Our website publishes news, press releases, opinion and advertorials on various financial organizations, products and services which are commissioned from various Companies, Organizations, PR agencies, Bloggers etc. These commissioned articles are commercial in nature. This is not to be considered as financial advice and should be considered only for information purposes. It does not reflect the views or opinion of our website and is not to be considered an endorsement or a recommendation. We cannot guarantee the accuracy or applicability of any information provided with respect to your individual or personal circumstances. Please seek Professional advice from a qualified professional before making any financial decisions. We link to various third-party websites, affiliate sales networks, and to our advertising partners websites. When you view or click on certain links available on our articles, our partners may compensate us for displaying the content to you or make a purchase or fill a form. This will not incur any additional charges to you. To make things simpler for you to identity or distinguish advertised or sponsored articles or links, you may consider all articles or links hosted on our site as a commercial article placement. We will not be responsible for any loss you may suffer as a result of any omission or inaccuracy on the website.
Home Technology High Context Communications – the power of the network
graphicstock man using digital device make payments online shopping and icon customer network connection on screen rukg UoPxje

High Context Communications – the power of the network

by Jessica Weisman-Pitts
0 comments

By: Nicole Alvino, Founder and Chief Strategy Officer, SocialChorus 

 

At the recent SocialChorus Attune Digital Employee Engagement Summit we were fortunate to have Malcolm Gladwell share some brilliant insights into how we need to lead our growing millennial workforce and the importance of high context communication.

By 2025, 75% of the world’s workforce will be millennials. The consequence of this generational shift means that as leaders we need to be thinking about engagement in a different way. Those of us from the ‘baby boomer’ generation grew up in the traditional hierarchical structure – a decision is made, and then cascaded to the workforce.

Millennials do not tend to work on this hierarchical basis. Everything that they are involved in and motivated by works on a network basis, where power is decentralised, actions are flexible, and there is a staggeringly high level of engagement – where each individual can be part of the conversation. As a result, there is an expectation that they will also have a voice in the workplace.

This expectation of high context communication – which has both feeling and meaning, may be daunting for some leaders. Those who are used to the traditional hierarchical structure may feel anxious at the network approach of inviting the workforce into the conversation.

Of course, a business needs to retain elements of that traditional hierarchy in order to operate, and one of the main concerns about this more ‘open’ approach is that decision-making power will be decentralised, which will ultimately lead to failure to deliver and execute strategy.

However, those who come from the network mindset don’t expect to control the decision-making process – they understand the need for an organisation to have leaders and managers – but they do expect to be involved, listened to. They expect to have a voice.

Rather than trying to avoid the network approach, we should embrace it. Opening up conversations (particularly difficult ones) will not threaten a leader’s authority, it will enhance it. This process of talking about the — process has the potential to be hugely empowering for the whole organisation.

So once leaders have come around to the idea of the network model, how can they then make sure they are able to deliver the high context communication that is expected?

  • The first step is taking the time to understand where this new generation of employees are coming from. That means understanding their needs, what motivates them, and thinking about how we can help them to feel connected to the purpose of the company and their role.
  • As Malcolm so succinctly put it – we need to get rid of the “casual contempt” of those who operate on a different paradigm. After all, it is those that endeavour to learn from those who think differently from them that are often the most successful.
  • Avoid sending out mass communications to all employees and just expecting them to consume it. Take the time to target and personalise communications, and meet employees where they are – giving them the tools, information and resources that enable them to be as effective as they can be in their role.
  • Own the conversation – and then share it. Employees need to hear news from leaders – not on social media. Make sure there are opportunities to respond and share in the process.
  • Democratise communications. In a network, communications do not always have to come from the top – power is pushed out to the edges, and therefore there is a fantastic opportunity for middle and lower managers to play a much bigger role when it comes to communications.

Ensuring that employees feel a sense of belonging and ownership is at the very heart of our SocialChorus mission. Malcolm’s message echoed our ethos – that EVERY employee – regardless of pay grade, role or shift type – deserves a personalised digital experience that meets them where they are with what they need. A big part of this need is to feel heard and engaged in the conversation. The most impactful leaders of the most successful companies in the next two decades will embrace this need and listen and empower their employees.

 

Recent Post
Illustration of a woman with long black hair and wearing white round earrings. She is smiling and dressed in a red top, set against a light pink background.
Jessica Weisman-Pitts

Jesse Pitts has been with the Global Banking & Finance Review since 2016, serving in various capacities, including Graphic Designer, Content Publisher, and Editorial Assistant. As the sole graphic designer for the company, Jesse plays a crucial role in shaping the visual identity of Global Banking & Finance Review. Additionally, Jesse manages the publishing of content across multiple platforms, including Global Banking & Finance Review, Asset Digest, Biz Dispatch, Blockchain Tribune, Business Express, Brands Journal, Companies Digest, Economy Standard, Entrepreneur Tribune, Finance Digest, Fintech Herald, Global Islamic Finance Magazine, International Releases, Online World News, Luxury Adviser, Palmbay Herald, Startup Observer, Technology Dispatch, Trading Herald, and Wealth Tribune.