Participation trophy child’s definition of collaboration A common definition of collaboration that I’m encountering more frequently is “being or having been involved.” It stems from a belief that showing up is enough and participation alone is a legitimate contribution—it’s not.

This is the clearest example of participation trophy mindset.

#1: Real collaboration requires contribution value Collaboration is a sum of the parts effort—everyone has strengths that in a team setting compound into results that exceed individual efforts.

Even in a sum-of-the parts financial analysis, the performance of each business segment is calculated and totaled to determine overall firm value—there is no getting around each segment having its own EBITDA, EV/EVITDA multiple, and enterprise value.

#2: Collaborating with contributing is freeloading A highly capable and self-aware person understands that not everyone is operating at their same speed, but the expectation of maximum contribution of all parties involved remains.

Rejecting freeloading is not “unfair.” You are rarely sneaking your lighter contribution passed anyone; often, you have been written off as a future collaboration partner.

#3: A contribution value mindset There are very simple questions to clarify if a person’s contribution value was significant or minimal—use them to evaluate yours to projects and teams.

Would the outcome have been the same without my involvement? What’s the probability that it would or would not have been? Could you defend yourself with a list of contributions if someone said, “you didn’t do anything?”

It goes without saying but the more senior your role, the more significant your contribution value ought to be. Further, there is no presumption of equal in professional settings when individuals provide different value.

#4: Collaboration when leading teams Good leaders share credit for their achievements, but they protect the efforts of the different members of their team. Bad leaders permit freeloading because they prefer to be liked or to avoid uncomfortable conversations.

Participation trophy child’s definition of collaboration A common definition of collaboration that I’m encountering more frequently is “being or having been involved.” It stems from a belief that showing up is enough and participation alone is a legitimate contribution—it’s not.

This is the clearest example of participation trophy mindset.

#1: Real collaboration requires contribution value Collaboration is a sum of the parts effort—everyone has strengths that in a team setting compound into results that exceed individual efforts.

Even in a sum-of-the parts financial analysis, the performance of each business segment is calculated and totaled to determine overall firm value—there is no getting around each segment having its own EBITDA, EV/EVITDA multiple, and enterprise value.

#2: Collaborating with contributing is freeloading A highly capable and self-aware person understands that not everyone is operating at their same speed, but the expectation of maximum contribution of all parties involved remains.

Rejecting freeloading is not “unfair.” You are rarely sneaking your lighter contribution passed anyone; often, you have been written off as a future collaboration partner.

#3: A contribution value mindset There are very simple questions to clarify if a person’s contribution value was significant or minimal—use them to evaluate yours to projects and teams.

Would the outcome have been the same without my involvement? What’s the probability that it would or would not have been? Could you defend yourself with a list of contributions if someone said, “you didn’t do anything?”

It goes without saying but the more senior your role, the more significant your contribution value ought to be. Further, there is no presumption of equal in professional settings when individuals provide different value.

#4: Collaboration when leading teams Good leaders share credit for their achievements, but they protect the efforts of the different members of their team. Bad leaders permit freeloading because they prefer to be liked or to avoid uncomfortable conversations.