You won’t believe how these ancient habits are destroying your productivity!

The massive change to remote and hybrid work It was seen as a revolution, but two years later, not much has changed in how most people to collaborate day to day. Despite having access to powerful tools like Microsoft 365, a large portion of the workforce is stuck in outdated habits, leading to inefficiencies and frustration.

According SWOOP Analytics 2023 M365 and Microsoft Teams Benchmark ReportAnalyzing more than 266,000 employees in 19 large organizations, the common belief that the move to remote work it has caused widespread “meeting overload” and burnout is a myth. Only 1% of employees have five or more meetings a day in Teams, Microsoft’s video conferencing platform. Less than 17% of people have more than two meetings a day. For the average user, less than an hour is spent in Teams meetings each day.

I see that kind of problem frequently when I help clientele transition to a return to office and hybrid work. Some of them have good excuses: One told me that due to compliance issues related to stock trading, their risk management staff banned them from using Teams chat and they have to rely on email. But what is your excuse?

the real problem

The real problem is not too many meetings but outdated tools and habits still dominate. Email remains the primary mode of collaboration for most, with the average person spending nearly two hours a day reading and writing email. Despite having access to innovative collaboration platforms Like Teams, 76% of people who use Teams don’t use their chat channels and 71% don’t post on their company’s internal social network. Nearly 25% of Teams users have never sent or received a chat message.

These findings point to a “silent majority” of employees who are poorly collaborating digitally and difficult for managers to engage. While a small number of overly active users may feel burned out, this research suggests that the focus should shift to help the broader workforce improve. collaboration habits.

To maximize the benefits of tools like Microsoft 365, teams must establish common practices for using them. It is not practical to educate all employees on the full functionality, but it is possible to agree on a subset of features and learn together. Each M365 tool, such as Outlook, Teams chat, meetings, and channels, performs a different role that adds value. Integrate different modes of communication in the appropriate contexts can help reduce inefficiencies.

For example, Teams chat is ideal for quick conversations and team building, while email may be more suitable for communicating with external contacts or where formality is important. Teams channels facilitate asynchronous collaboration for projects or workflows. Regular meetings, whether in Teams or in person, provide opportunities to interact with colleagues and align on priorities. Determining as a group when and how to use each tool most effectively can optimize productivity.

The good news is that improving digital collaboration Habits can have a big impact. SWOOP Analytics estimates that optimizing the use of M365 could increase workforce productivity by 4.5%. But making the most of available technology requires breaking old email habits and embracing new ways of working together online. With the right approach and practices, the promise of hybrid work can finally be fulfilled.

Traps to avoid

Some common pitfalls to avoid:

• Relying on email alone: While email is useful in some contexts, using it as the primary means of collaboration creates information silos and slows down work. Channels, chat, and streaming video are best suited for active teamwork.
• Lack of clear rules of engagement: Without guidance on how and when to use each tool, employees default to what they know, typically email. Teams should determine the role of each technology in their workflow and document their approach to provide clarity for all members.
• Ignoring the “silent majority”: Focusing only on “wheel squealing” employees who overuse certain tools can mask deeper issues related to collaboration and collaboration. moral in the broader workforce. Analytics Provide insight into how all employees are interacting so managers can address gaps and engage more people in active digital collaboration.
• Not being able to learn together: Don’t assume everyone has experience on new platforms. Choose a subset of features for your team to get started with and learn through regular use, troubleshooting together, and sharing tips with colleagues. Provide ongoing opportunities for teams to explore new features together.
• Neglecting in-person interaction: While remote work is here to stay, in person connection it is still important for relationship building and complex work. Look for opportunities to meet up when possible, even if only occasionally. Take time for cooler conversations and social interaction.

With hybrid work here for the foreseeable future, organizations have the opportunity to reimagine how employees collaborate for more productivity and work-life balance. But technology alone is not enough. By setting new norms, learning through experimentation, focusing on the entire workforce, and valuing interaction both online and in person, teams can thrive in this new paradigm. The future of work is bright, as long as we break with the past and commit to collaborating more effectively.

Next steps to optimize your digital engagement

Leaders must make collaboration a strategic priority and commit resources to help teams optimize how they work together on a day-to-day basis. Some key steps:

• Analyze current collaboration patterns with tools like Microsoft Workplace Analytics or SWOOP Analytics. Look for gaps and opportunities across the organization and in specific teams. Share ideas with managers and discuss what they reveal.
• provide education and training on new collaboration platforms, but focus on practical use cases and examples. Don’t try to cover all functions at once. Start with the minimum necessary for a team to work together effectively in a hybrid environment. Build from there.
• Empower managers to bring the “silent majority” into active collaboration. Help them figure out why certain team members aren’t engaging digitally, and take steps to connect them with the group. Make collaboration a key part of performance reviews and accountability.
• Encourage experimentation and sharing of best practices. Tell the teams to try new ways to collaborate and discuss what works well. Facilitate opportunities for networking and cross-team learning. Celebrate wins and progress stories to build momentum.
• Consider restructuring workflows and workspaces to facilitate more fluid collaboration. Shared digital spaces on platforms like Teams where people come together around projects or workflows can help. Provide areas for hybrid equipment meet in person and work side by side when in the office. Rethinking the open office.
• Model the change you want to see. Leaders and executives must actively use the collaboration tools and methods they are promoting to lead by example. Share your experiences learning to work in new ways. People follow what leaders do much more than what they say.

Conclusion

The path forward is challenging, but the potential benefits to both employee experience and productivity are enormous. By breaking old habits, embracing new technology carefully, and facilitating a culture where collaboration is valued and encouraged, organizations can thrive in this new era. The future of work depends on the future of how we work together. With focus and effort, that future can be bright. Teams can overcome the obstacles of distance to build real cohesion and progress, as long as they leave behind outdated tools like email in favor of all the platforms at their disposal. The power of hybrid work lives in a shared connection. It’s time to unlock that potential.