Promoting Open Communication

Company culture is NOT words on a wall. It’s how people feel on a Sunday night. If your team spends Sundays dreading Mondays, it’s not “just how work is.” It’s a cry for help. Culture isn’t about snacks or meditation apps. It’s how people feel—when they’re off the clock. So, how do you create a culture where people want to show up on Monday? Here are 5 game-changers: 1/ Build Trust ↳ Show transparency in decision-making. ↳ Create a safe space for ideas—no fear, no judgment. ↳ Trust starts with leaders; it’s earned, not demanded. 2/ Show Appreciation ↳ Celebrate small wins as much as big ones. ↳ Say “thank you”—it costs nothing but means everything. ↳ Be specific: “Your effort on [task] made a huge difference.” 3/ Encourage Rest ↳ Lead by example—don’t email at midnight. ↳ Promote breaks, PTO, and unplugging after hours. ↳ Productivity thrives when people are rested, not burnt out. 4/ Communicate Clearly ↳ Give feedback that builds, not breaks. ↳ Set realistic goals, timelines, and expectations. ↳ Clarity in communication removes fear of the unknown. 5/ Lead by Example ↳ If you want work-life harmony, live it. ↳ Culture isn’t what you say—it’s what you do. ↳ Share your own struggles and how you manage. 👉 Culture thrives when leaders set the tone. If you fix how people feel about coming to work? Mondays will take care of themselves. P.S. Repost this to inspire your network! ➡️ Follow Shulin Lee, for more.

🌻 Designing For Trust and Confidence in AI (Google Doc) (https://smashed.by/trust), a free 1.5h-deep dive into how trust emerges, how to design for autonomy, risk, confidence, guardrails — with all videos, slides and examples in one single place. Share with your friends and colleagues — no strings attached! ♻️ Google Doc (slides, videos, links): https://smashed.by/trust All slides (PDF): https://lnkd.in/dsq2BAJJ Full 1.5h-video recording: https://lnkd.in/d72b66Qa Zoom video backup: https://lnkd.in/dZJzCnZh Key takeaways: 1. Trust doesn’t emerge by default — it must be earned. 2. Trust means strong believing, despite uncertainty. 3. It’s when system is competent, predictable, aligned. 4. It also means transparency about its limitations / capabilities. 5. AI feature retention often plummets due to lack of confidence. 6. Trust isn’t linear: takes time to be built, drops rapidly in failures. 7. Most products don’t want users to fully rely on them → complacency. 8. Trust requires Understanding + Success moments + Habit-Building. 9. It thrives at intersection of Perceived value + Low cognitive effort. 10. We need to “calibrate” trust to avoid over-reliance and aversion. 11. Transparency only builds trust if users can verify the output. 12. User must feel in control: to validate, shape and override output. 13. Users have low tolerance for mistakes if AI acts on their behalf. 14. High-autonomy + High-risk → human intervention is non-negotiable. 15. Start with human oversight, increase autonomy as trust grows. 16. Perceived usefulness + ease of use are primary drivers of AI adoption.  17. Biggest risk to effort is a blank page → leads to open-intent paralysis. 18. Confidence builds through frequent use, not through “blind” trust. 19. Confidence scores are insufficient to help people make a decision. 20. AI might absorb cognition, but humans inherit the responsibility. Design patterns: 1. Link to specific fragments, not general sources. 2. Show the distribution of opinions, not a final answer. 3. Use structured presets to help articulate complex intents. 4. Rely on buttons/filters for a precise control or tweaking. 5. Show sandbox previews to help understand outcomes. 6. For high-stakes scenarios, design approval steps and flows. 7. Explicitly label the assumptions made during processing. 8. Replace confidence scores with actions, requests for review. 9. Embed AI features into existing workflows where work happens. 10. Proactively ask for context around the task a user wants to do. 11. Reduce effort for articulation with prompt builders/tasks. Recorded by yours truly with the wonderful UX community last week. And a huge *thank you* to everybody sharing their work and their findings and insights for all of us to use. 🙏🏼 🙏🏾 🙏🏾 ↓

🙋🏽♀️ OPEN FORUMS 🎙️ Don’t skip this leadership ritual with the highest ROI/minute You can start them from next week. Here’s my 7-step guide: WHAT ARE OPEN FORUMS? A whole team gathering where team members can ask any question to the leadership. You see them everywhere: politics (town halls), investing (shareholder meetings), social media (AMA). My focus here is on how organisations use Open Forums (OF). HERE’S HOW I DID THEM AT 321 EDUCATION: 1️⃣ People involved: For whole organization: I as CEO would lead the Open Forum (OF) & pull in relevant leaders as needed. For teams: The team lead would lead & I would join as needed. 2️⃣ Frequency & Duration In times of uncertainty (new project, difficult times) → Every 2 weeks In times of stability (high clarity & satisfaction, solid leaders in all teams) → Every 6 weeks Normally: Every 4 weeks Duration: 45 - 90 mins. 3️⃣ Collecting Questions We had an always active link to submit questions → <10% of Qs came this way 1 week before, we reminded people → 30%-40% of Qs At the start of each OF, we gave 15 mins to submit questions → ~50% Qs 4️⃣ Anonymous & Written Questions Why Anonymous: - Many hesitate to ask difficult questions publicly (power dynamics) - This anonymity is critical in tough times. Why written: - Verbal questions can sometimes become about venting & ‘point-making’ - Often 1-2 voices dominate the discussion 5️⃣ Prioritising Questions The OF organizer would categories Qs & combine repetitive ones. Then we answered each one. If there were too many, we got the team to vote. 6️⃣ Harsh, untrue, abusive Qs This is a consequence of anonymity. Over 10 years, we only had a few of them, but they do increase with size & in times of difficulty. Our policy was: we will read the harsh & untrue ones as is, but will censor the abusive ones. Reasoning: - Questions show what’s on people’s minds. A good way to deal with untruths is to bring them out in open & refute them respectfully but strongly. - We censored abusive questions to not give them a stage. If people wanted answers, they knew abuse was not the way to go. 7️⃣ My Answering Guidelines: I tried to answer with the openness & clarity I would want from my leader if the roles were reversed. For Q with no clear answer, I would share: - My sense of the situation - Options - Decision criteria-process-timelines For Q with confidential answers: ‘I can’t answer, here’s why…’ —————————————————— I did 100s of them over a decade. They were pivotal in increasing team ownership, strengthening culture & providing clarity & comfort during uncertain situations. The most common feedback we got after our open forums: ‘I feel heard, clear & aligned’ As a leader, there are very few things you can do, that will get this feedback. Open Forums can. Give them a try. #leadership #CEO #manager —————————————————— Are open forums a ritual in your team?

Most company all hands are a colossal waste of time. Executives love them. Employees endure them. And by the end, everyone walks away wondering why they just spent an hour listening to corporate jargon and self-congratulatory speeches. The best town halls inspire, entertain, and actually help employees do their jobs better. Here’s what separates a high-impact all-hands from a glorified PowerPoint recital: ✅ What to DO: 1. Recognize employees—at all levels. Praise from leadership boosts morale and retention, but too often, these shoutouts are reserved for the C-suite or department heads. A great town hall highlights frontline employees too—people in the trenches who don’t usually get the mic. Give them a moment. It matters. 2. Prioritize Q&A—real Q&A. Nobody likes the “carefully curated” questions that sidestep real concerns. Collect questions in advance, offer an anonymous option, and don’t dodge the tough ones. If it’s on a lot of people’s minds, address it head-on. Lean into discomfort and build trust. 3. Have a clear POV. People don’t just want updates. They want direction. What’s the leadership’s stance on the company’s future? What big decisions are on the table? Spell it out. 4. Keep it under 45 minutes. Attention spans are short. Cut the fluff. 5. Offer remote and in-person options. And for those in-person? Give them real refreshments. A sad plate of stale cookies isn’t a gesture of appreciation. Show you give a damn. 6. Be honest about bad news. The best town halls aren’t just cheerleading sessions. If layoffs are coming, if a major initiative flopped, if a leadership shake-up is happening, own it. Employees respect transparency more than spin. 7. Use tech to keep it engaging. Polls. Live reactions. Interactive elements. The more this feels like a two-way conversation, the more engaged people will be. ❌ What NOT to do: 1. Make it a CEO monologue. This isn’t TED Talk: Corporate Edition. The best town halls involve multiple voices, including employees themselves. 2. Over-script everything. Yes, prepare. No, don’t read a novel off a teleprompter. A town hall should feel human, not like an earnings call. 3. Pretend everything is great when it’s not. Nothing makes employees tune out faster than toxic positivity. If things are tough, acknowledge it. Then share how the company is tackling the challenges. 4. Forget the follow-up. People ask questions. Issues get raised. If leadership doesn’t circle back with answers later, trust erodes. Send a recap, outline next steps, and actually act on what you heard. TL/DR: A great town hall isn’t just a meeting. It’s a culture-building moment. Get it right, and you strengthen engagement, trust, and impact. Get it wrong, and you’ve wasted everyone’s time and provided a reason for them to job search. What’s the best (or worst) town hall experience you’ve ever had?

In today’s fast-paced business environment, change is inevitable. Whether it’s implementing new technology, restructuring teams, or shifting company policies, change management is crucial for maintaining productivity and employee morale. However, one common mistake organizations make is trying to surprise employees with changes, hoping to catch them off guard and avoid resistance. Why Surprising Employees Doesn’t Work    1.   Lack of Trust: When employees are not informed about upcoming changes, they may feel that their input is not valued. This can erode trust between management and staff, making future changes even more challenging.    2.   Resistance to Change: People generally resist change when it is imposed without explanation or input. This resistance can manifest as decreased motivation, lower productivity, or even turnover.    3.   Confusion and Misinformation: Without clear communication, rumors and misinformation can spread quickly. This can lead to unnecessary anxiety and stress among employees. The Importance of Effective Communication Effective communication is the cornerstone of successful change management. Here are some reasons why it’s essential to communicate changes clearly and transparently:    1.   Builds Trust: Open communication helps build trust by showing that employees’ perspectives are valued. When employees feel included in the process, they are more likely to support the change.    2.   Reduces Anxiety: Clear explanations of what changes are happening and why can alleviate anxiety and uncertainty. Employees are better prepared to adapt when they understand the reasons behind the changes.    3.   Encourages Participation: Communicating changes early allows employees to provide feedback and suggestions. This not only improves the change process but also fosters a sense of ownership among team members.    4.   Improves Adaptation: When employees are well-informed, they can start preparing for the changes ahead of time. How to Communicate Changes Effectively    •   Early Notification: Inform employees about upcoming changes as soon as possible. This gives them time to process the information and prepare.    •   Clear Explanations: Provide clear reasons for the changes and how they will affect employees. Use simple language to avoid confusion.    •   Open Dialogue: Encourage feedback and questions. This helps address concerns promptly and builds trust.    •   Training and Support: Offer training or support to help employees adapt to new processes or technologies.    •   Follow-Up: Check in regularly to see how the changes are impacting employees and make adjustments as needed. In conclusion, change management should never be a surprise. Effective communication is not just a courtesy; it’s a necessity for successful change management. #effectivecommunication

Real conversations at work feel rare. Lately, in my work with employees and leaders, I’ve noticed a troubling pattern: real conversations don’t happen. Instead, people get stuck in confrontation, cynicism, or silence. This pattern reminded me of a powerful chart I often use with executives to talk about this. It shows that real conversations—where tough topics are discussed productively—only happen when two things are present: high psychological safety and strong relationships. Too often, teams fall into one of these traps instead: (a) Cynicism (low safety, low relationships)—where skepticism and disengagement take over. (b) Omerta (low safety, high relationships)—where people stay silent to keep the peace. (c) Confrontation (high safety, low relationships)—where people speak up but without trust, so nothing moves forward. There are three practical steps to create real conversations that turn constructive discrepancies into progress: (1) Create a norm of curiosity. Ask, “What am I missing?” instead of assuming you’re right. Curiosity keeps disagreements productive instead of combative. (2) Balance candor with care. Being direct is valuable—but only when paired with genuine respect. People engage when they feel valued, not attacked. (3) Make it safe to challenge ideas. Model the behavior yourself: invite pushback, thank people for disagreeing, and reward those who surface hard truths. When safety is high, people contribute without fear. Where do you see teams getting stuck? What has helped you foster real conversations? #Leadership #PsychologicalSafety #Communication #Trust #Teamwork #Learning #Disagreement

What do you do when someone on your team is brave enough to criticise you? Me? I promote them as soon as possible. Why? Because in high-performing companies, innovation thrives when teams feel empowered to challenge ideas respectfully. As a leader, fostering a culture of constructive dissent can unlock your team’s full potential and fuel spectacular business growth. Here are 5 techniques I use to build openness and encourage dialogue: 1. Encourage continuous feedback Don’t wait for annual reviews or formal discussions. Make candid feedback a regular part of daily operations — through check-ins, town halls, or anonymous surveys. The more often feedback is shared, the less intimidating it becomes. 2. Model respectful dissent How do you react when your ideas are challenged? Leaders should actively invite differing viewpoints and listen with an open mind. When leaders encourage respectful dissent, it signals to everyone that diverse perspectives are truly valued. 3. Reward honest opinions Recognise those who respectfully challenge the status quo. This reinforces the idea that fresh thinking is an asset, not a liability. (Fun fact: The US State Department has an annual Constructive Dissent Award, given to those who courageously stand by their principles.) 4. Be transparent in decision-making After making a decision, explain the reasoning behind it. Even if someone’s idea isn’t chosen, knowing their input was genuinely considered strengthens future buy-in and trust. 5. Align after discussion Once a decision is made, the team must unite behind it to make it work. Remind everyone that while debate is healthy during the process, whole-hearted execution is key to success. You really can criticise your way to success. A culture of constructive dissent leads to smarter decisions and a more productive team. The key? Making sure every voice is heard and valued. Do you agree? Promise not to fire you if you don't!

Each post we share is a conversation inviting others to speak. Much like real-life conversations, if we want to be understood - we need to follow certain principles. Have you ever wondered why some conversations (posts) leave you feeling understood while others simply don't? The answer lies in how we communicate. The Cooperative Principle, developed by British philosopher Paul Grice, provides a framework for effective communication: 𝙏𝙝𝙚 𝘾𝙤𝙤𝙥𝙚𝙧𝙖𝙩𝙞𝙫𝙚 𝙋𝙧𝙞𝙣𝙘𝙞𝙥𝙡𝙚 → Goal: To communicate effectively so that the speaker is understood and the listener understands. → Basic Rule: Make your contributions appropriate to the context of the conversation. 𝙂𝙧𝙞𝙘𝙚 𝙥𝙧𝙤𝙥𝙤𝙨𝙚𝙙 𝙛𝙤𝙪𝙧 𝙢𝙖𝙭𝙞𝙢𝙨 𝙩𝙤 𝙜𝙪𝙞𝙙𝙚 𝙪𝙨: 1. Maxim of Quantity: Provide enough information for others to understand, but not too much to cause confusion. 2. Maxim of Quality: Speak truthfully. Avoid misleading information. 3. Maxim of Relevance: Keep your content relevant to the topic. 4. Maxim of Manner: Be clear. Avoid unnecessary complexity and be logical. If each post is a conversation, it must embody these maxims. 𝙇𝙞𝙨𝙩𝙚𝙣𝙞𝙣𝙜 𝙩𝙤 𝙮𝙤𝙪𝙧 𝙍𝙚𝙖𝙙𝙚𝙧 Much like in a real-life conversation, we need to provide space for others to "speak." This means making it easy and inviting for people to share their thoughts: → Ask Questions: End your posts with questions that encourage responses. → Invite Feedback: Encourage others to share their opinions and experiences. → Engage: Respond to comments and create a dialogue. Show that you value others' input. By treating each post as a meaningful exchange, we not only communicate more effectively but also build stronger connections with our audience. To be understood, speak truthfully and relevantly, be clear and concise and be open for an exchange. Which of these maxims do you find most challenging to apply in your content or real life conversations?

One of the biggest challenges in organisations: Communication It comes up as a pain point in almost every employee survey. And most organisations desperately want to fix it. So what do we do? We start: 📣 pushing more info updates. 📣 creating more teams channels 📣 holding more “status update” meetings We work so hard to communicate but 12 months later when we run the survey again there’s no improvement, despite all the ‘comms’. And here’s why: Communication isn’t one sided. It’s a dialogue, not a monologue. When teams say they want more communication they don’t want more status updates or teams channels. They want two way dialogue, with equal parts listening, speaking and understanding. Our people want conversation. They want to: 👉 Be heard 👉 Ask questions 👉Contribute to key decisions 👉 Understand the why behind the what. So if your team is struggling with communication, don’t default to pushing more info updates. Look for opportunities to create two way dialogue. Here’s how: 👉 Invite team members into conversation around key decisions and the strategy. 👉 replace info sharing meetings (that’s an email) with ‘Dialogue, Discussion, Debate’ meetings that facilitate two way communication and honest conversations about key issues. 👉Use your team meetings and one on ones to build shared understanding, ask questions like: “What areas are you lacking clarity at the moment? What’s confusing in our strategy right now? “What communication gaps do we have on our team at the moment and how can we solve them?” #leadership #communication #HR

I watched someone type a 22-line Slack message yesterday about something that needed a 3-minute call. And honestly, I felt that. Because nobody is teaching us the one soft skill that's now make-or-break in hybrid work: Knowing which medium matches your message. We have 7 different ways to say the same thing, and we're picking the wrong one every single time. I see it everywhere: ↳⁠The manager who schedules a Zoom for what could've been a voice note. ↳⁠The teammate who emails a "quick question" that turns into a 12-reply thread. ↳The office colleague who walks over repeatedly for things that could've been a Slack. Then everyone's frustrated, asking: "Why is communication so hard now?" Here’s how to upgrade your soft skills: 🔰ASYNC (Type it) Use when you need receipts, not responses. 1.⁠ ⁠Status updates 2.⁠ ⁠Documentation 3.⁠ ⁠FYI info 4.⁠ ⁠Non-urgent requests 🔰SYNC (Call it) Use when you need clarity, not confusion. 1. Nuanced discussions 2. Conflict resolution 3. Complex explanations 4. ⁠Anything that's ping-ponged 3+ times in text 🔰IN-PERSON (Walk it) Use when you need a connection, not just content. 1. Sensitive conversations 2. Brainstorming sessions 3. Relationship building 4. Quick desk-side clarifications (if they're actually quick) 📍Bonus tip: If you're in the office and it's under 2 mins + they're available, sure, walk over. Otherwise, respect their flow and ping first. This isn't rocket science. But it is a skill most teams are missing. P.S. What's your rule of thumb for picking the right communication channel? #hybrid #communication #async #sync #inperson #softskills #workculture #signalvnoise