The way in which we communicate with one another professionally has greatly increased, not least because of the pandemic changed: Digital tools like Slack and Co are gaining relevance and are now an integral part of many companies. Such communication tools are not only a means to an end, but also a reflection of the corporate culture.

Personal and partially public conversations are not shifted into the digital sphere by digital tools alone. The central, hierarchical questions of power in companies are also being turned upside down, relationships and hierarchies are being redefined: Who can know what, who can have a say where? Who decides what and who just carries out orders? When sending e-mails, the recipient: in and the sender: in are clearly defined – reactions are only desired from both parties. It is just as closed for phone calls. In its lack of transparency, email stands for the hierarchical flow of information in deadlocked organizations – and thus for the exact opposite of the modern, self-reliant organization of tomorrow. In contrast, Slack and Co raise communication to a new level of transparency: Everyone: r can decide, vote, interact; everyone is equally informed about important developments. There is a different form of trust and transparency.

Digital tools can be a powerful lever on the way to a modern, transparent company. They facilitate cooperation, promote solidarity – but with their underlying philosophy they also have to fit the mission statement of your own organization. Changes in the sense of New Work are not simply enforceable by decree – they start with the way we communicate with one another. If you want to transform strictly hierarchical companies, you can also gradually dare to use new tools. For example, by initially using Slack and Co like e-mails, i.e. with direct addressees instead of public channels, or with restricted Slack channels. So you can slowly get used to the use of the tool and employees get used to the tool.

With smart tax, we used internal ones long before the pandemic E-mails and since then have been using other communication tools, primarily Slack. We want all employees to be equally well informed about what is happening – regardless of whether they are working abroad or whether they are aware of what is happening in the office on a daily basis. The successful introduction of Slack was followed by a new, open office space concept based on the functionality of the communication tool – along with a reorganization of the company. Existing hierarchies were abolished, open exchange promoted more strongly, and agile and cross-functional project teams were formed. Our new office enables everyone to sit down with others according to their interests and projects and to see what is going on with others. So we set up our office – which fell into a deep slumber a few months after moving in due to the pandemic – according to the practices established at Slack.

It comes naturally also depends on how exactly digital communication tools are used. Simply relying on direct messages and information in closed channels will not contribute to the desired transparency. However: The open communication channels that are accessible to everyone promote cross-departmental exchange. It is completely irrelevant in which position someone works: IT people can talk to marketing experts or they can bring the trainee into conversation. People who might not even meet in a traditional office can openly exchange their ideas on overarching topics. There are no spatial limits to the creative employees who act independently.

The convenience of open and fast communication that comes with Slack also leads to a flood of notifications – especially if you are not only part of one channel, but are also an active member of several at the same time. There are a number of hacks on how to use Slack effectively without getting annoyed by the tool. In other words: Slack fatigue (analogous to zoom fatigue) can be avoided! Starting with muting all Slack tones and using the “pause notifications” function at intervals. These two functions can help you to maintain your own concentration, which is particularly helpful in intensive work phases. Another Slack hack is linking to the Google Calendar. As a result, your own Slack status automatically changes to “in a meeting” as soon as the corresponding meetings are entered in the calendar. Colleagues are warned that you will not and cannot answer directly yourself at the moment.

People have come closer to each other emotionally in the pandemic: The months in which the colleagues’ children may appear in video meetings, the dog speaks out or details of their own apartment are on display in the background will not be easy turn back and let it fade out. The exchange on private topics and the interest in how the colleagues are doing on a personal level will probably continue after the pandemic. It is not for nothing that the currently most popular Slack channel at Smartsteuer is the “#Flurfunk”. Slack and Co have simplified the exchange with colleagues in a remote work environment, softened boundaries.

For further reading:

• Slack brings functionality that allows chat with anyone
• GIFs – an underrated communication trend?
• 8 tips for B2B communication in 2021

Nevertheless, there will be a “time after Corona” in which personal meetings and direct human exchange will be possible again. Will our work in the office change after the pandemic due to the use of digital tools? Probably. One thing is certain: the assumption that people are creatures of habit and that, as soon as they return to the familiar office setting, they fall into old behavior patterns, will only benefit organizations with rigid patterns. The example of Smartsteuer shows that there is another way. Several studies show that the majority of Germans would prefer hybrid working models in the future. This means that some of the employees would be in the office, the other part in the home office. In order to ensure transparent communication for everyone in the long term in such a situation, digital tools such as Slack and Co are essential. So you will also accompany us to Corona.

Björn Waide

Björn Waide

is the managing director of Smartsteuer. The team digitizes the most analog process in Germany: the tax return. With contributions on topics such as self-efficacy or modern leadership, Waide shapes the discussion on management in the digital age.

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