Every Friday, we prepare for you a short digest with news covering subjects related to employee engagement, collaboration, organizational culture, knowledge sharing, leadership and the future of work.
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Here’s this week’s brief:
Collective or collaborative intelligence…
…on a commercial level is the new currency. As leaders, as colleagues, the opportunity to engage on a team level brings strategic power to an organization or enterprise that is simply not possible with people working in silos – in the ‘me’ space. There is no sharing of thoughts, or discussion that leads to development. Janine Garner teaches us how to start appreciating the value of an ‘intellectual bank’ in her post Collective Intelligence: The power of smarter, quicker team thinking for CMO.
Knowledge sharing, especially…
…as you enter into a creative realm for a living, is crucial. Yet we see it fail all of the time for a variety of reasons. As social as we have become, it seems there remains an incentive to hold tight to original ideas in the workplace. A 2013 study published in The Academy of Management Journal concluded that the consequences of hiding knowledge “are likely to be devastating to organizational creativity, innovation, and performance.”. We all have plenty to learn from each other, as “None of us is as good as all of us.”. Learn more about this best practice from Stanton Kawer’s post Ego Tripped for HubMagazine.
Statistics show that teamwork in…
…2015 is more than a cliché: it’s the way work is done. And since employee retention is rated as the number one challenge facing HR leaders, organizations should consider developing happy employees and strong corporate cultures, especially in this age of remote offices and geographically dispersed workforces. Easier said than done? Not if you take the time to invest wisely in your workforce. Learn more from Noreen Seebacher’s post Do You Know the Secret to Happy Employees? for CMSWire.
In today’s rapidly changing workplace…
…leaders need to seek help from subordinates to enact change, says Dave Lebel, assistant professor of business administration at the University of Pittsburgh’s Katz Graduate School of Business. “The business world is moving too quickly, and it’s impossible for anybody to know everything,” he says. He found that advice-seeking differs from other help-seeking behaviors because you’re eliciting information for a course of action, retaining the decision-making process, and implying that the values of the advice seeker is similar to the adviser. Read Stephanie Vozza’s article How leaders can ask for help and keep their team’s confidence for FastCoampany to learn more.
With better access to information…
…the hovering micromanager who needs to direct every employee action and check in on every decision has no role. Middle managers won’t disappear altogether but their role is evolving into one that involves strategic coaching and support, making the overall organization more agile and effective. A good starting point is to break free of email as the sole means of internal communication. Email is well known for being a productivity killer; team members are inadvertently left out of email chains, the lack of instant response slows feedback and progress and an overflowing inbox quickly leads to increased anxiety. Read more on the subject in Michael Pryor’s post The Value of Butting Out: How to Stop Micromanaging for Entrepreneur.
Happy Knowledge Sharing!
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