[PPT] - Leveraging Collaboration How cultivating professional empathy leads PowerPoint Presentation

SLIDE 1

Leveraging Collaboration

How cultivating professional empathy leads to greater organizational performance

SLIDE 2

Tronvig’s Experience

SLIDE 3

Tronvig’s Strategy Team

James Heaton Lead Strategist & Creative Director Noelia Hobeika Strategic Analyst

SLIDE 4

LACK OF PROFESSIONAL EMPATHY

S I L O C U L T U R E

SILO CULTURE

conflict

L A C K O F

SHARED GOALS

c

n

f u s i

n

Shutting

Accidental

ension

Adversaries

Self-editing

Self-effacement acement

Tension

L A C K O F

U N D E R

S

T A N D I N G

RESOURCES

C O M P E T I N G F O R

RESOURCES

COMPE

ARBITRARY

AUTHORITY

D i s c

u

r a g e m e n t D i s c

Discouragement

SHUTTING

OUT OF IDEA

ting

ut of

ideas LACK OF

PROFESSIONAL EMPATHY Disparagement

LACK OF MORALE

UNCONSCIOUS SABOTAGE UNCONSCIOU SABO

OBLIVIOUS

L E A D E R S H I P

OBLIVIOU

V i c i

u

s

Cycle

LACK OF MORALE

L A C K O F S H A R E D G O A L S

ARBITR AUTHORIT

LACK OF MORALE

C O N F U S I O N

A C C I D E N T A L A D V E R S A R I E S

C O N F L I C T

Discour- agement

COMPETING FOR RESOURCES

A r b i t r a r

Lack o shar goals

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S I L O C U L T U R E

SILO CULTURE

conflict

L A C K O F

SHARED GOALS

c

n

f u s i

n

Shutting

Accidental

ension

Adversaries

Self-editing

Self-effacement acement

Tension

L A C K O F

U N D E R

S

T A N D I N G

RESOURCES

C O M P E T I N G F O R

RESOURCES

COMPE

ARBITRARY

AUTHORITY

D i s c

u

r a g e m e n t D i s c

Discouragement

SHUTTING

OUT OF IDEA

ting

ut of

ideas LACK OF

PROFESSIONAL EMPATHY Disparagement

LACK OF MORALE

UNCONSCIOUS SABOTAGE UNCONSCIOU SABO

OBLIVIOUS

L E A D E R S H I P

OBLIVIOU

V i c i

u

s

Cycle

LACK OF MORALE

L A C K O F S H A R E D G O A L S

ARBITR AUTHORIT

LACK OF MORALE

C O N F U S I O N

A C C I D E N T A L A D V E R S A R I E S

C O N F L I C T

Discour- agement

COMPETING FOR RESOURCES

A r b i t r a r

Lack o shar goals

LACK OF PROFESSIONAL EMPATHY

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Accidental Adversaries Dynamic

Outer circle Our actions support one another’s success Inner circle Our actions unintentionally

bstruct one another’s success

A’s activity with B (actions in B’s favor) A’s unintended

bstruction of

B’s success B’s unintended

bstruction of

A’s success B’s activity with A (actions in A’s favor) A’s success A’s fixes to improve A’s own results B’s fixes to improve B’s own results B’s success

1 2 3 4

Credit: David Peter Stroh

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Defjning Each Other’s Roles What exactly do curators do? What exactly do marketers and external communicators do?

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Characteristics of High Performing Teams

Trust

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Simple Humanizing Exercise Where did you grow up? Any siblings? Tell us about a formative moment from your childhood.

SLIDE 10 Trust Constructive Confmict

Characteristics of High Performing Teams

SLIDE 11

Five Confmict Management Styles

Credit: Thomas-Kilmann Instrument

Cooperativeness

Uncooperative Cooperative Unassertive Assertive

Assertiveness

Competing Compromising Avoiding Accommodating Collaborating

SLIDE 12 Trust Constructive Confmict Commitment

Characteristics of High Performing Teams

SLIDE 13 Trust Constructive Confmict Commitment Mutual Accountability

Characteristics of High Performing Teams

SLIDE 14 Trust Constructive Confmict Commitment Mutual Accountability Shared Goals Credit: Patrick Lencioni

Characteristics of High Performing Teams

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Characteristics of a Highly Functional Team

Trust Constructive Confmict Commitment Mutual Accountability Shared Goals Credit: Patrick Lencioni

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The Customer Journey

Organization-Level Goals

Product/Purchase Experience Curatorial, Programs, Education Pre-Purchase Marketing & Communications Customer Acquisition Customer Loyalty Post-Purchase Development, Membership

In-Museum Experience

Results Customer Journey Unit Contributors

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Characteristics of Unit Constraints

Organization-Level Goals

Product/Purchase Experience Pre-Purchase Customer Acquisition Customer Loyalty Post-Purchase

In-Museum Experience

Results Customer Journey Characteristics of Unit Constraints

Competitive/

cluttered environment

Can play to curiosity
r scarcity
Must rely on assumption
Depends on simplicity
Benefjts from the obvious
Captured audience
Opportunity to educate &

inspire

Allowance for nuance &

ambiguity

Allowance to proactively

advance an idea

Option to surprise
Tenuous
Reliant on memory
Aided by memento,

membership, mailing, social media

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What First Steps Can You Take?

Step 1. Convene a mini brain trust that is not based on seniority but rather one that maximizes on a diversity

f perspectives. Use that

group as a resource to devise a small number of shared goals that can work across all functions. Step 2. Convene inter- departmental working sessions in order to work through the Accidental Adversaries dynamic that might be hindering

rganizational performance.

Leadership

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What First Steps Can You Take?

Leadership Marketing/External Communications

Step 1. Convene a mini brain trust that is not based on seniority but rather one that maximizes on a diversity

f perspectives. Use that

group as a resource to devise a small number of shared goals that can work across all functions. Step 2. Convene inter- departmental working sessions in order to work through the Accidental Adversaries dynamic that might be hindering

rganizational performance.

Step 1. Use an important exhibition as an opportunity to ask curators to explain the essence of the exhibition. This will indicate a desire to deeply understand the material. Step 2. Set up a goal-sharing session to see if you can fjnd common ground.

SLIDE 20

What First Steps Can You Take?

Step 1. Use an important exhibition as an opportunity to ask curators to explain the essence of the exhibition. This will indicate a desire to deeply understand the material. Step 2. Set up a goal-sharing session to see if you can fjnd common ground. Step 1. Be curious about how an exhibition contributes to

rganizational performance

and how this could be measured. Step 2. Convene an inter- functional session to fjgure

ut what can be measured

so that you can know how well or poorly your product is doing.

Leadership Marketing/External Communications Curatorial

Step 1. Convene a mini brain trust that is not based on seniority but rather one that maximizes on a diversity

f perspectives. Use that

group as a resource to devise a small number of shared goals that can work across all functions. Step 2. Convene inter- departmental working sessions in order to work through the Accidental Adversaries dynamic that might be hindering

rganizational performance.

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CONFIDENTIAL

“It’s wonderful to be able to assess projects in a quantifjable way. I spend much of my time working on the emotional and experiential aspects of exhibiting art; you have given us a way to take solid stock of our work and create strategies for evolving. We’re grateful.” Kathryn Wat Chief Curator & Deputy Director for Art, Programs, and Public Engagement, National Museum of Women in the Arts

Exhibition Performance Assessment

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Thank you.

68 34th Street Building 6, Suite B520 Brooklyn, NY 11232 718.522.6326 tronviggroup.com James Heaton jheaton@tronviggroup.com Noelia Hobeika nhobeika@tronviggroup.com tronviggroup.com/shared-team-goals tronviggroup.com/curatorial-vs-marketing CONTACT PRESIDENT STRATEGIC ANALYST Read more on our website: