Summary: In this post I present a change tactic to help executive management see the value of their company’s enterprise social network without risk and time commitment.
Many employees only know the name of their CEO and that he probably earns lots of money. That is not much to trust him as a leader. In large traditional organisations the executive management is often far removed from the workforce. Once a year the company might hold a town-hall meeting, at which the management team lays out the company’s strategy and answers employees’ questions. The rest of the year the Internal Communication department prepares and distributes updates on behalf of the management team. Thus, in traditional organisations there is hardly any interaction and communication between the executive management and workforce leading to misunderstandings, mistrust and potentially disengagement. How do managers expect employees to trust and follow them if they don’t know them?
An enterprise social network or similar can help bridge the (communication) void between management and employees by ‘working out loud‘. In a previous blog post I talked about why managers, including executive managers, should be using such platforms. There are many others that highlight the necessity of the C-Suite to become ‘social’ (aka connected!). In a recent post I also wrote about very concrete first steps for managers to get started with a company’s enterprise social network.
And yet, some managers may still refuse to use such platforms actively, partly because of different reasons or excuses, e.g. lack of time, unable to see the value or other higher priorities. But rather than just giving up, maybe there is something that can be done to ‘nudge’ executive management and accelerate the necessary change? Two ideas that go into this direction are ‘Ask Me Anything‘ by John Stepper of Deutsche Bank and ‘Open up the corporate ivory towers‘ by Daniel Martin Eckhart of Swiss Re. In both cases the goal is to make executive management more accessible and certain decisions taken by them more transparent. The initial investment taken by the management is low, but the value that can be shown is high.
Based on a similar thinking there is a change tactic I call ‘One day in the life of…’. The title is actually inspired by Aleksandr Solzhenitsyn’s novel ‘One Day in the Life of Ivan Denisovich’. Thanks to Solzhenitsyn and his remarkably detailed narration, the reader can get a sense of the inhumanity and brutality that inmates of the Gulag prison camps suffered. Whilst many of them were not able to speak out, Solzhenitsyn gave them a powerful voice in his book.
‘One day in the life of…’ in a corporate setting is (hopefully) taking place in a different context ;). The idea is to open up a world to people which they usually don’t have access to. It can provide a glimpse into the demanding but interesting day of people that employees know the name of but not much more than that. This builds trust and probably to a certain extent understanding of why certain decisions are taken.
How can ‘One day in the life of…’ work? It should be set up as a campaign supported by proper communication and also educational elements, since it is not meant to be done just for the fun of it but to help people adopt new behaviours and tools! One employee is selected to follow a senior manager or C-Suite member for one day to meetings, lunch, events (whatever is on the schedule). The employee uses the company’s enterprise social network or Intranet during the day to keep other employees updated obviously leaving out any confidential information. It needs to be ensured though that there is no censorship by anyone, otherwise the communication becomes inauthentic and not trust-worthy and is perceived as yet-some-other-internal-comms content. The employee can use #hashtags to update his status, so others can follow the conversation, ask questions or ask the employee to ask certain questions to the senior manager or C-Suite leader. Since asking a question on the enterprise social network or Intranet is in most cases not anonymous, it can be assumed that there won’t be any difficult or inappropriate questions. Quite the opposite, it might be difficult to get people to post questions. That is why it is important to facilitate this process carefully.
What does the manager gain? Well, let me ask you: ‘What does the manager stand to lose?‘ A skeptical manager can experience the power of using such platforms with very low (time) investment. There is not much he needs to change in his daily schedule if anything. At the same time he can get to know the platform and how he could use it himself. It’s a supervised learning by doing exercise. More importantly though, the manager might be able to earn higher trust, credibility and better understanding among employees. And hopefully, the next time he will use the tool himself to keep his employees informed of what he is doing by ‘working out loud’. Of course, this idea is also valuable for further increasing the use and reputation of the company’s enterprise social network or Intranet. Thus, a win-win for all!
Enterprise social platforms allow for and at the same time require new behaviours. It is a learning process. However, sometimes traditional learning formats like videos, presentation, brown-bag lunches etc. are simply not sufficient to help with the first steps. If your managers and employees don’t see the value or don’t know how to use these tools for their own benefit, it’s time to explore new ways of learning and helping them to get started!
© Picture Credit: Christoph Schmaltz