leader to touch who needs to be touched in the most effective way on a consistent basis.

And it needs to be said that if you are not willing and/or able to lead in this way, then you should not take on such a responsibility. Leadership is real work and not all are suited to it. There's no shame in your game if you're not adept at leadership: stay focused on being a meaningful contributor and be appreciated for being a valued collaborator in this way.

But if you accept the leadership mantle, be prepared to be thoughtful, proactive and multi-channel in your leadership to enable your team to get and stay on the same page as you achieve meaningfully together. In this way, not only will you accomplish great things together, but the process of doing so will be enjoyable and rewarding as well.

And isn't that the point: to contribute meaningfully while enjoying journey? Then be a planful, proactive and multi-channel leader and fashion a legacy of meaning over time by helping your teams get, stay and win on the same page.

(Photo credits: rockstarboss.com; memegenerator.net/cdn.meme.am; castren.fi; pinterest.com/s-media-cache-ak0.pinimg.com; blog.inxpo.com; oldquotes.com; sohaibali112.files.wordpress.com; i.quoteaddicts.com; media.licdn.com; ptcompliancegroup.com; quotes.lifehack.org; pinterest.com/s-media-cache-ak0.pinimg.com)