Collaboration: Building and Sustaining Trust
28 April 2010 Tweet The issue of trust is at the core of effective collaboration. The most basic definition of collaboration (co-labor) is working jointly with others for shared goals and outcomes. The need for trust thus arises due to the interdependence between parties. A trust relationship inherently has risk for the parties involved. Individual personal behaviors are different that manage this trust and associated risk.
Since trust it at the core of collaboration, how does one build trust? What is trust anyway? What are individual behaviors and expectations in a trust relationship? What can be done to rebuild trust when trust is violated? These are some of the question we address in this post.
We can recall what President Reagan often said: Trust but verify. That is, I am willing to trust you only to the extent I can verify what you say. Trust is based on evidence, not words. Evidence is the key to minimizing risk in this instance. This is not a trust relationship in fact; it is a relationship of distrust. But, the circumstances of Mutually Assured Destruction (MAD) created the interdependence for shared goals and outcomes.
There is another old saying: Don’t tell me what you believe, show me what you do. This suggests that trust is based on actual, observed actions and behavior. The talk, however impressive, must be consistent with actions. Talk consistent with actions in an interdependent relationship builds trust, while talk inconsistent with actions erodes trust and creates greater risk.
An extreme of trust is faith, as expressed by: Are you going to trust your eyes, or what I tell you? This demands unconditional trust, regardless of the evidence, and observed actions and behavior.
We are all unique, needless to say, as to how we approach trust relationships. We also approach trust relationships differently with different people. As time goes by, actual observed actions and behavior, experiences and evidence accumulate that shape our level of trust in an individual or group.
A continuum of level of trust exists between the extremes of trust and distrust. The name escapes me at this point but I hope that some of you who recognize this model would comment on this post, so we can assign appropriate credit to the author of this model. This model of propensity to trust is as follows:
- Trust Always: This person always trusts others, no matter the circumstances. Colloquially we may refer to this person as gullible. This trusting soul gets screwed often, sadly.
- Trust Until: This person trusts and continues to trust until the evidence and experiences show otherwise. This person calibrates the level of trust as new information comes in.
- Distrust Until: This person distrusts and continues to distrust until the evidence and experiences show otherwise. This person calibrates the level of distrust as new information comes in. This person needs to experience the “show me” trust-building activities.
- Distrust Always: This person always distrusts others, no matter the circumstances. Colloquially we may refer to this person as paranoid. This person could be an eccentric genius, yet beyond collaborating with others.
As we know, all relationships are unique. How and where we start with one person and where we end-up at the trust level depends on our experiences in individual relationships.
We may begin with a person at the Trust Until level and reach Distrust Until, as additional evidence and experiences accumulate. This implies the person is on a “short leash,” when it comes to your trust, and you believe that the violation of trust can be repaired if the other party demonstrated in actions and behavior that such a violation was an anomaly and will not occur again. Depending on additional information as we move forward, the Distrust Until level may further deteriorate to Distrust Always.
Violation of trust can be so severe or extreme that we may go from Trust Until directly to Distrust Always. If we were at the Distrust Until level to begin with, much less serve violations of trust may push us to the Distrust Always level more quickly.
We can easily see how one may go from the Distrust Until level to the Trust Until or Distrust Always level. We continuously calibrate our trust relationships on the continuum of trust levels of this model. This calibration towards the distrust side occurs along: type of violation, magnitude of the violation, and prior violations. Violation of trust in a person’s integrity is likely to be quite severe.
So what does all this mean for collaboration? As mentioned earlier, collaboration requires trust among collaborators due to interdependence for success, in terms of achieving shared goals and outcomes. Each collaborator comes to the collaborative project with a certain “reputation” developed over time through: prior personal interactions and experiences, resume of accomplishments and expertise, and views of others in the enterprise. This credibility engenders a certain level of trust among collaborators. This would typically be at the Trust Until or Distrust Until level at the start. And then, it is game on!
The most critical expectation is: highest quality results, on time, every time and within budget. In a collaborative environment, this is achieved through open communication and active listening, supporting and respecting team members, recognizing contributions, understanding individual abilities, desires, constraints and ambitions, identifying and resolving issues and conflicts, and so on.
The bottom-line in building and maintaining trust is keeping commitments, while demonstrating work ethics, personal integrity and compassion. Trust is a work in process that takes years to build and a moment to destroy, as we know. And yes, little things do matter. Thus, “what you have done lately” tends to have a disproportionate impact on the trust relationship.
Here are some things one can do to build and maintain trust.
- Keep commitments: It does not matter if the commitment is small or big. This includes delivering a deliverable on time, or managing resources and budget, or conducting or participating in a meeting at a particular time, or bringing donuts for the team, or setting up a conference call. Avoid making others feel: “We don’t know if he will come through this time.”
- Minimize surprises: I suppose this goes along with the precious item. Often times in the life of a project, some project plans, deliverables or even personnel must be changed. Identify issues before they become problems. Seek and obtain agreed-upon solutions. Last minute surprises hurt the collaborative effort and erode trust.
- Be fair: Give credit where the credit is due. Recognizing contributions by others is critical to any collaborative effort, and we don’t mean money. Recognize and acknowledge even the smallest contributions. We have seen many times, collaboration efforts turn into unmitigated disasters when team members feel that their work is being “stolen”; that is, someone is taking unfair credit for their work.
- Support others: When your expertise is needed, find ways to accommodate even when your own commitments and constraints are demanding. This could be as little as offering an hour or two here and there for guidance, or reviewing and commenting on their work. Given your expertise, you may also know of other recourses that could help.
- Admit mistakes: Don’t blame others. We all make mistakes, some small and some not so small. Regardless, mistakes are an opportunity to build or regain trust, but the first step is to admit and then seek a corrective solution through which you can demonstrate sincerity and earn trust.
- Address conflicts constructively: This means no bad-mouthing about a team member to others. When there is a conflict, deal constructively with the person involved, using the basics of feedback and conflict management. Escalate if necessary, but no gossiping.
- Keep promises of confidentiality: A person may wish to share something in confidence for which they need your counsel. This may include using you as a reference in their job search, or sharing an issue in their personal life, or seeking counsel on a work-related issue. Violation of confidence is surely a quick way to lose trust.
- Maintain integrity: This is kind of a catch-all: congruence of words and deeds. It relates to the credibility of communication, actions, fairness, and moral and ethical behavior.
Come to think of it, a good bit of this list overlaps with the fundamentals of team building and management, as it should.
We recommend the following articles for further reading:
- Trust and Trust Building by Roy Lewicki and Edward Tomlinson
- Trust Models
- Trust Rules: The Most Important Secret About Trust
- Trust (social sciences), from Wikipedia
What do you recommend for building and maintaining trust?
Lokesh Datta
Roderick M. Kramer on trusting a leader In the Post-Crisis World, Restoring Trust is Not Enough identifies the following characteristics:
- Communicating credibly
- Consistency of words and actions
- Good intentions combined with competence
- Transparency
- Appropriate vigilence
Roderick M. Kramer is William R. Kimball Professor of Organizational Behavior, Stanford Graduate School of Business and Visiting Professor, Center for Public Leadership, Harvard Kennedy School.
Lokesh Datta
Two Forms of Trust, adapted from Lewicki, 2006 in Collaboration & Team Science: A Field Guide by L. Michelle Bennett, Howard Gadlin and Samantha Levine-Finley
Calculus-Based Trust
- Characterized by openness, reliability, accountability, dependability, and consistency.
- Established by having processes and procedures in place that guide behavior and actions.
- Expectations are made explicit in written documentation that provides the foundation for communications and data sharing.
Identification-Based Trust
- Characterized by similar interests, goals, and objectives that support the shared values.
- Established through positive shared experiences and interactions.
- Over time, team members learn how others behave and interact and, based on these observations and experiences, create their expectations of individual contributions.
Lokesh Datta
Reader Comments (5)
I posted this question on LinkedIn: Since trust is a key factor in successful collaboration, how does one establish trust?
I received interesting responses that I would like to share.
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Cheryl Roshak, President at Cheryl Roshak Associates
I tend to have a trusting nature and go into a relationship thinking it will be trustworthy, but true trust is built over time. People who are reliable, come through for you, don't disappoint, are true to their word, don't lie or cheat, all those good things that one expects in a trusted relationship. I expect that of people. When I am let down, and it does happen as people will be people, not all people are trustworthy, I am highly disappointed and that person loses esteem in my eyes. You measure trust by consistency I think. I am sure there are occasions when something can't be done or a trustworthy person will let you down, but a trustworthy person will let you know in advance that for whatever reason, he can not fulfill his obligation or responsibility. That takes integrity and honesty to be able to do that.
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Richard Derwent Cooke, Change Mentor & Expert Facilitator, bringing Clarity, building Options and driving Action!
I tend to trust people from the first, but I moderate that based on the degree to which people do what they say they will , and what I expect them to do. So keeping your word / promises and meeting their expectations are key steps. No surprises!!
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Laurel Bailey, Creative, Practical, Collaborative Consultant with expertise in hospitality and customer service.
Trust can only be earned. It is earned by doing what you say you will do, and doing it well. You can speed up the process by showing you care about the success of those with whom you are collaborating, and providing tangible value. Maintaining trust takes ongoing attention, because trust can be lost or seriously damaged if you fail, just once, to do what you promised.
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Christiaan Landman, Ontwikkelt en vernieuwt bedrijfsproposities & marktbenaderingen. Inspireert en fundeert businesscases. info@pitchme.net
Be truly interested in what moves the other, see their interests in the bigger picture, help them get to where they want to be... provide guidance and support.
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Manish Dabas, Senior Advisory Management Consultant - Strategy and Change, IBM Spl - Operations Strategy & Change Management
I have a similar question, how can you measure the trust, is there a framework
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Anthony Reed, Professional Speaker, Writer, and Consultant
You build trust by making and keeping your commitments, both large and small.
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Karin Wills, Experienced Leadership and Change Management Consultant
Ensure that the contributions of each individual are acknowledged publicly; never take credit for someone else’s contribution; thank people for their contributions sincerely. Focus on the stated goal(s), do not let personal agendas take over. Remember that collaboration is people working together to achieve a goal, the goal is mutual, not one individuals goal.
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Wilder Baker, Marketing Communications Counsellor
If the issue is one of trusting a new connection, then inquiries in advance about the person's reputation will help. Once the connection is established, however, it is a matter of the person's word being kept, promises to get things done being carried out and, as indicated by another responder, no surprises and nothing hidden when it should not be.
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Steven J Krisfalusy, Business & Technology Advisor
Simple answer: You must earn it! People are smarter than you think!
I tend to have a trusting nature and go into a relationship thinking it will be trustworthy, but true trust is built over time. People who are reliable, come through for you, don't disappoint, are true to their word, don't lie or cheat, all those good things that one expects in a trusted relationship. I expect that of people. When I am let down, and it does happen as people will be people, not all people are trustworthy, I am highly disappointed and that person loses esteem in my eyes. You measure trust by consistency I think. I am sure there are occasions when something can't be done or a trustworthy person will let you down, but a trustworthy person will let you know in advance that for whatever reason, he can not fulfill his obligation or responsibility. That takes integrity and honesty to be able to do that.
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James Sale, Director of Motivational Maps Ltd
A profound question. How do we establish trust - most people are answering the question how they can work out whether somebody else is trustworthy - which is not the same thing. How can we establish trust?
The single most important thing that will establish trust before anything else is listening, and I don't even mean 'active' listening as if that were merely a skill set: I mean the kind of listening that we might imagine God does when someone prays - the soul is in the act itself. For as the great Egyptian priest, Ptahhotep, observed five thousand years ago: To listen is better than anything, thus is born perfect love. In such a condition trust is born.
If proof were needed consider a baby: why does it end up trusting its mother (or not)? Because she listens to it (him/her)!
Of course, after that we can then get round to answering more mundane business matters of just how far will I extend my trust to this person!
See: http://www.motivationalmaps.com
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DAVE MASKIN, WireNames.com ★ Trade show booth traffic builder / Lead generator ★ Parties / Events ★ GREEN ★100% recycled wire
Find something in common with the other person and you have the beginnings of trust...
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Arnold van der Beek, Self Leadership is Authenticity in Manifestation!
Trust is a value that one should live. To me you do not establish trust, but you live trust. Trust is what you offer, expressed in many things, but clearly in language, behaviour and actions. This is true for all the other people as well. Trust is what you share. The sharing can bear disappointments!
So trust becomes an issue when it is being seriously betrayed. At that moment one feels trust needs to be (re-)built, to be measured, to become a condition for the further together.
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Sorin L. Ionescu
I help professionals and business owners to escape stress and find freedom they are looking for ever since they started.
From what I see, we all agree with these assumptions:
Trust is the solid ground upon which is built the foundation of any relationship.
Trust is an attitude that allows people to do three things: to rely on (1), have confidence in (2), feel sure about (3) other people and things.
To gain trust, one must demonstrate these qualities: Competence, Connection and Character. Of these three, the greatest trust builder is the character. People can overlook errors of competence or connection, but will never forgive the failures of character.
Character transmit many things: Consistency, Potential, and Respect
Consistency of character is that which denotes one's integrity.
An honest person respects its values every day, and do not ever promise without respect its word.
We trust someone with strong character and in his power of stimulating our Potential.
The Respect shown to each other builds trust.
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Steven Bryngelson, CEO at sbryngelson.com - Business Consultants
In order to establish trust one must be willing first to extend trust.
Trust is then built or earned thru a process of actions over time .
In the same regard trust is lost or removed by negative actions over time.
To establish trust extend it. Those who value trust will make every effort to keep it. Those who do not value trust will fall off on their own.
Trust is a valuable gift and possession. Once it is broken it is rarely ever truly revived.
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Garrett Gitchell, President Vision to Work, Change Management, Speaker
In change initiatives, trust can be established by a clear description of the end state and a path to get there that acknowledges individuals, skill and effort. In that case trust can come as a result of clarity.
The real trust comes from how that is facilitated and led. If it matches expectations, is fair and gets to the business objectives the trust foundation for the next change is strong.
If not...
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David Phillips, Pro-Bono Paralegal (Russian Language) at Massachusetts Civil Rights Coalition
First, you have to trust someone. That's the only way you're going to know.
I came across a question on trust on LinkedIn, posted by Dr. Lisa Van Allen (PhD, ACC), The Biz Doctor, Psychologist & Conscious Business Coach, Speaker, Author, OpenNetworker. lisa@VanAllenCoaching.com
I am looking for some input for a presentation I'm prepping: What do you need to be able to trust a business, a colleague, a business partner? How do you build trust?
The answers are relevant to this blogpost, so I thought I would share with you.
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Mark Miller, Eastern State Territory Manager at TruckVault Inc.
Trust is built with respect. Similar to the emergent leader. Be knowledgeable of the subjects, ask for input from you colleagues. Be active in the environment. Don’t use positional power to lead. Use your personal power with personality and know how. The more you engage your partners the more respect your will gain and with respect comes trust.
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Allison Hosack, Transformational Leadership Consultant | Coordinator of Cutting Edge Human Development Graduate Program
One thing that is important to me is good teaming skills. Are they in the business just for themselves, or is there a "we" mentality? When the "we" mentality is present, I trust that we are on each other's side and looking out for our collective success. This tends to cut down on some of the more sneaky, underhanded types of competition that can be present in businesses, especially those with a high sales culture and commission-based income.
As for me, how I build trust is by following the old Biblical adage of letting my yes be yes and my no be no. Being clear and direct about my intentions and my boundaries helps my colleagues know that I am a woman of integrity and they can count on me because I'm not committing to things that I really have no intention of doing.
Scott Landry, General Management Executive
Of the many factors involved, I believe that two drivers are of particular importance:
1) Your own perception of the motives of each party and what each party has to gain. Do you believe each party can and will benefit - is it a win-win situation? Or do you expect (or believe that the other party expects) to unfairly benefit from the relationship at the expense of the other?
2) Your perception or belief that the individual or organization's track record demonstrates integrity - or at least the absence of indicators to suspect otherwise.
When I enter into non-transactional relationships where trust is critical, I have found that I achieve better personal outcomes (personal and business) when I have a high level of confidence in both areas - the likelihood that both parties will benefit and that the party I'm dealing with is known for integrity.
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Phoebe Bryant, I help businesses understand technology.
Trust starts with building relationships with people. Human nature tells us that people in business typically stay on the periphery. Trust only comes when you demonstrate a posture of authenticity and by being transparent. Authenticity allows people to see the “real you” and not your title; and transparency can come in small measured amounts. I’ve found that these two components are the building blocks to building trust in business and in my personal life, as well.
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Joshua Arnold, Business Engineer
A good book called: "The Trusted Advisor" by David H Maister might help you.
He cites a formula for Trust that goes:
Trust = [Competence + Reliability + Intimacy] / Self Orientation
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Anthony Juliano, Account Supervisor/PR Manager at Asher Agency
It's a combination of credibility and reliability. Do you know what you're talking about? Do you follow through? Are you a resource even when you're not the right person to answer the question? (In other words, can you find answers even when you don't immediately have them?)
I recently gave a presentation about building trust with the media (see link below), and I'd encourage you to take a look at the last few slides, where I discuss credibility (as well as accessibility and likability). See: http://www.slideshare.net/ajuliano/best-strategies-for-the-evolving-world-o...
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Stevan Jackson, FInstLM,FCMI,MCGI,CharteredMCIPD, Experienced and Versatile Executive
In my experience trust has to be earned, by the company, colleague or business partner. It is earned by being reliable, effective and honest. By doing what you said you would do, to an acceptable standard, in the timescale that you agreed at the outset.
It is also about loyalty, demonstrating commitment to the person with whom you are looking to build the trust. A business can do this through consistency in delivering on its promise whether that be availability of its products, quality, price, etc. Colleagues and business partners can demonstrate loyalty in many ways, especially through the things that they say about you in public and in private. For example in the way that they represent decisions that you have reached by consensus, where they have had the opportunity to put their point of view but you have agreed an alternative approach.
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Eddie Rogers, Entreprenuer, Architect and Business Advisor
Trust, fundamentally is rooted in knowing that a person's intentions are honorable. It's not as simple as do what you say, say what you do.
At it's core, it's a matter of the heart, not a matter of the mind.
Colleagues need to draw on experiences that have shown a persons character before they can trust a person.
The problem is that a persons true character seldom comes across 100% accurately in one situation. It takes a variety of situations to clearly see who a person is.
I try to facilitate team building experiences both at work and away from work. In pressure situations and relaxed situations. In competitive situations and non-competitive situations.
Only by seeing a person in all lights can you truly know how they will shine. Too many times, we look at a person, it one particular business situation and form everlasting opinions about a persons character from one experience.
I try to build bridges between people by letting them truly see who the other person is.
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Stephen M. Sweid Dr., Senior Business Consultant at Dr. Sweid Research & Consulting
It is easy to trust under normal conditions, but when the going gets tough then trust will be scrutinized. When a problem situation emerges we can find out how far the trust goes! It is under pressure when trust will be tested. Trust is tested when the other party has to give more than it receives. One can easily simulate a stress situation to test the degree of trust.
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Mark Collins, Facilitating The Best
Well - I would say that first up is the straight forward and very real choice to trust the other (person business or situation). All trusting relationships flow from that personal choice. It may be that we find out that some people are untrustworthy later but that’s later....
So bottom line you build trust by really giving it - and not pretending to or qualifying it with - as long as they etc,,,,, (you knew that though.... right) :-)
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Oana Laura S, Talent Development Manager at Marcus Evans
You build trust by building predictability. If you deliver the same product, service or interaction time after time, people will trust you to "always" deliver at that level.
You can say people will always trust something - if you are predictable and professional they will trust you to be professional. If you are unpredictable, you will be trusted to not deliver - despite the few times you've actually delivered. You're not predictable, so you won't be trusted.
Think of how many times tourists prefer to visit a fast food chain rather than an unknown restaurant "because you know what to expect"? Predictability and an expectation of it. That's trust.
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Michael Sanjek, President at High Potential Consulting, LLC
ROI. Simply put, whether a new software package or new marketing program, people expect the same return when investing time/knowledge with a colleague. While they might not say "what's in it for me," there is an underlying desire to get something in return for the partnership.
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Kevin Harville, 12 Years as Web Business Consultant
There have been two questions recently on leadership and trust. Trust is in fact BUILT, and that is the key. In any relationship it is step by step, and we have NO REASON WHATSOEVER to trust someone such that we take two steps for their one. Trust is, and should be, earned.
There is no shortcut. And where there ARE shortcuts, like being really really likable as an act, the con men have it down.
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Christine Hueber
Trust is knowing that when someone/something says they'll do/deliver something, they'll do their very best to do so.
Trust is built by having the above experience ... repeatedly.
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Brian Luining, Owner at INVA Advies
Trust is based upon transparency, meaning that a person (or business, or product) will do what he/she said he would do. And repeat that behaviour until a certain transparency occurs. It is the anticipation upon a certain positive outcome that we call trust. As soon as we do not get the anticipated or something better than anticipated (positive outcome plus 1), we lose trust.
Sometimes we can lose all trust, because we do not understand what happened. In other words we can no longer anticipate on a certain positive outcome and thus transparency is lost. Even more, it can result in feeling inadequate of making trustworthy decisions...
That is why trust is easier to build than to re-build by the same person, enterprise or product which caused damage to that trust.
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Alberto Romero-Bermo, Director International Fisheries at Grupo Lumar
As many of you might know, Emerson set forth an entire philosophy of life in all his writings and of course in his best known essay “Self-Reliance”. Though “Trust” is a fascinating and complex subject we can gleam from Emerson that developing trust—that is, obtaining it from others—requires in part that we first trust ourselves. Emerson states:
"Trust thyself: every heart vibrates to that iron string. Accept the place the divine providence has found for you, the society of your contemporaries, the connection of events. Great men have always done so, and confided themselves childlike to the genius of their age, betraying their perception that the absolutely trustworthy was seated at their heart, working through their hands, predominating in all their being. And we are now men, and must accept in the highest mind the same transcendent destiny; and not minors and invalids in a protected corner, not cowards fleeing before a revolution, but guides, redeemers, and benefactors, obeying the Almighty effort, and advancing on Chaos and the Dark."
Then note the power of Emerson’s words and the ideas they convey: “Trust thyself….Accept the place the divine providence has found for you,….” This speaks of “sincerity”. Know yourself, your strengths and your weakness. If you want to develop trust you must be who you are before others, not who you pretend to be. Do not be a double-facer. As children we always understood that. Do not be the great pretender. Know your place.
“…the society of your contemporaries, the connection of events.” This speaks of “awareness”, “knowledge”, “skills”. Have them in your field of practice, obtain them, share them to develop respect and trust.
“Great men have always done so, and confided themselves childlike to the genius of their age, betraying their perception that the absolutely trustworthy was seated at their heart,….” Successful people make evident that the only thing that can be “absolutely trustworthy” is within themselves. This is evident because trust and trustworthiness are not absolute values outside ourselves. There is an inherent risk in trusting—a danger that even those we trust may let us down. Hence we must assume risks and be risk-takers in developing trust and in trusting others.
“And we are now men, and must accept in the highest mind the same transcendent destiny; …not cowards fleeing before a revolution, but guides, redeemers, and benefactors….” We are ultimately responsible for ourselves but not in a selfish way; we are to give, to show and to guide others. We develop trust by sharing our knowledge and conveying our principles. Developing trust requires “kindness”.
Some key words in this context for me would be: Sincerity, Knowledge, Risk-Taking, Kindness.
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Luis Luarca, Management Science Consultant
References, references, references. I am a firm believer that the proof is in the pudding. Rather, anyone can talk about what they have accomplished but what about the proof? I encourage potential clients to talk to my references before they call me. This saves both sides time and energy and makes that first call the call to make a decision. But this is a catch 22 as well. Where does one develop references? Deliver what your customers want and they will become a great reference. Within the first 5 minutes of meeting a new client I let them know that I need them as a reference before anything else. This ensures that I will do a great job and give them what they want via my serivces, hence their willingness to become a reference.
To date, I have more friends than I do past clients. Get it?
References, references, references,
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Guy Benchimol, Technical writer
You have to consider three main factors:
- WHO? (you) i.e. the teacher/emitter: this means you have to introduce yourself
- WHAT? (your presentation) i.e. the topic/issue
- TO WHOM (your public) i.e. attendants/interlocutors/receptors
TRUST will be generated if those three factors are COMPLIANT one with another.
You may draw a TRIANGULAR SCHEME for each considered case, adapt your input following to the requirements you will have discovered and everything will be doing well.
Lots of great comments, concepts and perspectives on trust.
To me, the four most fundamental requirements for trust are first of all, transparency, which helps to eliminate our internal misinterpretation of meaning and evasive tactics such as lying by omission. Second, is reciprocity, because it acknowledges the reality of self-interest. However, as human beings we are also imperfect creatures, so the third and fourth requirements combine to support our imperfection: compassion and forgiveness. The ability to feel the other and the ability to let go of our disappointments in a way that allows us to move on.
Hi Lokesh
Like the way you are pulling together all this information, and doing it so collaboratively - we should link in
Thank you, James, for your kind words! I am trying to walk the talk. Hope we can find other creative ways to collaborate on numerous other topics within collaboration.
Regards, Lokesh