New collaboration tools, while making communication among project team members faster and easier, can also lead to some not-so-professional practices. Dennis Collins, senior director of marketing, West Unified Communications Services gives his tips on tech etiquette to make the most of these tools without overstepping the mark.
ISAP: How are companies using collaboration tools like Slack, and what are the benefits of these types of tools?
DC: Collaborative work is a continuum, not an event. Meetings are event-driven but are critical touchpoints in the development of a project – whether that project is collaborative or not. Smart companies realise that different tools are optimal for these different needs and are assessing what they are need to accomplish and how they have to do it rather than just selecting one ubiquitous solution for everything. That was where email fell short, for example.
The ability to meet when necessary through virtual conferences coupled with the continual access to versioning and status updates via collaboration tools allows teams to move /adapt more quickly without the time lags inherent on email threads or reliance solely on weekly update meetings. As a result, the time between the events that gets more productive and makes the milestone meetings less frequent and more productive as well.
For remote teams, collaboration tools are essential in managing not only communication, but also tracking project progress and managing staff. Collaboration technologies and conferencing services are driving telecommuting’s popularity and acceptance. With Slack and other tech such as integrated voice and video-enabled UC platforms, workers are able to access all of their communication in one central location. And the enterprise has better security and performance through the standardisation. Entire teams can stay up-to-date from anywhere without feeling disconnected from the organisation.
ISAP: What are some of the pitfalls that organisations may also need to be aware of when implementing collaboration tools?
DC: I see two things, one environmental and one behavioral.
From the environmental aspect, always-on access to group projects can make teams very tactical rather than remembering the larger goal. A collaborative project can jump tangentially into a non-productive area as people react to the ‘now’ of an idea or issue, regardless of its merit or priority. Meetings regulate the project flow, because time brings context to all the issues and allows for a reset or alignment.
Behaviorally, without clear-cut rules, the lines between what’s considered professional and what’s not easily blur together. Consumer-facing collaboration tools are rapidly changing how we communicate at work for the better, but they’re also creating unchartered territories that both managers and employees are grappling to navigate. I recommend that project groups determine what is correct for them – IM-style communication or longer briefs, casual emojis or precise copy, and so on, so everyone is aligned and communication remains accurate.
Some companies might be under the impression that instant messaging apps are the one enterprise tool to rule them all. In reality, workplaces with the best communication strategies thrive because they incorporate a variety of tools that fuel collaboration. As much as IM drives productivity and team work, these types of tools will never replace the need for meetings – meaning companies also need technology like web and video conferencing tools to better support larger-scale meetings.
ISAP: What are some communication mishaps that might occur?
DC: The most common snafu is when employees communicate the same way they would with their friends. It’s not always appropriate to use brief phrases and abbreviations like “thx” or to send emojis. Depending on the use case, employees with informal communication habits may come off as unprofessional. While saying “lol” to a coworker you’re friends with might be acceptable, your boss may not want to be this casual in his or her interactions. Also, the absence of bio-feedback that happens in person makes sarcasm, satire and humour often difficult to grasp, leading to potential misunderstandings among team members.
ISAP: What should team members do to avoid these problems?
DC: Employees shouldn’t treat apps like Slack as if they’re tweeting or texting a friend, though their user interfaces would lead you to believe differently. Practising strategies like mirroring superiors’ communication style and considering who’s in the group before sending a message can prevent mishaps. Appropriateness for the message being conveyed is important – if you are communicating a significant change or request, accuracy trumps brevity. Nothing derails collaboration or communication like ambiguity – so as more people work remotely the need for clarity is stronger. Also, employees must remember that all messages are likely archived and can be accessed by management. With this in mind, employees need to be cautious of their virtual exchanges at work.
ISAP: Would you advocate that companies using these collaboration tools should implement formal or informal guidance for their employees, and if so, what areas should they cover?
DC: Formal training and policies around collaboration behaviours aren’t necessary for most workplaces, but managers should still provide general guidelines for using the tools. If inappropriate communication becomes a continuous issue, the company’s HR and IT departments should team up to determine the best course of action.
ISAP: Do you have any other advice for using collaboration tools to their best effect?
DC: As I mentioned earlier, it is important to start with why you need these tools and what you need to accomplish before selecting any of them. Companies, especially IT departments, must remember that tools like Slack or GChat aren’t the magic bullet to creating effective workplace communication. Other collaboration tools like webcasting, online training software and document sharing are necessary pieces of the puzzle. A diverse tool set ensures that companies have the technology they need to be successful while meeting employee preferences.
Then, the key is to know your team and their preferred communication style. Let a team decide on their approach and see what happens. If it isn’t working, people will let you know. Once employees have a handle on their expectations, they’ll feel more comfortable interacting online with coworkers. Isn’t that the ultimate end game for any collaboration tool?
