Tougher together – How companies and their employees better can face setbacks and challenges through transparency and collaboration
Where should I stay and eat om my upcoming first visit to Madrid? How do I take a screen shot om my mobile phone? By which watering hole can I find animals to hunt? What did those poisonous berries look like, really? From the beginning of time, our best source of knowledge has been other people. We ask others for help or advice when our own knowledge, experience or skills fall short. Within the family, our village, our school, in Q&A columns of the papers, over the phone, on Facebook or on Twitter. But at work, who do we ask? And how?
This is the third blog post of six on the topic of benefits for companies and their employees to communicate transparently and collaborate online.
- Overview – As the wheels turn faster, people are more important than ever before
- Agility – More sensitive feelers and faster reaction
- Engagement, Inspiration and Innovation
These blog posts are published in parallel in Swedish on the Think blog of IBM Sweden
In old style companies we tend to ask our colleagues we already know for help, or maybe some manager. Usually live at the office or via email. How many times haven’t we sent an email to someone only to get an automatic reply that they are on holidays or in training and will be back in a week or two. Or that they pass your question on to someone else who send it to yet another person who in turn passes it on to a fourth person who replies, four weeks later The answer is available on the intranet. Just follow this link.
Does it feel familiar? It was for me, too. But no more.
Sharing and caring
Nowadays, I ask my question in a status update on our social intranet. Maybe I mention a couple of persons who I guess may have the answer or if I guess that someone in their network has it (as mentioning them makes my question appear also on their board, for their network) or in a suitable online community. Usually, I get an answer within an hour or two. I rarely have to wait longer than until the next day. I even share half finished sketches of presentations and documents, stating “I know that this isn’t quite correct and will appreciate any help to improve or any other views”. Such an amazing response I have received! From the foremost experts in the field among my 400.000+ colleagues. Compare that with “Johnny is on vacation and will be back in two weeks”. Every time, it feels as amazing and empowering to be able to get help, without even knowing who to ask. There always seems to be someone who knows, who has sufficient time or willingness to reach out to help. Admittedly, it does help to have a pool of many colleagues at hand, but the positive effects show also in smaller organizations. An open and helpful culture is more important to have than an ocean of colleagues. As is a culture where it is accepted that everybody cannot know everything. Asking is nothing to be ashamed of. Just imagine being able to close a deal or solve a problem with the help of a colleague who you might not know, but who knows what you’re facing and how to resolve it..
It may not even be necessary to get hold of the actual colleague. Often it is sufficient to find the knowledge and the experience they have shared earlier. Either intentionally through working transparently, sharing their documents, presentation and other whatsits. Or unintentionally through answering questions from others in the transparent way I’ve described above. The more transparently everybody works, the easier it becomes to find what you need to overcome the challenges. And you can always ask the author for explanations or supplementary information. We do not realize how much we do know and can share with intention. The rest surfaces when we help others.
With such support it doesn’t only become much easier to bounce back after a setback, but also challenging your limits becomes much easier too.
By Pingswept (Own work) [CC BY-SA 2.0] Helping a struggling runner at Boston Marathon
Enablers and obstacles
As mentioned earlier, a condition for this to work is that you have a culture of transparency, helpfulness and acceptance that everybody cannot know everything, of generously sharing your work products and of communicating transparently. And, as a fundamental enabler, that you have a collaboration and communication platform that makes all of this possible and that, through design, encourages and supports transparency rather than closing up.
The obstacles include, of course, a culture where you don’t dare to admit shortcomings, a culture of “withheld knowledge gives power” and without a sense of all working towards a common goal. But also technology can be an obstacle. Questions and answers via email benefits nobody except those involved in the correspondence (plus it takes much longer as I mentioned earlier, or results in an overload of many parallel conversations). The replies can’t be reused by others faced with the same challenge, but they have to search again for the people in the know who, in turn, have to answer the same questions all over again. Shared drives and closed team rooms do not create open collaboration either. They may be beneficial for those with access, but for no-one else. How many other team rooms with similar content do you think there may be in a large organizations, do you think?
Additional benefits for the company
The benefits for employees, described earlier, benefit their employers too, obviously. Employees being able to deal with challenges benefits the company too, of course.
But there’s even more in it for the companies:
- As long as work is done in the old style, knowledge keeps being locked up with the individual employee. It’s locked up in their heads, on their hard drive or in their mail conversations. What happens if they disappear? The head disappears. The hard drive usually gets erased and the email on the server usually only resurfaces if it’s needed in a legal context. Remaining intellectual capital = 0. If employees work transparently, though, share their work and answer questions transparently, the knowledge stays within reach for all to use also after they have left. The dependency on the individual employee is reduced.
- In addition, since the knowledge is easily available for re-use and you can Like what you have appreciated, since you can see the number of downloads and so on, you can easily see a de facto standard emerge, based on the benefits and appreciation of peers. Not bad, either, I’d say.
Do you have experience of your own of the difference of searching for help and knowledge in the old fashioned way and of doing it in a transparent organisation? Either inside your company or externally? Maybe in your personal life? I’d appreciate reading about it in a comment.
If you want to read more about how we at IBM look at online collaboration tools and transparency, I recommend you to read “The only constant is change”. And if you want to read more about how to transform your organization to work more transparently, “Best practices for establishing a new way to work”.