![]() ![]() ![]() This leads to the next problem, which is …. We often hear that email “is just how we get things done here” and “it’s the only place where I can reach everybody.” Executives are coddled and highly protected from the collaboration overload that impacts the majority of their knowledge workforce. Given their social position at the company, the deference of their subordinates and their executive assistants who clean up inboxes and find information on-demand, most senior leaders have no idea what it’s like to be an everyday employee. Their perspectives often set the tone for what we attempted to learn from employees.īy bringing together all interviews and uncovering key themes (and often times, sharp discrepancies in two different areas), we’ve curated the seven most common, yet unexpected, lessons about how work is really getting done at companies. They also include learnings from the C-Suite. Our seven key learnings about communication and collaboration practices were generated from countless employee interviews with corporate IT teams to sales engineers to factory workers and traditional desk-based knowledge workers. While traditional methods of employee communication, like the company newsletter, intranet and annual all-hands meeting, depend on the company hierarchy to push information down to employees in a managed way, social collaboration tools break the hierarchy by allowing any employee to connect to another regardless of his or her formal position.Īnd with smartphones in the hands of 77 percent of the American population, and 2 billion people active monthly on Facebook, our digitally networked employees are able to share information through their own organic web of relationships, which doesn’t have company HQ in the center - and may not include it at all. Modern collaboration tools have democratized the exchange of information by cutting out the middleman, a.k.a. When Senior Leadership Is the MiddlemanĬIOs and internal communications leaders must understand this: the era of broadcasting heavily massaged and sanitized information to employees is over. How did we uncover these unexpected findings? Simple: by cutting out the leadership middlemen and asking employees what was important for them to be able to communicate and collaborate effectively with their networks. Seven of these lessons rang true for nearly every organization, from pharma to retail, from technology to utilities and banking.Īnd, nearly all of them came as a surprise to the CIO and Head of Communications. Recently, Talk Social to Me uncovered a variety of interesting lessons from employees while conducting collaboration audits and discovery interviews for our clients. Unexpected Collaboration and Communication Findings But you can’t control it, you can only try to strengthen it. This organic collaboration has a tremendous impact on the way your company handles employee communication. You’d quickly learn that regardless of however many collaboration tools or employee communication programs you put in place, real work is getting done through informal social networks - the relationships between employees that weave a web of friendships, trust, alliances, social power and ultimately, information exchange. ![]() What if you could obtain real, raw, unfiltered information from your employees about how your collaboration program is actually working today? What if you had the chance to put yourself in the shoes of line workers, field sales reps, headquarters teams, new hires and senior engineers alike? ![]()
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