Most of us are wired to believe that if we say something, those who hear us will just naturally execute it exactly as we had envisioned it in the first place. If only managing people were that easy. In reality, just because you said, doesn’t mean it’s actually going to happen. Without providing the right direction, determination, and ongoing communication about the context of the work to be done, the chances of actually observing the result you envisioned are very low.The fundamental premise is that success is achieved not when the CEO thinks something is important, but when everyone thinks it is..
To overcome talent scarcity more and more companies are adopting one or more remote work frameworks, and with physical proximity out of the equation, the available talent pool is certainly way bigger. As more companies are beginning to embrace remote work, recruitment will get easier, but my hypothesis is that retaining talent will get considerably harder. Generally speaking, a remote environment removes friction. While this lack of friction comes with a lot of well-known benefits (competitive salary, flexible working hours, better individual time allocation etc.), it also means that changing jobs will get easier and consequently, the ability to retain talent will matter a whole lot more in the future than it does today.
This one will be all about understanding all the different nuances of media used for internal communications. When I say nuances, I'm not talking about features, I'm referring to the implications, the incentives, and ultimately the consequences of using one tool or a particular set of tools versus the other. In other words, this is going to be a long, detailed dissertation into the details of how and why internal communication happens.
I never planned to do a series of articles, but this write-up almost came as a natural follow-up to the post I wrote last week about Context over Control and the future of remote work. Last week I explored the ground rules of the future of work. Specifically, I talked about how and why the fundamental prerequisites of work have changed. Here I’m taking a step further and describing some of the literature behind today’s organizations’ communication systems. What they're made of, why they can be so impactful in today’s organizations, and how they’re related to the concept of remote working.
Lately, I’ve been reading quite a lot of reports on the state and the future of remote work. While I think it’s great to finally see some open resources about what still looks a very underexplored field, I couldn’t find any unique insights or anything more interesting than some generalized polls or surveys. Yet I think we still know very little about this subject and there’s a lot to be uncovered in terms of strategies, frameworks, and models. This write-up (and more generally this blog) is an attempt to provide insights and more qualitative thinking on such topics.
There’s a lot to be excited about in this update of Sametab. This new update involved a lot of in-depth work from the entire Sametab team and touched lots of part of our product. We’re super proud of the work and we’d love to share the what and the why of this release. In this article, we’ll walk you through the new Sametab Search and all the other updates that we’ve made to the product. We’ll also be talking about what’s coming ahead in the next few months.