A quick slidedeck on engaging people with new ways of working.
- 1. WorkSmartEngaging colleagues with new online tools!!Dave Briggs, April 2014
2. WorkSmartWorkSmart is a consultancy andonline community that is allabout bringing positive changeto the workplace.We work with organisations tohelp them develop the strategy,leadership and capability todeliver smarter email@example.com 3. Dave BriggsDave is the principal consultantand main writer at WorkSmart.He has considerable experiencedelivering technology basedchange projects in organisationsof all sizes.twitter.com/davebriggshttp://firstname.lastname@example.org 4. Engaging colleagues withnew online toolsHeres the thing: if you build it,they wont come.No matter how cool your newsocial business platform is, yourcolleagues (except for the superkeen) wont suddenly leap intousing it.Instead, you need to thinktactically about how you engageworkers with new online tools.Here are ten simple ideas tohelp.4 5. Put the user firstThe organisation has its needs,the users their own - and theymight well clash.Don't make the mistake ofputting the organisation's needsfront and centre. That won'tinspire anyone to use it.Instead, design around theuser's needs and figure out away for the organisation tobenefit.5 6. Grow organicallyBig launches rarely work. "Quick,everyone! Look at our newwebsite!"As it's new, there's not muchthere. Everyone is disappointedand many never return.Instead, don't try to get toomany users too quickly. Allowthe amount of activity to berelative to the membership size.6 7. Not another task!People are unlikely to respondcheerfully when you tell themthey need to start sharingknowledge or collaborating.Not another chore!Instead, present the new toolsas a better way of getting workdone, that will relieve theburden, not add to it.7 8. Fewer rules are better rulesIf you create rules, people lookfor ways to get around them.They see bad behaviour asgetting one over the rule-makers.In many ways rules legitimisethe activity they seek to prevent.So don't have rules. Assumecompetence and politeness as astandard. If people don't meetthe standard, then deal with it.8 9. Let people work differentlyDifferent people will use differenttools in different ways. It mightdepend on their role, or on theirpersonality.You can't expect uniformity inusage. Keep things flexible, anddon't demand people fit auniversal process.9 10. Let users own their toolsIf people in an organisation seea new platform as beingimposed on them from above, itwill fail.Instead, the community mustown the community. Get theenthusiasts to help makedecisions and manage theprocesses.It will make your decisions betterand your system more popular.10 11. New tools need new skillsDoes your organisation have theskills in-house to make yourplatform a success?Do you have a communitymanager? A social reporter? Anonline curator? An analyticsexpert?None of these things are rocketscience, but you can't assumeanyone can do them withoutsupport.11 12. Make it work on any deviceIf people want to be able to usesome software to do their job ontheir own iPad, at home, at theweekend, then make sure theycan do it.If they have to use their worklaptop, and only at certain timesof the day, then engagement willbe limited.Make sure your system works onall the popular devices and don'trestrict access.12 13. Give it timeThere are no quick fixes when itcomes to organisational culture.If you want to see your newtechnology having a majorimpact within six months,prepare to be disappointed.Instead, relax a bit. Let peoplefind their feet. Let them discoverwhat they can do and how it willhelp them. Measure progress,sure, but don't panic when shortterm results don't materialise.13 14. Its not about the technologyPlease don't make rolling outsocial software within yourorganisation an IT project.It's not an IT project.It's about people, and culture,and working methods. It belongswith people used to working withlearning, organisationaldevelopment and that sort ofthing.14 15. Thanks for reading!Hopefully these ten ideas willhelp you develop yourorganisations use of technology.If you need further support,WorkSmart is here to help.WorkSmartworksmarthq.email@example.com 16. AcknowledgementsThanks to Steve Dale and Anne McCrossan whoprovided me with invaluable feedback on the ideas inthis document. 17. Photo creditsSlide 3: Paul Clarke photography for Learning PoolSlide 5: https://flic.kr/p/hP6VzFSlide 6: https://flic.kr/p/f9VeXBSlide 7: https://flic.kr/p/cCmJjQSlide 8: https://flic.kr/p/aFaR5RSlide 13: https://flic.kr/p/dMMvPOther photos are authors own or from public domainsources.