Why This Works & What Will Happen

John Kotter and James Heskett, in their groundbreaking work Corporate Culture and Performance, did a study that tracked numerous blue-chip companies in several industries over an eleven-year period, measuring cultural values, behavioral patterns, and shared attitudes. They classified the companies as either having enhanced cultures or non-enhanced cultures.

The results:

Increases over 11 years

Enhanced Cultures

Non-Enhanced Cultures

Net Income



Stock Price










It’s important for everyone in the group, and especially so for those on the leadership team, to know why the effort of implementing Collaborative Group Behaviors will be worth it. Look at the undeniable results above.

If you are a leader, YOU owe it to your board of directors, donors, lawmakers, shareholders, citizens, customers, and fellow group members to be producing the results that can be had by providing an enhanced environment through the use Collaborative Group Behaviors.

What Happens

Shared values in the eight Collaborative Group Behavior categories of Mission, Culture, Effective Interpersonal Relationships, High-Quality Communication, Technical Competency, Productivity, Problem Solving, and Continuous Improvement will allow your group to grow, producing results that are likely far beyond your current understanding if you have never worked in an enhanced environment. This is what you will observe in your group as it transforms into a highly collaborative group:

  • Behaviors that prevent collaboration drop
  • Job satisfaction climbs
  • Errors drop
  • Technical competency climbs

Reliable mission-centered independent decision making climbs to very high levels and management program responsibilities cascade downward, significantly reducing the need for supervision at every level in the group. Highly trained collaborative staff that now operates with shared values takes on more and more responsibility so managers manage less and lead more…

  • The need for direct supervision drops
  • Communication skills climb
  • Misunderstandings drop
When you work with Bob Donaldson on a challenging, full-of-potential-pitfalls kind of project, you are in for one of the most rewarding professional achievements of your life.             —Valerie J. Young


In groups that do not have an enhanced environment, everybody is getting hurt, lose-lose or win-lose are typically the only options available, work environments are always in a quasi-eroded condition, and resentments are buried deep, motivating passive-aggressive or simply passive behaviors. In creating enhanced environments, we learn that we can’t punish our way to success or reprimand our groups to great achievement. Reprimand has an appropriate place in leadership response, but now instead the first, second and third response is training, retraining and retraining. Or recovery, recovery, recovery. In taking this new approach:

  • Mistakes drop
  • Recovery behavior climbs
  • Poor decision making drops
  • Independent mission-centered decision making climbs
  • Unsolved problems drop

The leadership manual you’ll receive when you sign on to work with me lays out the no-nonsense Must Have behaviors that leaders need to demonstrate in order to build and maintain a high-producing, highly effective, and highly profitable group. The manual also provides a series of highly effective and understandable hands-on approaches that can make the life of a leader more rewarding with less effort.

  • Productivity climbs
  • Lost opportunities drop
  • Continuous improvement climbs
  • People problems start to dry up
  • Collaboration climbs
The organization became a well-oiled machine that translated into highly motivated and efficient work teams that either met or exceeded all objectives of its mission statement.         — Karl Royer

People now get recognition for their achievements and positive performance is no longer being taken for granted. Less-than-standard behavior is clearly defined. No one is a victim any longer. Performance, one way or another, is now a choice. Negative performance events drop.

  • Examples of positive performance now get recognized
  • Confusion drops
  • Expectations become clear and understandable
  • Quality of communication climbs between leaders and those they supervise
  • The mission moves to center stage as a method to prioritize work
  • Respect and dignity are required
  • An environment is created where relationships are important
  • Leadership is now a support role
As individuals are truly empowered to perform within the dynamic team environment, be prepared for revolutionary results! —Hugh Logan

Being a leader in a group that is in a very deteriorated condition is a sickening and  thankless job. In these situations, you are being asked to do the impossible, because the group you are leading does not possess the knowledge, skills, and abilities to get the job done. Productivity and profitability are being lost in specific ways that are beyond your current metrics. You have a real sense that things could be going much better, but you’re not sure what to do. You are not alone.

Group members:

  • Become involved in creating outcomes
  • Accept more responsibilities over time
  • Volunteer for jobs no one else wants to do
  • Ability to deal with adversity and still get the job done increases
  • Ability to keep interpersonal relationship problems separate from work performance increases

When shared values are also consistent with individual human behaviors, it encourages collaborative group experiences that empower every group member to very high levels of job satisfaction and individual performance.

  • Performance feedback sessions become more effective
  • Ideas for improvement start to rise, particularly related to productivity
  • Problem solving becomes continuously more effective
  • Group members become very good at what they do
Bob uses a disciplined, thoughtful process for breaking down highly complex issues into more easily understood parts. — Mark C. Larson

Leaders grow to very high levels of effectiveness as they now have a highly effective work group working for them and they themselves are tested to improve as they emulate all of the behaviors they expect from others.

  • Group members now have confidence to make decisions and know when to include their supervisor
  • They create improvement ideas using the continuous improvement strategy
  • They now build trusting relationships using something called savoir faire

Our group environment determines how we are treated. How we are treated determines how we feel. How we feel determines how we think. How we feel and think will then determine our behavior. Our behavior ultimately determines our success (or failure) to collaborate. Our increased ability to collaborate creates shared values that, when focused on mission success, promote the success of the group and the individual simultaneously!

  • Group members help others recover from unproductive behaviors
  • They ask for additional assignments
  • They learn to agree to disagree about non-mission-related subjects
  • They learn to check their ego at the door
Bob has taught many of us… that when we find a group of people who challenge and inspire us, spend a lot of time with them and it will change your life. — Duane Sandul

The high-powered Comprehensive Leadership Manual digs deep into the soul of what it means to be a leader. It also distinguishes between what it means to be an excellent leader and an excellent manager. (The lines between these two very different skill sets are often blurred by many people who are in charge, and doing so hurts their groups in immeasurable ways.)

Group members now:

  • Make effective decisions at the right time
  • Think, organize, and plan prior to acting
  • Avoid cognitive biases and are aware of fallacies and false reasoning
  • Allow new facts to change their minds

As a result: Net profits, stock prices, and revenues climb…along with additional job satisfaction for every group member who wants to collaborate.

Bob Donaldson gets it. He identifies the ailment of a fledgling organization that is slowed by a culture of mediocrity and timidity, and then lays out the cure. — Hugh Logan

When you can reduce inappropriate behavior and replace it with Collaborative Group Behaviors, very good things happen:

  • Leaders manage less and lead more—leaders love this work environment and those being led now have competent leaders
  • The group becomes a place where people like to be—many of the behaviors we have learned to live with create fear; no more toxic behavior means the fear levels drop and collaboration goes up
  • Overall competency of group members climbs—now we love to share knowledge; now we love to learn
  • Productivity jumps and just keeps climbing, now that the brilliance of the human potential of each group member is unleashed through Collaborative Group Behaviors
  • Problem solving is no longer a problem—unsolved problems that gut your ability to move your group forward are GONE, and problem solving becomes a team sport; with less anxiety and more solutions, now we live in a group where members have each other’s backs
  • Continuous improvement becomes a regular activity (Improvement a regular activity? Yes.)
  • It doesn’t matter if you are an auto repair shop or a small boutique hotel downtown or a rural water district or even a government agency—reducing fear and creating shared values will enhance collaboration that now promotes the success of the individual and the group simultaneously
Bob has a “can do” attitude with a very unique set of problem-solving skills to work through any issue that may arise in a timely and communicative approach. — Eric Mruz

Is your group destined to fail by simply “getting by” or “Limping along”?

Are you pulling your hair out dealing with “people problems”?

Is your Human Resources Department running on fumes?

Or, maybe you find your group is already on the right track; you have put a lot of these problems behind you AND you want to launch your group to a new level of synergy and collaboration!

Contact me to book your initial assessment and free consultation.

From our very first meeting I realized Bob’s effectiveness as a manager. —Todd Beecher


Bob Donaldson combines many unique qualities into one powerful personality. —Roanne Ross


Bob is a man of outstanding character and integrity. —Dewitt Smith

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I have known and worked with Robert Donaldson for nearly 30 years. Bob is a progressive policy thinker while maintaining personnel accountability within the workforce. In the mid 1980’s we shared employment at an organization that was recovering from a labor strike. Employees were at odds; personal property was being vandalized and communication between work teams was inconsistent at best. Morale was low, and organizational efficiency was extremely poor. Bob believes a strong workforce begins with employee empowerment. He initiated programs that increased employee’s viability to their current (and as it turns out also to future) employers. In the face of internal resistance he maintained his beliefs and persevered with these changes. These programs eventually provided increased educational opportunities and coupled with defined lines of communication within the organization, became the cornerstones of greater efficiency and employee empowerment. Within five years, this group …
Karl RoyerOperations and Maintenance Manager (Retired)East Bay Dischargers Association