Category: communication

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WhatsApp Groups for Employee Engagement

In today’s COVID era, local companies have seen a dramatic rise in the use of WhatsApp groups among staff. It’s been a love/hate relationship for most, but online groups have become a critical channel of communication. Is your organization boosting employee engagement via these groups, or sitting by hoping the fad will die off?

Remote work has made virtual, intra-company communication more important than ever. By replacing its digital sibling, email messaging, WhatsApp has become the popular default choice. Now, your official email updates are being ignored. Your employees’ habits have shifted; they are using the app over a hundred times per day.

Unfortunately, a number of poor practices have also arisen. In response, most executives and HR departments watch from the sidelines as the software shapes their organization’s culture. No-one knows what to do, or even whose responsibility it is to ensure this channel adds productivity. How should your company influence a change which is already underway?

  1. Accept WhatsApp’s power and limitations

Understand that you can only influence WhatsApp, not control it. Unlike email, the messages being shared aren’t sitting on IT’s servers, where management can observe and dispose of them at will.

Also, individual accounts don’t belong to you. Disgruntled ex-employees can continue their hourly gripe sessions with key workers for months to come.

As such, WhatsApp groups have a life of their own. For example, a small chat between friends can quickly grow to reach the limit of 256 users. Any hot topic can dominate the space and take over attention, including office gossip. Individuals can use it for self-promotion, or to attack others.

Unfortunately, the range of responses is limited. For example, when a group develops a nasty sub-culture, an administrator may only see a single course of action – to delete the group. However, this final act of desperation doesn’t prevent former members from forming a brand new chat to continue the discussion.

Yet, despite this danger, WhatsApp remains the most effective way to have a conversation within a small to medium-sized group of people. It’s already your employees’ most popular app. Some companies try to counter its power by launching their own app. If you try this tactic, “Good luck!” Be prepared for staff to bypass it. Instead, they’ll discuss your attempts to take over their chats in their groups.

Your best bet? Accept WhatsApp’s role as today’s trusted, and most frequently used, channel of corporate communication between staff.

  1. Play the Role of Coach

If the channel is already out of your control, the best option is to provide workers with skills to use the platform effectively. Essentially, this “if you-can’t-beat-them-join-them” strategy is your way of spreading sound WhatsApp principles to others. You hope that they’ll act in ways that support the well-being of your employees.

This means that someone needs to become versed in the apps’ best practices, such as:

  • realizing that group chats are not the same as individual chats – once the number of participants grows beyond 10, a unique space is created.
  • setting up a moderator and establishing guidelines or rules of engagement.
  • developing a strategy for large groups, such as splitting it when the number of members reaches 100.

Where do these come from? This short list is based on my experience in regional WhatsApp groups of all sizes. Your company needs to develop its own insights in keeping with your policies and strategy.

The sad fact is, most companies don’t train their employees to be productive in either meetings or electronic messages (email and WhatsApp). The net effect? A ton of waste, even as these activities take up a reported 25-50% of employee time.

  1. Encourage Exception Reporting

Unfortunately, WhatsApp’s design encourages users to think of themselves as individuals, not corporate citizens. Therefore, they act in their own interests, first and foremost.

However, there’s another dimension which you must consider: the impact of online discussions on the entire staff. For example, when an employee quits, but doesn’t exit a WhatsApp group discussing sensitive company matters, everyone is affected.

Your organization should act to introduce this broader perspective.

In cyber-space, employees need to ask a new question: “What is best for all concerned?” In this context, someone can act to protect a fellow employee, a department or their entire company by intervening and alerting others when trouble is brewing.

The truth is, these are uncharted waters. Executives who ignore the powerful immediacy of WhatsApp Group communication are putting their heads in the sand, hoping it will go away. It won’t. Gear yourself and your staff for the new reality of remote work dominated by digital messaging at scale.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com.

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How to Say No and Become More Productive

Is there a way to turn down requests from other people and thereby increase your productivity? In the changing world we live in, you may have to say more No’s.

“If you want to get something done, ask a busy person.” This old saying has an element of truth: there are certain people who are able to manage scores or hundreds of tasks at a time, without a single one falling through the cracks. If they agree to add your task to their list, consider yourself privileged: there’s a high chance it will be done with quality.

However, experience suggests that the quote should be changed slightly to add a coda: “…but they are likely to say ‘No’.” The fact is that these busy people are black and white with their Yes’s and also their No’s. In order to reliably deliver, they must say “No” to many requests. Even worse, as their reputation grows, they turn down far more tasks than they accept.

As such, their calendar might be full. But what is it full of? Carefully curated tasks which they juggle with precision. They have balanced all the demands in their life and chosen the right blend of commitments. How are they able to pull off this trick?

1. Manage Tasks Using a List or Calendar

As you imagine, they don’t use memory to manage their tasks: there are too many. Instead, they have a system set up using lists and/or a calendar. They treat their tasks with importance and their time as a limited and precious resource. When someone asks them to complete a task, they don’t accept right away…they pause.

Their pregnant pause is not meant to be rude, but to consider, as a serious professional, what they should commit themselves to. Which prior commitments should be denied or postponed?

It’s a bit like visiting the doctor. Your medical practitioner doesn’t just tell you which medication to take based on your (supposed) list of symptoms. Instead, he/she performs a trained diagnosis. Their professional code of ethics guides them.

If there were such a code for the rest of us, it could be: “I don’t dispense time without careful consideration of all my commitments”. With a boss, for example, you may include the requestor in the decision, while showing him/her your calendar: “What should I put aside in order to complete this new task?”

This code-driven pause separates the novices from the practiced professionals.

2. Build Relationships

However, most of us are afraid to say “No” because we are taught, as children, to be nice or good, giving away our power to adults. We still fear the supposed fallout.

I have worked with top executives who routinely tell their ill-tempered bosses fake “Yes’s”. The result? Chaos. Eventually, the boss adapts by asking several people to do the exact same task.

To get past the fear at the root of the problem, author William Ury suggests the following approach to decline requests from anyone.

Step 1 – concretely describe your interests and values, while being as positive as possible

Step 2 – explicitly connect your “No” to your values/interests

Step 3 – explore other options to satisfy the request

For example: “This year I have committed to living a balanced life and making sure my son passes his GSAT’s. Tonight is set aside to help him, so I can’t be at your Zoom call. How about another night this week?”

For those who are productive, either a “Yes” or a “No” can build relationships. However, it takes skill to bring this off in real-time, under pressure from someone who is in power.

A long-term commitment to deliver better quality “No’s” only leads to more skill in this area.

3. Disavow Lesser Channels

In today’s remote environment, we receive requests via a number of channels. How do we respond effectively via text, video or audio when face-to-face communication is impossible?

The answer is to use the most interactive medium possible. If it means a video-chat or phone call, take the time needed. More interactive channels allow the opportunity to react in real-time.

However, if you must use text (the least preferred option), follow Ury’s formula. Do so and you’ll not only be protecting your calendar, but showing the respect that demonstrates your professionalism.

When they return to you with a future request, they’ll remember: you don’t play around with your commitments and you take care of people who approach you for help.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com

Posted on

How to Say No and Become More Productive

Is there a way to turn down requests from other people and thereby increase your productivity? In the changing world we live in, you may have to say more No’s.

“If you want to get something done, ask a busy person.” This old saying has an element of truth: there are certain people who are able to manage scores or hundreds of tasks at a time, without a single one falling through the cracks. If they agree to add your task to their list, consider yourself privileged: there’s a high chance it will be done with quality.

However, experience suggests that the quote should be changed slightly to add a coda: “…but they are likely to say ‘No’.” The fact is that these busy people are black and white with their Yes’s and also their No’s. In order to reliably deliver, they must say “No” to many requests. Even worse, as their reputation grows, they turn down far more tasks than they accept.

As such, their calendar might be full. But what is it full of? Carefully curated tasks which they juggle with precision. They have balanced all the demands in their life and chosen the right blend of commitments. How are they able to pull off this trick?

1. Manage Tasks Using a List or Calendar

As you imagine, they don’t use memory to manage their tasks: there are too many. Instead, they have a system set up using lists and/or a calendar. They treat their tasks with importance and their time as a limited and precious resource. When someone asks them to complete a task, they don’t accept right away…they pause.

Their pregnant pause is not meant to be rude, but to consider, as a serious professional, what they should commit themselves to. Which prior commitments should be denied or postponed?

It’s a bit like visiting the doctor. Your medical practitioner doesn’t just tell you which medication to take based on your (supposed) list of symptoms. Instead, he/she performs a trained diagnosis. Their professional code of ethics guides them.

If there were such a code for the rest of us, it could be: “I don’t dispense time without careful consideration of all my commitments”. With a boss, for example, you may include the requestor in the decision, while showing him/her your calendar: “What should I put aside in order to complete this new task?”

This code-driven pause separates the novices from the practiced professionals.

2. Build Relationships

However, most of us are afraid to say “No” because we are taught, as children, to be nice or good, giving away our power to adults. We still fear the supposed fallout.

I have worked with top executives who routinely tell their ill-tempered bosses fake “Yes’s”. The result? Chaos. Eventually, the boss adapts by asking several people to do the exact same task.

To get past the fear at the root of the problem, author William Ury suggests the following approach to decline requests from anyone.

Step 1 – concretely describe your interests and values, while being as positive as possible

Step 2 – explicitly connect your “No” to your values/interests

Step 3 – explore other options to satisfy the request

For example: “This year I have committed to living a balanced life and making sure my son passes his GSAT’s. Tonight is set aside to help him, so I can’t be at your Zoom call. How about another night this week?”

For those who are productive, either a “Yes” or a “No” can build relationships. However, it takes skill to bring this off in real-time, under pressure from someone who is in power.

A long-term commitment to deliver better quality “No’s” only leads to more skill in this area.

3. Disavow Lesser Channels

In today’s remote environment, we receive requests via a number of channels. How do we respond effectively via text, video or audio when face-to-face communication is impossible?

The answer is to use the most interactive medium possible. If it means a video-chat or phone call, take the time needed. More interactive channels allow the opportunity to react in real-time.

However, if you must use text (the least preferred option), follow Ury’s formula. Do so and you’ll not only be protecting your calendar, but showing the respect that demonstrates your professionalism.

When they return to you with a future request, they’ll remember: you don’t play around with your commitments and you take care of people who approach you for help.

Francis Wade is the author of Perfect Time-Based Productivity, a keynote speaker and a management consultant. To search prior columns on productivity, strategy, engagement and business processes, send email to columns@fwconsulting.com

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Overcoming COVID’s Communication Gaps

As a leader, has the advent of “working from home” distanced you from your employees? As a result, have you witnessed unwanted behaviors? Perhaps you have even realized the unexpected: workers who are actually worse off.

In some companies, we have noticed a surprising phenomenon: Employees who had a good relationship with the organization’s leaders before COVID are now becoming fearful of the same executives. In other words, a certain anxiety has arisen.

It’s led to many staff members working longer and harder, but this added effort doesn’t come from a healthy place. Ultimately, this behaviour does more harm than good because it’s being driven in a way that’s just not sustainable.

The Problem

The average Jamaican worker operates in a perpetual state of low anxiety. The proof? Managers who arrive here from other countries notice talented individuals acting like victims. Furthermore, many of our workers thrive when they migrate to more supportive environments.

On a daily basis, local staff members cope with their fears by developing a heightened sensitivity towards the “Big Man” or “Boss Lady”. Outsiders are shocked to see the deference our employees give to powerful people, going out of their way to elevate and “Big Them Up”.

For example, staff members in some organizations know exactly where the top manager is at all times: when she is absent, work comes to a halt. In others, people scan the CEO’s demeanour to understand his mood. If he is on the warpath, they broadcast the news internally, and warn their colleagues to act accordingly.

But these are all just survival techniques. Our workers developed these habits because executives embody a threat to their well-being. As in slavery, the wrong word from the wrong leader can lead to dire outcomes: public shame, disrespect and separation.

While the exact coping mechanisms vary, their intent is the same: to relieve the state of anxiety. And to some degree, they succeed.

The Pandemic’s Impact

Enter COVID-19 and the mandate to work from afar. Some are thriving: they have escaped the scrutiny of micro-managers and enjoy a fresh freedom to be productive.

However, most are not accustomed to the new disconnection from their organization’s leadership. Now, they are left to their own thoughts and worst fears: a bad thing. Here’s why it happens.

The fact is, the average worker is a social creature: closely linked to other people in the workplace with whom they can share informal interactions all day long. Any scary news or rumors were (before COVID) moderated by the presence of their colleagues, even if no words were passed. At a glance, one could gather critical information by simply observing the environment.

Furthermore, if the CEO happened to walk through the company, staff could feel comforted by her proximity, reducing their anxiety. The quality of her “Good Morning” and the quickness of her pace communicated valuable messages. Questions like “Will I be fired today?” dissipated with her smile.

With new work from home norms (such as Zoom) all these emotional supports have disappeared. In fact, staff is spending more time in meetings than ever before. Perhaps it’s all an effort to compensate for the lack of informal communication which has fueled rumours and driven up anxiety.

Creating the Contact People Need

In a radical departure from the past, some are suggesting that the physical workplace should be retained…but only as a place to socialize. By contrast, an employees’ focused, productive efforts should occur at home, where they are free of distractions. The original purpose of the two locations should be swapped.

But that’s futuristic, post COVID thinking. We can’t follow this prediction today because of the pandemic. What can be done in the meantime?

Some companies have responded by creating informal gatherings between employees. These are opportunities for their people to enjoy each other’s company without a business agenda. Apps like Remo and Airmeets are built for these kinds of interactions, offering far more possibilities than the average meeting software.

However, the most important chats are not with peers, but with superiors. These can be implemented to prevent a rise in anxiety. In spite of busy schedules, some companies are including executives in game nights, cocktail hours, joint training and other gatherings. These are designed, scripted activities (not just random hangouts) which are meant to reduce the emotional distance from bottom to top.

In this context, these informal, but intentional, interactions between leaders and staff serve an important purpose: they help compensate for a cultural challenge in the Jamaican workplace. Together, they provide a way for companies to avoid a predictable spike in employee anxiety in pandemic times. It’s a corporate tactic suited for the distance we’re forced to maintain.

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Becoming a thought leader with impact

On becoming a thought leader with impact

Do you ever read my column and disagree with what I have to say? This could be a good sign: you may be ready to take your place as a business thought leader.

If, even once, you have thrown down the newspaper or closed the browser in disgust, all the better. It means that you care enough to become a thought leader. An emotional reaction is a signal that you strongly believe in a different point of view. Maybe your contrary insight might be worth sharing with a wider audience.

If so, you need not be rich and famous to be the next Marcus Garvey, perhaps Jamaica’s foremost thought leader. Like he did, you can start with little more than a knowledge of how to use the latest technology. In his day, he established newspapers in several countries to share his content. By contrast, you could set up a free Facebook page in a few minutes.

However, that’s not likely to be enough. Garvey didn’t have a goal of being “an influencer” or being famous. His publications were the means to fulfill a much bigger vision. Take yourself to his level by following these steps.

1. Start Provoking

While you may not be prepared to write a book or give speeches to thousands, your smartphone affords you tremendous power to craft messages. What about finding an audience? Maybe they are just sitting in your social network waiting to hear what you have to say.

But what if you aren’t ready to formulate your initial thoughts into the written word, audio recordings or videos? One way to begin is to find and spread articles you agree or disagree with. Share, add your opinion and invite others to comment.

As you do so, consider this to be the start of your research and learning. Continue looking for quality evidence and the underlying academic publications that supports it.

Sometimes, you’ll discover nothing but opinions. Occasionally, you may bump into facts that contradict your pet ideas. Overturn them to fulfill your mission of finding the truths that help you make progress.

These are small steps, but the world won’t change until you start to engage it. Sharing and reacting to existing points of view brings your commitment out into the open, starting immediately.

2. Build Your Structure

Most people mistakenly believe that all you require to be a content creator is the right keyboard, audio recording device or video camera. While those are necessary elements, in today’s world they are simply insufficient to be effective.

Especially in these locked-down times, would-be thought leaders need a way to share their content, promote themselves to new audiences and manage their followers. The details of these three approaches are as follows.

– To deliver consistent messages you must specialize in a particular mode: text, audio or video. Why? It takes time to master a single one well enough to rise above the din and distractions your would-be followers face, even if you have world-class ideas. Fortunately, YouTube has all the education you need to move past the beginner stage of using these three modes.

– Some believe that they shouldn’t have to do very much promotion – “if you build it, they will come.” In other words, if the content is good enough, it should naturally attract people. This hope-for-the-best approach is unlikely to win attention. Instead, you must carefully define a strategy to promote your messages in a multi-channel world, each with its strengths and weaknesses. Experiment with each of the social networks, plus setting up your own website.

– Consider obtaining a Customer Relationship Management software system (like Mailchimp) to efficiently scale and automate your communication with your audience.

Recall a time when a typewriter was an essential piece of equipment. Think of these three elements in the same way: the hallmark of someone who is serious.

3. Focus on Results

As a budding thought leader you are likely to have multiple objectives. Pick an easy one to start with, such as the number of people who respond to your next article on Facebook. As you continue, you’ll define more sophisticated metrics that measure your impact.

As you may agree, being an effective thought leader in these pandemic times involves more than having new, fresh ideas. That’s just the beginning. While quality thoughts are essential, they are lost by themselves.

Today, the sad fact is that the smartest voice will not necessarily be heard above the distractions. Think of your “message delivery” skills as a critical partner to your creativity and you’ll start to confront the gaps in becoming a business thought leader with impact.