Slack Tips

We won’t lie to you: Slack stresses us out. For many users, as soon as we see a message notification, we feel compelled to respond as quickly as we can. Whether you use Slack, WhatsApp, or another messaging tool, if you’re not careful, the constant pinging and alerts can put your team in a constant state of high alert. Be intentional with this tool!

Here’s what we like about Slack:

  • It’s quick

  • It can speed up progress

  • It can help remote workers feel more connected

  • It can spread direct knowledge (e.g., how did another team solve a similar problem?)

  • It can generate meta-knowledge (e.g., who knows what? who knows whom?)

  • That dancing owl emoji

Here’s what we don’t like:

  • It induces stress

  • It can be really distracting

  • It’s difficult to flag things to get back to them earlier

  • It’s easy to forget about time zones and that most people aren’t awake at 4 AM

  • It’s hard to do thoughtful work on Slack

  • It’s hard to read someone’s tone

Quick tips for establishing company-specific norms around Slack use:

  • Consider establishing distinct channels or threads with different purposes and expectations around response times that are explicitly stated

  • Ensure everyone has access (as a participant or a “lurker”) to the channels or threads they need to do their job well from day 1 on the job

  • Always ask yourself: For this message, is messenger the right format?

    • Are you looking for a quick “go/no go” decision or a rapid-fire response?

    • Are you intentionally starting a conversation so that others can follow along?

Quick tips for self-management around Slack use:

  • Turn off noise notifications, especially during focused computer work

  • Consider only using badge notifications

  • Have a real moment deciding if you want to put Slack on your phone, too. How accessible do you really need to be?

Establish company-specific norms about messenger tool use.

One of the biggest mistakes leaders can make about Slack is to assume everyone will approach Slack with the same understanding of how to use it and why. In the earliest days of a company, it may seem unnecessary to define, but as the company scales, a lack of explicitly stated norms about Slack use can create unnecessary obstacles for both performance and company culture.

As a starting place, any size startup can benefit from clarifying:

  • What the purpose of the messenger platform is for the company?

    • Examples include improving collaboration or teamwork; enhancing knowledge and meta-knowledge sharing; creating a connected company across locations; preventing duplication of work; increasing internal innovation

  • What kind of information should not be on messenger?

    • Examples include matters related to employee compensation, benefits, or official performance reviews; sensitive information related to company financials or interactions with external parties

Encourage everyone to communicate openly about personal preferences.

Another mistake leaders can make about Slack is to assume everyone will find a way to effectively use Slack together organically. For each person on your team, their job responsibilities and individual working style will influence their personal preferences for Slack messages directed to them. If we want to get the most out of this tool, we need to be sure that everyone’s preferences are considered so that our team members can engage with the tool effectively.

Preferences may include:

  • “I prefer email over Slack for anything that requires considerable thought from me”

  • “For urgent needs, find me in the lab or call me – I am frequently away from my desk”

  • “If I don’t respond right away, please email me so that I am sure to see and flag your message for later”

All of these and more can be incorporated into the way your team gets things done while still achieving your company’s stated purpose for utilizing the tool.

What to learn more?

Check out this Harvard Business Review IdeaCast episode:  "Make Tools Like Slack Work for Your Company". Or read the associated article: What managers need to know about social tools, by Tsedal Neeley and Paul Leonardi.