What Managers Need to Know About Social Tools
by Paul Leonardi and Tsedal Neeley
WORKPLACES HAVE ADOPTED internal social tools—think standalone technologies such as Slack, Yammer, and Chatter, or embedded applications such as Microsoft Teams and JIRA—at a staggering rate. In an ambitious study of 4,200 companies, conducted by the McKinsey Global Institute, 72% reported using them to facilitate employee communication. That figure grabbed our attention, so we asked leaders of both large and small organizations for more insight into why they were turning to social tools and platforms. They said things like “Other companies are, so we should too” and “That’s what you have to do if you want to attract young talent.” Although the bandwagon effect ...
Get HBR's 10 Must Reads on Communication, Vol. 2 (with bonus article "Leadership Is a Conversation" by Boris Groysberg and Michael Slind) now with the O’Reilly learning platform.
O’Reilly members experience books, live events, courses curated by job role, and more from O’Reilly and nearly 200 top publishers.
