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What You Might Not Know51 | Native Network52 | Product Spotlight Arctic IT TRIBAL PLATFORMS53 | What’s New with TribalNet 54 | Meet Your Vendors SplunkFall 20163NetworkFUNPhoto booth EngageThe 17th Annual TribalNet Conference and TradeshowNov 7-10, 2016 • Sheraton San Diego Hotel and Marinacocktail hour Christopher WooleyWith Live music by 2 day tradeshowDownload 2016 Conf App & Play TribalNet ConnectCALL TO ACTIONQUICK TIPS6The Power of CollaborationWhen I was a young man I often heard my father say “If you want something done right…. you need to do it yourself.” Sage wisdom that I utilized successfully throughout my adult life. However, this “do it yourself” mentality does not work as well when you become a manager or leader that is tasked with more complex problems and initiatives. The best leaders recognize this and will understand and utilize the power and creativity that can only come from a diverse group collaborating together to achieve a goal.8MIKE DAY TribalNet Founder Director of Advisory Boards & TribalNet AssistVP of IT and CIO Cannery Casinos6TribalNetMike Day, TribalNet Founder, Director of Advisory Boards & TribalNet Assist VP of IT and CIO, Cannery CasinosI am going to take the limited amount of space I have in this article to discuss some keys to successful collaboration and the challenges they represent. I will speak to the importance of creating the best group of people when collaborating. I will not spend much time on discussing various collaboration tools as they come in many brands and flavors that are readily available to everyone. They include any tools that enhance document sharing (Office365, Google Apps, SharePoint and any number of other sharing apps), communication between a group (think phone, chat, email, text, video calls, Webex and so on), and perhaps some project management tools for organization depending on the complexity of the task.Certainly, it does not make sense to bring collaboration into every situation, project or task. Simple tasks and tight timelines often create situations where you really are best served to just “do it yourself.” However, when the complexity of the project increases, the need and value of collaboration increases substantially. These are the type of situations that I want to discuss, because not all collaboration is equal, nor is it always effective. CALL TO ACTIONQUICK TIPSAll Collaboration is NOT Equal: The people you choose to collaborate with matters. Don’t just cre-ate any group of individuals when you need to collaborate, instead create a DIVERSE group. Let’s face it, we all enjoy working with people who are very similar or just like ourselves. People who share the same views, who tend to look at things the same way, and heck, we just seem to all get along. Nobody rocks the boat. Nobody introduces any crazy ideas or slows down our efficient single-minded purpose. So much easier to manage. Very safe. Very predictable. Sounds great, and that may be great if you are marching in a marching band, but it is the opposite of what you should want in any business or most organizations where you are in a group leadership position. What you really need is diversity in your group that is collaborating. I am not talking specifically about ethnic or gender diversity (although that is also a good thing to have in any group), but diversity in views, skills and backgrounds. Yes, aligning a diverse group is more challenging and yes, everyone needs to be able to contribute something to the project, but you need people with different skill-sets, views and ideas. Your challenge as a leader is to get everyone to share their views and skills to produce the best possible deliverable. Collaborating with a group of like-minded indi-viduals may be easier and a good way to share the work load, but collaborating with a diverse group can be more innovative and produce a superior deliverable.Consensus Building is Necessary: Avoiding the inevitable conflict or difference in opinion is a leading cause of people working on projects on their own rather than collaborating with others. If that describes your approach, it is time to make some changes. You don’t know everything. You can produce a better product/deliverable by engaging others and their skills and knowledge in the effort. This reminds me of another favorite bit of wisdom from a college professor who used to regularly remind me, “We are all ignorant, just depends on the subject.” Your task in leading effective collaboration is to create a consen-sus among the group if they come to an impasse on how to proceed. You need to value everyone’s input and reach a conclusion or solution that everyone can live with. That takes time and skill, but it is worth the effort.Recognize and Recognition: You need to effectively recognize and utilize the talents of the group when collaborating. What are their skills? Is there anyone in the group that shares similar views or traits with the group of executives and/or customers that you will be delivering your final product to? Recog-nize the talents and utilize them effectively. Last, give adequate recognition to everyone who contributes to the process. Hoarding the end result of a collaborative effort as if it was all your own is unprofessional, and it makes you look small. Letting everyone know that it was a team effort and recognizing the team’s contributions will cast you in a better light as a leader and have your audience believe the deliverable is more complete and thorough than any one person effort. As an example, I can honestly say that I cannot remember the last presentation that I prepared completely on my own. I recognize that although I may have some expertise in the presentation topic, my artistic skills are lousy, my graph and chart creation ability is suspect and I usually know a half dozen other people who know the topic better or represent my target audience better than I do. It only takes a few emails describing the task and sharing out the shell of the presentation via any shared cloud storage solution and the collaborative effort begins. The concept of collaboration is certainly not anything new. The strength and ability within a group working together will usually exceed that of any individual. Your Call To Action is taking a personal assessment of how and when you currently utilize collaboration, and to determine if you are being as e ective as possible. The leaders that can create and manage the most well rounded groups of collaborators will produce the best possible results. Fall 20167Mike Day welcomes your questions and comments and encourages you to connect and collaborate with him! mday0401@gmail.com8Relationships are the foundation of a successful business. Strong relationships built on mutual respect, trust and compas-sion build strong businesses with those same values. Regardless of what positions we hold within our respective organizations, we all play the role of ambassadors within our communities, both professionally and privately. The relationships we build have a significant impact on the performance of our businesses.It is easy to get caught up in the numbers of conducting business, negotiat-ing contracts, managing projects, creating efficiencies and building the bottom line. I posit that too narrow of a focus on “getting the most done, for the least amount of mon-ey, in the least amount of time,” can have a negative impact on the business. Conversely, I believe that focusing on building strong relationships will have a very positive effect on the business.I worked as a government employee and as a contractor. During my time within a government setting, I learned a very bad habit. I was always focusing on the tightest timeline and the lowest bid (which was a mandated practice there). I quickly learned that this bred a culture of mediocrity. The vendors only cared about winning the job without trying to propose a better solu-tion because that might result in them not winning the contract. This practice led to strained relationships with vendors. For ex-ample, vendors wouldn’t even bid for jobs because they didn’t want to sacrifice the quality of their product just to get awarded the contract.After leaving government employ I had the pleasure of working with the best businessman and mentor that I know and one of the very first lessons I learned from him was, “Always put relationships ahead of profits. If you build a strong relationship, the profits will follow.” To this day, I make an effort to apply this principle to almost everything I tackle, both professionally and privately. Unlike the experience I had working within the government, the organization-wide practice of this philosophy has created a culture of excellence.I have been asked how this principle could possibly increase success. The answer is actually pretty simple. A strong relationship is built on trust, communication, mutual respect, acceptance and sharing each other’s interests and values. The results can be very powerful when all of these components come together. When we develop this type of relationship with the people we are doing business with it is much easier to reach mutually agreeable terms. When people we are working with feel that we are sensitive to their needs to flourish (as a business and as a person) they become much more open to compromise. The result might not always be a lower price or a tighter timeline, but it will be a better product because you know that what you are receiving is coming from someone who fundamentally cares about your success as much as his or her own.In the realm of project management, I have found that the people you are working with will tell you what you need to hear rather than what you want to hear when a strong relationship exists. There has been a significant decrease in the amount of change orders on projects with vendors who I have strong relationships with because we focus on the relationship instead of the lowest bid. The end product is better and, often less expensive, than it would have been after change orders. Also, timelines are more accurate because the vendors feel comfortable challenging my expectations (just as I do theirs).This philosophy pays off in other areas such as fundamentally better contracts containing less “gotchas” and increased business opportunities. When it comes to contract negotiation, a vendor who trusts you and cares about your success as much as theirs is more likely to be willing to work toward mutually acceptable terms. In regards to business opportunities, the amount of pro bono work we receive has dramatically increased. Vendors will call and let us know of business opportunities, even if the opportunities aren’t directly benefiting them.RELATIONSHIP MANAGEMENTManaging Relationships for SuccessCHRISTOPHER DECAMPDirector of Technical ServicesWin-River Resort CasinoFEATURED COLUMNSChristopher DeCamp, Director of Technical Services, Win-River Resort Casino8TribalNetIn short, dealing with business partners in a manner that evokes trust, mutual respect, acceptance, shared interests and values using honest communication will build strong, long lasting relationships. Strong relationships will lead to more successful projects, better contracts, and more business opportunities. When that happens, you and your organization will attain new levels of success including increased profits and, last but not least, more friends.RELATIONSHIP MANAGEMENTFEATURED COLUMNSFall 20161Christopher has worked in the IT industry since 1996, serving in roles ranging from technical, engineering, management, and executive management. Christopher has been a part of the Win-River Resort Casino team since July of 2006. In his current position Christopher serves as the Director of Technical Ser-vices for Win-River Resort Casino. In this role, his responsibilities are directing the information technology, facilities and housekeeping divisions as well as capital project management and construction management.Leveling the IT Playing Field for Tribal Nations and Enterprises for more than 15 Years As Tribal Nations and Enterprises you are uniquely tasked with protecting cultures, maintaining tribal sovereignty, and building and sustaining the infrastructures that support the tribal communities you serve. Gartner enables you to make better, faster, more informed decisions. We support many of your mission critical priorities including: Security and Risk Decision Validation Strategic Planning Vendor Evaluations and Contract Negotiations Why Gartner? We are the only unsponsored IT research provider with 1100+ analysts and 120,000+ research notes covering 1300+ IT topics. In addition we offer an Executive Program that is supported by an Executive Program Partner (a former IT Executive) with 15+ years hands-on, real world experience. Ultimately we help you mitigate risk, save time and money, and communicate the business value that IT delivers for your Nation and your Members. For More Information: Jannine Salo Lisa Neau Director, Tribal Enterprise Account Director, Tribal Enterprise, Western Region 860 389 5454 916 398 0004 jannine.salo@gartner.com lisa.neau@gartner.com Gartner Tribal Enterprises Website: http://www.gartnerinfo.com/tribalnations/ Next >