siliconindia | | February 20189needs some time to understand each other's expectations and context behind what's being said.Problem 3: Expectations Are Not Clear. The last thing you want is for someone to start their day wondering what should they do first. The second last is making them guess the quality of work that is expected from them. Setting clear expectations has to be imbibed into the culture of your organisation and everyone, starting from the CEO to the new intern, has to be party to it.Problem 4: An Office is Not Enough. Startups as well as large enterprises dedicate enormous amount of time on designing a great office/workplace. All of this forms a part of what I call `the Workplace Interface'. The location, view, furniture, availability of food; all of this is a part of `the Workplace Interface'. It's important; but has no meaning in absence of `the Workplace Experience'. Experience is about the degree of automation and integrations you have in your systems. It is about the availability of relevant information and about enabling the people within your organisation with the right kind of arsenal (read tools) to take down their targets. As an example, `Workplace Experience' is `How easy is it for a person in doubt to find an answer?' or, `How simple is it for a person to get context on a customer if he/she is joining in the middle?' If we accept the above four problems, we can add the requisite buffer in our unreasonable expectations and allow for teams to perform under meaningful leadership. These are some profound problems; and solutions to these problems vary vastly depending on the size and the industry of an organisation. Having said that, I believe answering the following questions may help in building an actionable path to solution to these problems.Question 1: When was the last time, as an organisation, you changed the way you communicate internally?Significant bits of the first two problems can be traced to answering this question. It is known that a team or an
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