Connectivity is the first driver of clarity - Deepstash
Connectivity is the first driver of clarity

Connectivity is the first driver of clarity

Work often happens through informal structures, rather than through formal organizational structures. And so, collaboration cannot be understood by looking solely at these formal structures.

Connectivity involves how your employees are connected through tasks, cross-functional projects, ad-hoc teams, goals, and different technologies across formal and informal channels.

Connectivity is often taken for granted and poorly understood by leaders. Mapping out your organization's connectivity is the first step to understanding how work actually happens and is key to achieving organizational clarity. 

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MORE IDEAS FROM The Reason Your Organization Is Underperforming? A Lack of Clarity

As we embark on new ways of work, it's no longer about executing the greatest volume of tasks--it's about doing the right tasks in the best possible way. 

Efficiency is enabled by both connectivity and visibility. Peak efficiency happens when employees are connected across different tasks, projects, and geographic and functional silos. And it is fueled by visibility. Visibility into how work happens enables you to build workflows and integrations that leverage automation and AI to empower more efficient work. 

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It involves ensuring that your employees understand and are able to track how their work contributes to broader company goals, as well as your company mission. This understanding is ever fleeting in organizations today.

Your employees also need visibility into their work output and they should have the tools to measure this output over time. Technologies that meaningfully assess workload distribution are key for gaining visibility into work output. This type of visibility will enable you and your employees to pinpoint when task, project, and goal performance are veering off track.

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Lack of training and skill development

Naturally, hiking wages is one incentive for retaining workers, but it's hardly the only incentive. Besides reasonable pay, some workers want to feel like they're growing within their jobs. That their current situation will turn into improved future career prospects.

Strong training and upskilling programs are a major draw for job applicants -- 90 percent of survey respondents consider them an important feature in prospective employers. That number jumps to 97 percent for employees in the tech industry.

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Top performers look beyond their assigned role

They look broadly to do the job that needs to be done. They build a reputation of being a flexible utility player, with the agility to adapt to changing needs.

One of the best ways to encourage this is to be a good communicator, both by letting people know what is happening, and really listening to other people.

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Emotional intelligence on the job

Emotional intelligence has become an important predictor of job success, surpassing technical ability. In 2011, a CareerBuilder survey of more than 2,600 U.S. hiring managers and human resources professionals revealed that 71 percent valued emotional intelligence in an employee over a high IQ.

To build your own superpower culture of emotional intelligence, you need to know what to shoot for when assessing the social skills of your current and future employees. 

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