There has been a large focus on how to utilize the Groundswell to communicate with customers in order to excel within the market. However, employees are a necessity in order to see success. Communication between employees has become more and more common as “employees are connecting on internal social networks, collaborating on wikis, and contributing to idea exchanges.” (Li & Bernoff, 2011, p. 234) This communication is key to bettering the organization because employees will contribute ideas and opinions to upper management. In order to be successful in communicating with employees organizations must ensure that they are listening, talking, energizing, supporting, and embracing. (Li & Bernoff, 2011, p. 237)
“The internal groundswell is all about creating new ways for people to connect and work together, and to that end, it’s about relationships, not technology.” (Li & Bernoff, 2011, p. 244). By creating a listening culture, employees feel as though they are being heard and are therefore providing ideas that will contribute to the overall success of the organization. Management and employees will have closer ties and will work collaboratively to meet customer needs. Employees must have trust in the organization, that their opinions and comments will be handled fairly by management and executives. However, “without management’s active participation, your efforts will fail.” (Li & Bernoff, 2011, p. 245) They are necessary to implement an open culture that engages employees and management. Management must also encourage participation from employees, because without their participation the Groundswell will not be efficient.
Organization may encourage their employees to get involved through “on-ramps.” (Li & Bernoff, 2011, p. 247) This will join new technologies with old ones to push employees to accept the changes and to begin utilizing them. “Companies need to be ready to fail often, fail quickly, and most important, fail cheaply.” (Li & Bernoff, 2011, p. 247) Manager must be aware that changes may cause failure and rebellion from employees. It is management’s responsibility to empower employees and keep them positive. At the end of the day, the secret to being successful is a thriving culture. (Li & Bernoff, 2011, p. 248)
Oddly enough, I was employed by both Best Buy and Bell Mobility in my past. Best Buy had a much stronger way of ensuring that employees communicated across the organization. Opinions and inputs were usually considered in great detail. Whereas Bell had the programs and the intentions to empower employees, but did not properly communicate the programs with employees. They also micro managed often, which did not empower employees.
Li, C., & Bernoff, J. (2011). Groundswell: Winning in a world transformed by social technologies. Boston, Massachusettes: Harvard Business Review Press.