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But whether or not they succeed will depend on the alignment of a very special trinity: leadership, culture and strategy. Collaborative organisations have leadership models that are open, conversational in style and flat. That’s certainly the style at Tangerine where everyone is a “leader” and everyone can expect to talk to anyone and be listened too.

These organisations also have cultures that are open, high on trust and low on fear of failure. The message isn’t: “What went wrong?” but “What did you learn?”. They have strategies that clearly articulate the benefits of new styles of working. And they create the structures that support, recognise and reward it.

Overall, there are eight ways to spot a collaborative organisation:   Leadership teams model collaborative behaviours Resources are devoted to developing and sustaining this way of working High levels of task interdependence The default setting is sharing information There are high levels of trust Conflict seen as part of the creative process – everyone understands and can deal with it The environment of the company and its technology support collaborative working People don’t have to talk about it – it’s just the way things get done

1. "We can do it"

2. "Good job"

3. "That was worth it"

What you want to do is debrief failures openly. That’s really critical to resilience, because otherwise when people fail they’re totally unprepared for it.

It's much more helpful to say I understand you’re probably in a lot of pain right now, and I want you to know I’m here with you. Just the acknowledgment and conveying you want to support them is much more helpful.

One of the things that affected me most, actually, was watching Sheryl commit to finding joy.

“Creating workplaces that have a lot of flexibility, that allow for people to work in a way that fits best with them, boosts creativity and job satisfaction,” Metcalf says, and these are the settings where women stay and thrive.

No matter what type of organization women work for, large or small, public or private, their relationships with their immediate bosses are critical to whether they feel engaged and content. The ideal supervisor is committed to his or her subordinates’ advancement and development, assigns stretch projects, and provides necessary support and feedback to help them be successful, Bilimoria says. And workplaces that employ women in higher levels are more apt to retain women at the lower levels. “There need to be multilevel champions [of women] from the top as well as from the bottom and the middle, because women are more sensitive to dealing with gender bias,” she says. Workplace initiatives that offer leadership development, mentoring, and networking for women reap the benefits by retaining women, Bilimoria’s research shows.

With Gen Ys and even more so with their younger colleagues, the Plurals, socialization occurs through digital devices and platforms, i.e. social media, texting, etc.   Nearly since birth, they have had the freedom to socialize with the world with a few clicks from a wireless device.  They do not like to “talk” on the telephone, even when in the same proximity as the people they are “talking” to. Plurals are said to be the most social group of people in history, yet they socialize almost entirely via digital devices. Younger generations have had control of and access to the world nearly since birth through the Internet. They live in a very autonomous world—a world where they have had a “voice” to the world nearly since birth.  As a result, they like freedom of expression and autonomy.   Instant gratification is a must! They want everything “now” and to move fast.