by guest blogger emplo
Social media platforms and internal communication investments aren’t, by themselves, a guarantee of improved employee engagement. To foster engagement, you must involve all the employees in the community, including the company’s management.
Having an internal communication platform is just the beginning for many organizations. While the engagement of the organization’s entire team, from top to bottom, is required, ultimately, the CEO should be the driving force of the whole organization. For example, the attitudes and communications adopted by executives such as Steve Jobs, Mark Zuckerberg, and Jeff Bezos directly drive the culture of corporate giants such as Apple, Facebook, and Amazon.
However, engaging management in internal communications is often not an easy task. They complain about the following:
- Lack of time
- Lack of employee interest
- Risks associated with shortening the safe distance between management and the rest of the team.
These are only excuses.
CEO = Chief Engagement Officer
The involvement of management is crucial for building an engaged community within an organization. Richard Edelman uses an atypical definition of the abbreviation CEO – “Chief Engagement Officer”. In an interview with McKinsey & Company, he states that engagement of teams is in the hands of their bosses.
He emphasizes that, in most cases, both management and the rest of the company mainly focus on operations. After all, it is day-to-day operations that make money for the company and bring management respect. However, the truth is today engagement and integrity have become the new gold standard for firms.
Edelman uses the examples of PepsiCo and its chief executive Indra Nooyi. Every year Nooyi (as reported by Economic Times) asks for advice and suggestions from the company’s 150,000 employees, knowing that their engagement is the key to the company’s success. Rebecca Ray also emphasizes management’s important role in internal communications and building team engagement in her report “2015 Conference Board CEO study.”
How to engage company management?
Company managers are role models. They are closely monitored by every employee.
“If my boss isn’t using the tool, then why should I?”
Many team members will wonder. On the other hand, engaged managers increase the credibility of internal communications and foster a “human” image of themselves.
Engaging company management does not have to involve time-consuming activities. It is small, and often spontaneous, communications, as well as selected regular activities that bring real value to an organization. It is best to engage the CEO, board members or other senior managers using internal social media platforms. By doing so, all employees will see the direct engagement and initiative of the management team.
Here are three key benefits of company management leveraging internal social media platforms:
1.Learning the organization’s moods
Those in charge of the organization should be aware of the problems and challenges faced daily by their teams. Scott Scherr, CEO of Ultimate Software believes that how a company treats its rank-and-file, and least remunerated, workers determine its value. Internal social networks can help leadership listen to employee voices and monitor bottom-up discussions. As a result, management can learn the moods of employees and identify internal opinion leaders.
2.Shortening the distance
Rosemary Turner, president of the courier company UPS in North California, tweets the UPS couriers regularly. What does she tweet? One thing she does is send current traffic alerts. Why? Facilitating day-to-day work is just one benefit. There are other benefits including showing the “human” side of the boss, building a partnership approach and shortening the distance between employees and the management.
3.Encouraging dialogue and transformation in organizations
David Thodey, CEO of Telstra, Australia’s largest telecommunications company, has taken using social networks in daily business operations very seriously. Through an internal service, he asked his employees which processes and technologies should be eliminated from the company. Within an hour he received more than 700 bottom-up responses helping him see the what wasn’t functioning in the organization. He used this information to implement business changes swiftly.
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