All about collaboration and the future of work
Whether a new hire will be successful and satisfied in their new role is down to the right kind of onboarding. It’s especially crucial for remote employees who can’t integrate organically into the processes and culture of the company.
We interviewed tech leaders about distractions and deep work in engineering teams. They were united that an engineering team needs an environment free of distractions, where they can both focus on the work at hand, and collaborate with other teams, but not at the same time.
Silos are the byproducts of growth and specialization inside a company. Silos are basically teams (not people but organizational structures) that have distanced themselves from each other and possess information that the other teams don't. In a silo, employees will have less of a relationship with the company. Instead, they are loyal to their silo and its objectives. They will learn to gradually care less and less about the company as a whole. They do not work in the company. They work in the silo. And the company is what causes problems for the silo.
Trust and teamwork are in a crisis if you ask managers. If you are a knowledge worker, you are working remotely in the COVID spring of 2020; whether you want to or not. Everyone has become intimately familiar with remote collaboration – instant messaging, simultaneous editing, and gawking at your colleagues' bookshelves in video calls – the most used tools being Slack, Zoom, Microsoft Teams, and Google's G Suite. And Sharepoint for some, you poor souls.
I previously shared our founding story and my history of solving startup communication and collaboration problems here. In this article, I wanted to focus on triangulating the costs of business as usual and show how startup communication could be fixed for good.
Our startup's mission is to remove communication barriers and break down information silos. I wanted to share my experiences (and horror stories) of why I believe the problem of collaboration is what makes or breaks a business. I've been lucky to have had four distinct leadership roles in fast-growing startups, all of which made it evident that leadership issues are usually not technological in nature. I'll elaborate.