fmatter1 vii September 1, 2014 9:13 AM

vii

Contents

About the author ix Acknowledgements xi Introduction xv

Part I: 1

1 Th ere’s an evolution going on 3

2 Change is opportunity 19

3 Bye‐bye beige 41

4 Th e Me economy 51

Part II: 61

5 Commercial collaboration: the principles 63

6 ReConnect Principle 1 — Be brave 83

7 ReConnect Principle 2 — Build a diverse network 105

8 ReConnect Principle 3 — Full disclosure 123

9 ReConnect Principle 4 — Disrupt 139

10 ReConnect Principle 5 — Exchange value 153

11 ReConnect Principle 6 — Th ink bigger 169

12 ReConnect Principle 7 — Sponsor others 185

Conclusion 201 Index 205

©C

OPY

RIG

HT

MA

TE

RIA

L

fmatter1 xv September 1, 2014 9:13 AMv

xv

Introduction

Coming together is a beginning; keeping together isprogress; working together is success.

— Henry Ford, businessman

What does collaboration mean to you?

Are you aware that commercial collaboration is the key to endless opportunities to future‐proof your business, your career and your own success?

Great potential can be created when you move from being solely focused on Me — my skills, y my job, y my business, y myleadership challenges — to working freely in a world of We,where there is active collaboration and sharing of knowledge, insight and intellect. Where you openly talk about failures, and equally share knowledge; where honesty, integrity and a belief in opportunity and possibility can create the freedom to invent,to innovate and to disrupt the status quo and, ultimately, to future‐proof yourself.

Sounds easy, doesn’t it? Well, if this is the case, why aren’t more people doing it? Why hasn’t commercial collaboration become the business norm? Why do we continue to feel that that the only way to deliver results, profi ts and performance is to do it ourselves? We continue to fi nd it challenging to actively open doors for someone else to achieve success and to expect nothing in return. Th e automatic operating system for many is one of ‘I must protect myself ’, ‘I must not share my thoughts or ideas’, ‘the competition is out to get me’ and, fi nally — ‘I know best’.

xvi

From Me to We

fmatter1 xvi September 1, 2014 9:13 AM

Th is is not the mindset for commercial collaboration. Tocollaborate commercially is not about: t■ the close‐minded, protective, ‘take, take, take’ of ideas and

intellectual property from others■ the business card swap‐fest associated with traditional

networking events■ survival of the self (or even of the fi ttest).

My corporate journey is not uncommon — I worked likea maniac to get to where I thought I wanted to be, where Ithought I should be: at the top of a highly coveted corporate dsector. I do not discount the journey, or the thrill of makingit to the pinnacle. What I found when I got there, however,was that although the spirit for commercial collaboration may have been present … as the old saying goes, the corporate fl eshwas weak. Th ere were times when I felt we had some brilliantfl ashes of team thought and engagement, but unfortunately they weren’t sustained.

So, three years ago I came to a realisation. If I wanted to surroundmyself with the kind of thought leadership, diversity, knowledgeand idea sharing that I knew was needed in commercial life,I had to strike out on my own. Th is was how the LBDGroupwas born. Th ere was a niche for a community of like‐minded,results‐oriented businesswomen who wanted to interactcommercially at a level that wasn’t currently available — eitherwithin their own corporations, or with other entrepreneurs intheir own sectors.

LBDGroup is unique. Th is is not only my opinion. Th ecross‐pollination of ideas, IP, talent, leadership, thought andvalues is honestly something that I cannot put into words.Th e interaction and exchange of cutting‐edge innovation,both in terms of the intangible and the tangible, is somethingthat the businesspeople involved are actively embracing asthey connect, collaborate and contribute to drive innovativethinking, new solutions and strategies to secure their careersand business futures.

©C

OPY

RIG

HT

MA

TE

RIA

L

xvii

Introduction

fmatter1 xvii September 1, 2014 9:13 AM

Th e level of commercial collaboration that has resulted from this community has proven very clearly the essential points of this book: when one turns from the solitary space of Me, as satisfying as it may feel at the time, to the collaborative space of We, the benefi ts it brings are overwhelmingly positive and lead to that amazing lightness that only comes with future‐proofi ng one’s career and success path.

Th e heartbeat of commercial collaboration is understandingand appreciating the change that is needed to future‐proof businesses, careers and leaders. It is a new operating system that requires an equally new set of skills. It needs courage and a willingness to be authentic. It requires us to disrupt current norms, to proactively collaborate to drive change — and it willnot occur in a vacuum.

Commercial collaboration is putting into practice Aristotle’s philosophy that ‘the whole is greater than the sum of the parts’. When in balance, working together serves a greater purpose. Ultimately it will drive you, your business and your potential to heights that you never imagined possible — and probably would not achieve if you continued to go it alone.

Imagine a diff erent world. One where: ■ we are inspired and encouraged to openly share thoughts,

opinions and knowledge ■ working environments respect the needs of the ‘whole’

employee ■ individuals can thrive on the freedom to create, to explore,

to be curious about new possibilities ■ workers can add value and contribute to the big‐picture

goals ■ leaders are authentic and honest ■ we are constantly learning and evolving as a result of

embracing diversity of position, thought, gender and age ■ we embrace uniqueness

xviii

From Me to We

fmatter1 xviii September 1, 2014 9:13 AM

■ we respect each other’s visions and dreams ■ we create actions that drive continued success for each

other■ we create space for people to share their amazingness■ we have the courage to lead, to share and equally to ask

for help■ we appreciate the human in people as much as the fi nancial

return and the big‐picture vision■ there is no political game‐playing, no saying one thing and

doing another, no abuse of power that protects position, self, ego

■ collaboration is valued strategically and aligned positively to continued growth, evolution, creative thinking and future‐proofi ng for all.

So what to do? Th e answer is simple.

Collaborate.

Talk.

Engage.

And, most importantly, fi nd a way to stop being all about ‘me,me, me’ and looking inward for answers that simply aren’t there.Find a way to turn with confi dence and openness from Me to We, to working collaboratively.

Th e barriers between genders, between generations, betweencultures, between the inventors and the investors, betweenthe change-makers, the visionaries and those that make ithappen — these all have to be broken down. Th is is all a partof the evolution of Me to We. Th is is all a part of collaborativebusiness.

To collaborate is to lead. To lead with inspiration, and gusto,and innovation and heart.

©C

OPY

RIG

HT

MA

TE

RIA

L

xix

Introduction

fmatter1 xix September 1, 2014 9:13 AMx

Th is book is essentially about why a new operating system yis needed, and how to move from Me to We and collaborate wcommercially. It will break down the nine essential steps to enable you to answer ‘What do we need to do?’ and then examine and explain the seven ReConnect Principles leadersand businesses will need to adopt to collaboratively reconnect and do what they do best: survive, thrive and future‐proof their success. Th e ReConnect Principles are:

1 Be brave

2 Build a diverse network

3 Full disclosure

4 Disrupt

5 Exchange value

6 Th ink bigger

7 Sponsor others.

We need to develop and disseminate an entirely new paradigm and practice of collaboration that supersedesthe traditional silos that have divided governments,philanthropists and private enterprises for decades and replace it with networks of partnerships working together

to create a globally prosperous society. — Simon Mainwaring, CEO, We First Inc.

c01 3 September 1, 2014 8:59 AM

3

chapter 1

There’s an evolutiongoing on

Every successful organisation has to make the transitionfrom a world defi ned primarily by repetition toone primarily defi ned by change. Th is is the biggesttransformation in the structure of how humans work

together since the Agricultural Revolution.

— Bill Drayton, CEO and founder of ASHOKA

Anybody who believes that the business landscape is the same as it was in the ‘old days’ has their head well and truly buried in the 20th‐century sand. Th ere is an evolution going on that is aff ecting the business world and how we lead and manage within it.

We are all being forced to rethink how we behave and what we do. Th e changes of greater society — changes in generations,gender dynamics and technology — are leading to a shift inbusiness from large, highly structured corporate entities to agile, innovative entrepreneurial enterprises.

Th is evolution isn’t about to stop any time soon — if anything,the pace of change is only going to increase exponentially — and it is challenging us to rethink what we do, how we communicate with each other and how we will operate as leaders and businesses into the future. It is challenging us to develop new operating systems to future‐proof success. It is challenging us,

©C

OPY

RIG

HT

MA

TE

RIA

L

4

From Me to We

c01 4 September 1, 2014 8:59 AM

as managers, to learn to lead movements in a way that makesour teams secure enough to think and act collaboratively.

As leaders, business owners and individuals, we are caughtbetween two worlds: one that thrives on volatility and onethat craves stability. Th ere is an ongoing tug of war betweenthe pursuit of growth on one side and a desire for control andconstancy on the other. In the pursuit of growth, we actively seek knowledge and experience, looking to others for inspirationand ideas, creating big‐picture visions for our future self. Onthe opposite side of the tug of war is the need for control: ourexisting work streams and structures prefer predictability,productivity and control.

Th e evolution is making:■ leadership styles change from ‘tell’ to ‘engage’, with

leadership now about inspiring and becoming truly authentic

■ traditional business structures far more fl uid and blended■ innovation and invention essential business tools as

consumers want better products and services deliveredmore quickly than ever before

■ agility and decisiveness prerequisites in our teams and inour leadership.

In this chapter, we will explore the current business landscape,and how a collaborative approach is integral to surviving andthriving into the future.

The world where you live Th e future is so uncertain that many organisations andconsultants have adopted a term originally coined by theUS Army to describe the results of the end of the ColdWar — the acronym VUCA. VUCA describes a world that isincreasingly Volatile, Uncertain, Complex and Ambiguous.Th is world is fast, change‐focused and demanding. Agilethinking, decision‐making and action are now the norm.

5

Th ere’s an evolution going on

c01 5 September 1, 2014 8:59 AM

And the result? Individuals and leaders are left feeling alone, exhausted and uncertain about their place in the future. Th e rapid changes that are taking place are aff ecting how we operate. We are forced into the space of Me — one where we reassess, consider options, invest and focus on theself. We protect what we know, learn what we don’t and thenhope that we can fake it till we make it.

The collaborative economy So what approaches will work in our rapidly changing environment? Th e collaborative economy is where networks of connected individuals, communities and businesses — asopposed to centralised closed‐door thinking and business planning — work together to drive success. Th e power of this is inestimable as it connects people, businesses, skills, services, products and space to drive new opportunities and strategies for future‐proofi ng. Who could have imagined, for example, that one day — and that day is now — NASA would be using LEGO building blocks to educate astronauts in the International Space Station, and in turn providing LEGO with inspiration for their designs? Or that Coca‐Cola would be working with ECO Plastics to develop sustainable and ethical bottles? Th eir agreement marks a turning point in the processing of industrial waste in the UK.

Collaboration is so much more than the sum of its parts. Th e nuts and bolts of sending an email, being on social media, placing a paid advertisement or doing a mass mailing are no longer enough in terms of ‘engagement’. What consumers and internal clients are asking for is that businesses understand them; that they speak to them as human beings, not numbers. Th ey are demanding a customer‐centric approach to decision‐making and new product development. Th ey want to know the depth behind the logo, the thinking and the rationale behind the leadership.

Th e collaborative economy is a space where if we are authentic,play by rules of openness and transparency, and follow our

©C

OPY

RIG

HT

MA

TE

RIA

L

6

From Me to We

c01 6 September 1, 2014 8:59 AM

passions, we have the opportunity to build collective intelligence,trust and connection, and to surprise and infl uence many.

Future uncertainty Th e phenomenal speed of change that got us to the21st century’s technological frenzy is not going to slow downany time soon — and it is creating an uncertain future on aglobal business level. In Th e World Is Flat , Th omas Friedmantsuggests that the changes that we are experiencing now are‘directly or indirectly touching a lot more people on the planet’than ever before. In an increasingly decentralised and digitally connected economy, companies and people need to constantly explore ways to improve — and if they don’t, what is the risk?Fall behind. Lose momentum. Flatline. Fail.

Th e future is uncertain for the following reasons:■ A worldwide unstable economic environment continues to

place increasing pressure on governments, businesses and individuals.

■ Th e changing political structures around the world aff ectconsumer confi dence and stability.

■ Evolving social trends and behaviours are infl uencing the individual needs of society and the labour force.

■ Th e growth of entrepreneurialism and more agile, fast‐moving, disruptive businesses is challenging the traditional corporate structures, growth strategies and decision‐making.

Figure 1.1 shows that we are at the juncture of three distinctareas of uncertainty: innovation, socio‐economic dynamicsand business change. Th ese three critical areas are summarisedon pages 8 and 9 and will be covered in more detail in chapter 2.

7

Th ere’s an evolution going on

c01 7 September 1, 2014 8:59 AM

Figure 1.1: the future is uncertain

©C

OPY

RIG

HT

MA

TE

RIA

L

8

From Me to We

c01 8 September 1, 2014 8:59 AM

Innovation We are living in a highly connected world where informationand resources are readily available 24/7. Th is access toinformation is supporting consumer awareness and self‐education, and enabling research and ongoing improvementsto products, communication methods and delivery solutions.In the ‘old’ world, intelligent thinking, high‐quality products,services and the breadth of range that is available now simply didn’t exist. Consumers would do their research, fi nd what they want and make a purchase. Now everything is everywhere inmass supply and we want it better, quicker and cheaper.

Increased technology, increased knowledge and economicinstability — all of these are driving a demand for innovationon a continuous basis for large and small businesses alike. Th eentrepreneur is everywhere; new businesses are born and new products created overnight. Evolution is essential for survival,for economic viability, for customer engagement, and mostimportantly, to keep staff engaged and secure in the knowledgethat our business is where they want to be working.

Socio‐economic dynamics Economic changes, changing family structures and globalisationhave altered society forever. Th e main changing dynamics are:■ the role of women in the workforce. More women are

entering higher education, participating in the workforceand becoming increasingly wealthy than ever before.

■ generational change. We are experiencing four generations of people at work — Baby Boomers, Gen X, Gen Y and Gen Z. Each generation is bringing to the workplacea pre‐determined set of values, work ethic and career expectations.

■ work-life balance. Th e work-life balance debate is evolving as more people are talking about creating balanced lives.

9

Th ere’s an evolution going on

c01 9 September 1, 2014 8:59 AM

Business change While some industries and corporate environments remain more rigid than others, there is no doubting that both business etiquette and the ‘rules of engagement’ have moved on. It may not be as rapidly as some of us would like, but nonetheless, thegoalposts — and the goals — of modern leaders are shift ing.And only for the better.

Business processes, structures and operations are evolving at a much faster pace than ever before in an eff ort to keep ahead of change while future‐proofi ng business. Consumers are becoming increasingly vocal about their expectations. Th e fi ght is on to fi nd talented and skilled employees. Competition for products, sales, profi t and people is now global. Two of the areas business is changing in are as follows: ■ Th e make‐up of our future workforce. Jobs that are secure

today may not even exist in the future as they are replaced by technology or outsourced to other areas in the world. Equally, who knows what jobs may exist in the future given the speed of change that we are witnessing?

■ Th e ubiquity of entrepreneurship. Many economistsbelieve that the growing trend across the world towardsentrepreneurship will drive economic and fi nancial stability over the coming years. Th e impact of small business cannot go unnoticed as it continues to be the incubator for innovation and employment.

The Me to We shift Th e question being asked by many in this VUCA world is ‘Whatdo I have to do next?’ Th ese rapid changes are demanding anew operating system — one where we can bring our skills,strengths and talents to the table and together amplify and share expertise to create progressive, results‐oriented solutions.

©C

OPY

RIG

HT

MA

TE

RIA

L

10

From Me to We

c01 10 September 1, 2014 8:59 AM

As shown in fi gure 1.1 (see p. 7), the sweet spot of opportunity is at the juncture of innovation, socio‐economic dynamics andbusiness change. It is a place where things happen diff erently,creative thinking is accepted and disruption and innovationare the norm. A place where commercial collaboration driveschange and shift s results. Th is juncture requires a shift fromMe to We; it asks us to jump with both feet into the space of commercial collaboration.

Commercial collaboration is the key to future‐proofi ngbusiness, leadership, careers and success. Th e uncertain futureis demanding us to work together, engaging intellect and insightfrom diverse inputs, disrupting the way things have been tothrive in the ever‐evolving future space.

Figure 1.2 illustrates the journey from status quo to leveragingand leading, to future‐proofi ng success through commercialcollaboration.

The status quo is the enemy Th e status quo is the enemy of change, new ideas, innovationand invention. Th e status quo is not a friend of commercialcollaboration, and stepping out of it is the fi rst step of movingfrom Me to We.

Change resisters risk falling behind the competition. Acceptingthe status quo, resisting change and refusing to explore alternatethinking and solutions results in complacency and the risk of failure in an uncertain future. In fact, it is my belief that thosethat are happy with the status quo will see no progress; they willfl atline and eventually decline in performance.

Th e high achievers refuse to accept the status quo; they evolveand align opportunity for themselves and their businesses withthe opportunities around them — and they do this all the time;they are restless.

As Th omas Edison said, ‘Opportunity is missed by most peoplebecause it is dressed in overalls and looks a lot like work.’

11

Th ere’s an evolution going on

c01 11 September 1, 2014 8:59 AM

Figure 1.2: commercial collaboration is the key

©C

OPY

RIG

HT

MA

TE

RIA

L

12

From Me to We

c01 12 September 1, 2014 8:59 AM

It starts with a question Questioning the status quo opens up a world of opportunity.It’s the catalyst for change that can alter your outcome and helpyou become an inventor and explore the possibilities. Alwaysassume there is another way.

If you want anything to change, you have to be the one to makeit happen. Changing the status quo requires questioning tounderstand the current situation and to seek ways to improvethe present. Driving change requires ongoing exploration of what could be and active inquiry into the options available.Without questioning and exploration, doors to the future areslammed fi rmly shut, the lens of opportunity becomes blurredand thinking becomes contracted.

Th e power of questioning is illustrated with the followingexamples: ■ McDonald’s was born when Ray Kroc asked the question,

‘Why can’t I get a good hamburger at the side of the road?’■ Instagram was created when Kevin Systrom and Mike

Krieger questioned how images could be shared on smartphones.

■ Jodie Fox questioned why, if men could get customisedsuits from Asia, women couldn’t get their own shoe designs in the same way. With business partners Michael Fox and Mike Knapp she created Shoes of Prey to provide just that service, and they are now expanding internationally.

One thing is certain. Many successful individuals do not becomesuccessful by sitting in the status quo waiting for success tocome to them. Th ey make it happen, they are curious — and itall starts with a question.

Perspective is a choice Questioning leads to a new perspective. Th is in turn presents achoice. Are you going to choose to have a wide perspective onyour future or limit your thinking?

13

Th ere’s an evolution going on

c01 13 September 1, 2014 8:59 AM

A new perspective opens up new possibilities: opportunities as well as risks. It kick‐starts the internal drive to move away from the status quo to a new future. For the individual this could be exploring new skill sets, training opportunities or career choices. For a business it could be new product development, new distribution channels, new services or new solutions to existing problems.

For example, who would have imagined that anyone, anywhere, could monetise a spare room to travellers? Yet in just six years Airbnb has moved to the forefront of the collaborativeeconomy, building a community marketplace featuring more than 600 000 listings in 192 countries. It is a collaboration between entrepreneurs, an oversupply of product availability and consumers matching the supply with an ever‐increasing demand.

A 2012 Harvard Business Review report, ‘Train Your People towTake Others’ Perspectives’, shares that ‘successful collaboration between stakeholders starts with what social psychologists call perspective taking: the ability to see the world through someone else’s eyes’. Developing a new perspective and choosing to enable change is crucial for development and evolution. It’s about opening yourself to what is happening around you, being curious about solutions and exploring possibilities.

Connection: Safe or diverse? Perspective brings new connections, and the more diverse the connections the more opportunities can be leveraged.

It’s part of human nature to seek out like‐minded people as we search for further growth and development. But if we only connect with people exactly like ourselves, from the same industries, with the same skills and knowledge, this can lead us right back to sitting in the status quo.

In the report ‘Managing Yourself : A Smarter Way to Network’, Harvard Business Review found that the diff erence between thewtop 20 per cent of successful executives and the rest was that they ensure the network they connect with is diverse. It was

©C

OPY

RIG

HT

MA

TE

RIA

L

14

From Me to We

c01 14 September 1, 2014 8:59 AM

found that these diverse networks consisting of people fromdiff erent backgrounds, industries and skill bases created new discussion and insight into problems and encouraged open andcreative thinking.

Connecting with a diverse network requires confi dence in yourexpertise and value. It requires courage to actively speak up,debate and share and it pulls on vulnerability: the ability toshare openly what you don’t know.

Leveraged contribution Building the right connections and contributing to each other’ssuccess leverages opportunity for all. Connecting with othersis only the start of commercial collaboration — the next step isone of contribution.

Contribution only happens with a willingness to openly shareknowledge and insight and to being risk tolerant and open tochallenge, new ideas and opportunities. Contribution is notsimply about sharing a business card, or sitting at a networkingevent or business meeting and saying nothing.

Commercial collaboration happens when courage and bravery kick in. When you connect, and with honesty and, to someextent, vulnerability, share your own ideas, insights and failureswith the aim of adding value to others.

Leverage happens when there is an authentic desire to improvethe positions and opportunities for others. It is about openly sharing your expertise — with no expectation of anything inreturn — combined with honesty about what you don’t know and a willingness to listen to possible solutions and advice.

Disruption Contribution leads to disruption — the next step on the ladderin fi gure 1.2 (see p. 11). Disruption happens because changehas to happen. Disruption creates a shift in thinking, drivesinnovation and changes behaviour.

15

Th ere’s an evolution going on

c01 15 September 1, 2014 8:59 AM

When disruption happens, it does the following: ■ displaces existing methods, markets and technologies ■ invents something new and more effi cient ■ uncovers a previously untapped market or solution to a

problem ■ drives intrigue, interest and trial by new adopters.

Th ose who choose to collaborate to drive commercial successare the ones who drive disruption.

Infl uence is magic in action Without infl uence change cannot occur. Th e opportunity to build trust and infl uence, one to one and many to many, has never before been so accessible. Social media and the internethave created a platform of infl uence on a signifi cant scale.

Once connection, contribution and disruption create results, others notice. Th is is when businesses and individuals become known as change‐makers; they have the ability to infl uence many. Th ey are capable of more than they everwere on their own, operating outside of the safety zone of protecting themselves to contributing to new ideas and solutions as part of a larger community of We thinkers with a high‐growth mindset.

Future‐proof and lead Future‐proofing ourselves and our businesses requires a new operating system — one of commercial collaborationto actively engage, connect and share with others to drive mutual success.

Commercial collaboration requires people to move from a place of Me to a collaborative place of We. Collaboration: ■ creates momentum ■ drives new thinking

©C

OPY

RIG

HT

MA

TE

RIA

L

16

From Me to We

c01 16 September 1, 2014 8:59 AM

■ builds resilience and determination to succeed ■ enables individuals and businesses to explore possibilities

and develop strategies to future‐proof success.

Th is is not about a revolution; it’s about evolution. If yourcompany makes glass jars, it’s not about suddenly stoppingmaking glass jars and starting making shoes. It’s aboutquestioning your current position, exploring the best possibleway to make glass jars that engages and involves your people,and considering what you need to do to disrupt the statusquo and move forward. It’s about giving your team a voice inyour methods, collaborating and being open to conversationand advice, and creating the freedom to think, debate, createand invent.

A challenge for big corporates? Absolutely. Unattainable?Absolutely not.

As leaders, we need to be the ones motivating and guiding, theones disrupting and thinking diff erently. We are the ones towhom others are looking for inspiration. We must always be onthe lookout for potential new ways of doing business — we mustbe prepared to test diff erent approaches. And any approachmust involve every member of our companies.

Are you willing to step into the We space and benoticed? Are you prepared to contribute more than you think you are capable of? Are you ready to change the rules and stepout from the expected masses?

Th ere’s an evolution going on. Make yourself a part of it. Bewilling to instigate change, to give yourself and your team acommon purpose — a say in what they are striving towards.Because it’s the way not just of the business future, but of thepresent.

17

Th ere’s an evolution going on

c01 17 September 1, 2014 8:59 AM

Summary Th e world today is volatile, uncertain, complex

and ambiguous, with ever‐increasing amountsof information creating the need for commercial collaboration.

We are at the juncture of three distinct areas of uncertainty: innovation, socio‐economic dynamicsand business. A shift from Me to We is critical tofuture‐proof business, careers and success.

Opportunity will come from questioning the statusquo, developing new perspectives, connecting withand contributing to others, exploring ways to disruptthe norm and infl uence others.

Commercial collaboration drives infl uence, innovationand invention.

©C

OPY

RIG

HT

MA

TE

RIA

L

fmatter1 ix September 1, 2014 9:13 AMx

ix

About the author

Janine Garner is passionate about commercial collaboration, driving courageous conversations, infl uential leadership and, above all, future-proofi ng business.

She is the founder and CEO of the LBDGroup, a community of su ccessful and results-oriented businesswomen and entrepreneurs working collaboratively to drive continuedchange and success.

Janine is also the founder of Australia’s fi rst gift -giving circle, First Seeds Fund, which is committed to supporting Australian women and children in education and employment.

She has won an International Stevie Award, has been voted one of the Top 10 DARE Devil Women of 2013 by DARE magazine,Eis listed in 2013 as one of Australia’s ‘Most Inspiring Women’ by Madison magazine and has been nominated for the Telstra Businesswomen Awards.

Janine is a sought-aft er keynote speaker, mentor and business adviser. She writes every week for her own blog and is a regular commentator in business print and online media.

From me to we: why commercial collaboration will future-proof business, leaders and personal success

we hope you have enjoyed this sample from

by Janine Garner

ISBN: 9780730318491Available January 2015

rrP AU$29.95 / NZ$33.99

badvert 212 September 1, 2014 8:37 AM

Stop Playing Safe

Margie WarrellLeading on the Edge

Rachael RobertsonLead with Wisdom

Mark Strom

The People Manager’s

Toolkit

Karen Gately

The Social Executive

Dionne Kasian-LewThe New Rules of

Management

Peter Cook

Available in print and e-book formats

Learn more with practicaladvice from our experts

Hooked

Gabrielle Dolan and Yamini Naidu

Amplifi ers

Matt ChurchThe Ultimate Book

of Infl uence

Chris Helder

fmatter1 vi September 1, 2014 9:13 AM

First published in 2015 by John Wiley & Sons Australia, Ltd 42 McDougall St, Milton Qld 4064

Office also in Melbourne

Typeset in 11/13 pt Minion Pro

© Curious Minds Pty Ltd 2015

Th e moral rights of the author have been asserted

Author: Garner, Janine, author. Title: From Me to We: Why commercial collaboration

will future-proof business, leaders and personal success / Janine Garner.

ISBN: 9780730318491 (pbk.) 9780730318507 (ebook) Notes: Includes index. Subjects: Business networks.

Strategic alliances (Business). Strategic planning. Organisational eff ectiveness.

Dewey Number: 658.4012

All rights reserved. Except as permitted under the Australian Copyright Act 1968 (for example, a fair dealing for the purposes of study, research, criticismor review), no part of this book may be reproduced, stored in a retrievalsystem, communicated or transmitted in any form or by any means withoutprior written permission. All inquiries should be made to the publisher at theaddress above.

Cover design by Wiley

Cover and internal image: © iStock.com/donatas1205

Illustrations by James Henderson

Printed in Singapore by C.O.S. Printers Pte Ltd

10 9 8 7 6 5 4 3 2 1

Disclaimer Th e material in this publication is of the nature of general comment only,and neither purports nor intends to be advice. Readers should not act onthe basis of any matter in this publication without considering (and if appropriate, taking) professional advice with due regard to their ownparticular circumstances. Th e author and publisher expressly disclaim all andany liability to any person, whether a purchaser of this publication or not, inrespect of anything and of the consequences of anything done or omitted tobe done by any such person in reliance, whether whole or partial, upon thewhole or any part of the contents of this publication.

Janine Garner

Why commercial collaboration will future-proof

business, leaders and personal success

from

TO

FRO

M M

E

WE

TO

WWEE

Cover design: wiley

Cover illustration: © iStock.com/donatas1205

Garn

er

You’re a great leader. You’re in control of your own career or business. You’re accustomed to working alone, internalising thoughts, ideas, creativity. But the business landscape is changing at an incredibly fast pace. The future outlook is one of uncertainty and constant challenges, and that ‘Me’ space you’ve lived in for so long isn’t enough anymore. To succeed on a long-term basis, you will need to engage and understand the value of your team—those who ideate, who create, who support. You will need to embrace the worth of commercial collaboration, and enter the ‘we’ space.

Janine Garner’s From Me To We is a savvy guide to the secrets of being authentically yourself. It’s filled with tools, ideas and suggestions for a smarter way of thinking that will position you for future commercial success.

In this book you will learn how to:

• step out of the danger zone that is the status quo

• align opportunities for yourself and your business

• contribute more than you think you can

• build a diverse network that pushes boundaries and stretches thinking

• use your voice and share insight and learnings.

Apply the principles outlined in From Me To We and you will generate a highly engaged and motivated community that will future-proof your business and create success.

Janine Garner is the Founder and CEO of LBDGroup (Little Black Dress Group), a community of results-oriented businesswomen and entrepreneurs working collaboratively to drive change and success.

BUSINESS/SUCCESS