![]() Think couches, big work tables, and no assigned seating. Comfortable, informal, shared workspaces encourage co-mingling between teams. Physical workspace counts, tooĮven if you have limited control over your office layout, there are small steps you can take to ensure that your company’s physical space aligns with your communication goals. Creating and measuring success metrics in direct relation to customer service interactions will help your employees realign their approaches on everything from graphic design to Twitter posts. That means making sure the designer who screenshots product changes for the FAQs page gets kudos in the next company meeting. If user satisfaction, fueled by cross-team communication, is a company-wide goal, it’s essential to go the extra mile to communicate back to teammates how their individual work is contributing to the effort. It also creates a safe space for constructive feedback to come from outside any given team, which can provide some key insights. It’s an easy (often fun!) way to keep everybody on the same page. By keeping them short, focused, and regular, you ensure that conversations stay productive and energetic.Ī 10-minute, one-on-one weekly check-in is the perfect amount of time to take stock of existing projects, address near-future goals, and jot down a mutual “to do” list. Meetings can be exhausting and strain the attention span of even your most dedicated employees, but they’re also critical. Have regular meetings, but keep them brief Ideally, the communications and product teams should have been coordinating their efforts toward the same overall goal instead of accidentally working against each other. It was a climactic moment of disaster that illuminated the fundamental importance of communication between teams. As a result, the communications team spent a full month systematically rewriting the user onboarding process-an achievement they announced to the company on the exact same day that the product team eliminated user accounts, en total. You’re saying that it matters that the people in your company are speaking to each other.Ī few years ago, I spent time with a company that, as they scaled rapidly, neglected to designate pathways for clear dialogue between teams. ![]() This makes for efficiency (you can send one email to communicate something to an entire team), habit (it’s always the same person), and relationship-focused leadership (people whose job is to prioritize empathetic and consistent communication)-and that adds up to healthy and productive cross-team dialogue.Įstablishing relationship-focused leadership also emphasizes the importance of communication as a top-level priority. It’s essential to designate specific people as communication bridges between teams. Considering how product changes will affect the user experience and communicating those changes back to support should be baked into the process of product development. But at the end of the day, everyone is on the same team: your goals are to attract new customers and keep the loyal ones happy.Īcknowledging this as a top level priority will help re-contextualize each team’s perspective on their work and it will open the doorway for them to both seek and hear feedback from the support team. Projects like product and marketing become consuming, full-resource tasks with seemingly disparate objectives. From my experience, the teams that succeed work hard to ensure the following pieces are in place: Make user satisfaction a company-wide priority It’s easy to say, but much harder to do: create and implement good systems for cross-team communication.
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