Phase 4: Let’s do the work
- Debra Mashek
- Oct 28
- 2 min read
Series Note: This is Part 4 of a five-part series exploring the phases of the Collaborative Action Model—a framework I developed to help mission-driven leaders move from possibility to impact through purposeful collaboration. (If you missed earlier installments, shoot me an email and I’ll send them your way.)
By now, you’ve clarified what you're trying to do together and built the scaffolding to support the work.
Now it's time to put the plan into motion.
Welcome to Phase 4: Do it.
It’s also the phase where many collaborations falter.
Common Pitfalls in Phase 4
A few classic challenges in this phase:
Mission drift – The work slowly veers away from the original purpose.
Stalled progress – Big ideas get stuck in planning loops, await someone else's action, or get crowded out by other priorities.
Disappearing partners – Once-enthusiastic collaborators quietly pull back, transition to other roles, or get inundated with competing work.
Dropped balls – Deadlines get missed, responsibilities blur, momentum fades.
Phase 4 isn’t just about execution—it’s about delivering on the promise of collaboration.
How to Stay on Track
To keep the work moving and meaningful, your collaboration needs:
1. Strong project management
Even in highly collaborative efforts, someone needs to own the timeline-- perhaps a backbone organization, a project director, or a steering committee.
Strong project management in this phase means:
Tracking progress against milestones
Managing dependencies between workstreams
Surfacing risks early and adjusting as needed
Keeping the group oriented toward shared goals—not just siloed outputs
2. Continued partner engagement
People get busy. Organizational priorities shift. Partners need reasons to stay engaged. This phase benefits from intentional practices like:
Regular all-partner check-ins to share progress and re-align
Celebrating small wins to build momentum
Sharing stories of impact to renew shared purpose
Revisiting roles and resources when capacity or circumstances change
3. Embrace adaptive execution
Even with a solid plan, real-world conditions shift. That’s why it's important to stay flexible during implementation.
Create space to adjust tactics without losing sight of the shared goal. When challenges surface, don’t ignore them—treat them as natural signals for refinement.
These moments of reflection don’t have to derail momentum. In fact, they’re often what keep the work on track—and the relationships strong.
The Bottom Line
Phase 4 is where collaboration gets real.
It’s messy. It’s dynamic. And it’s absolutely critical. As I tell my keynote audiences: “Collaboration is hard – but it’s how hard things get done.”
Next time, we’ll look at Phase 5: Did it work?
If you’re tired of disappointing collaborations that fail to meet their promise or potential, I can help. Reach out for a zero-pressure conversation about your situation.
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