Unlike the rest, this blog will focus more on using groundswell to connect the company internally. This final blog will detail how internal groundswell benefits the management-employee relationship inside your company. In this blog, I will also give strategies to nurture internal groundswell.
Furthermore, Internal groundswell can help a company achieve several groundswell objectives. By listening to your employees, you would be able to hear some problems that you weren’t aware of before. By talking you can make sure that employees ar all up to date with the company’s program or strategy. Energizing would improve employee morale, and boost positive thinking which would lead to higher customer/employee satisfaction. Supporting would be much easier because the employees are not limited in their networks of support. By using groundswell, they can have a vast networks of people they can ask for assistance.
Finally, here are the three strategies for nurturing the internal groundswell (Li & Bernoff, 2011):
- Promote a listening culture from the top down: Internal social applications demand a high level of trust because employees have more at stake when they participate. Employees need to know that management will listen to their openly contributed opinions, rather than punishing people (p. 245).
- Ease and encourage participation with incentives: Having the right culture in place and an engaged management team is a good start, but it’s not enough. Incentves are like the control rods in a nuclear reactor – they dampen the participation and keep the idea generation from heating up (p. 247)
- Find and empower the rebels in your organization: rather than think about the things that can go wrong, think about the opportunity cost, namely the lost opportunity of creating a groundswell of enthusiastic employees. Managers should stem the inherent corporate impulse to put in place processes, controls, and guidelines for everything. (p. 248).
Li, C., Bernoff, J. (2011). Groundswell: Winning in a world transformed by social technologies. Boston, MA: Harvard Business School Publishing