2024年團(tuán)隊(duì)合作的真實(shí)狀態(tài)+The+Real,+Actual,++No+BS+State+of+Teamwork+in+2024

actual,

Thereal,

noBS

rk

worktogether,regardless

ofwheretheywork.

happywithhowthey

Previouspages:

AIgeneratedrendering

ofatypicalmodern

workplace,circa2024.

Introduction

T

eams—thefoundationalunitoftheenterprise—havebeenputthroughthewringer.First,

theyweresenthome“temporarily.”Then,thetemporarybecamethe“newnormal.”Then,theyweretoldtheycouldcomebackwhen/iftheyfeltcomfortable.Andthen,theywerejust

forcedtocomeback,whethertheylikeditornot.Today,somehavetoworkin-office,othersgettochoose,andstillothers

don’tevenhaveofficestogointo,spendingtheirdaysina

weirddigitalnetherspacewhereonlyonepersoncancom-fortablyspeakatanygivenmomentandeveryoneistrappedinsidelittlerectangles.

Nearlyfouryearsoutfromthattime,wewantedtoknow

howteamswereholdingup.Wesurveyed1,000knowledgeworkerstodoatemperaturecheckonthecurrentstate

ofteamwork.And,shocker:yearsofbackandforthwith

noconsistentstructureforhowtoworktogetherhasreallytakenatoll.

workersaren’tvery

Mostknowledge

1

Wleahvyerkers

Where

famielgs

Whatworkers

2

need(p44)

Introduction

66%ofworkerssaythey’reonly“somewhathappy,”orworse,nothappyatall.Nearlyathirdregularlyexperiencehiccupswiththeirteamorstruggletoworkwelltogether—insomecases,astruggletheymayneverovercome.Overhalfof

knowledgeworkerssaypoorteamworkhasledtoemployeeburnout,while45%sayithasledtoemployeeturnover.

Thisisjustthetipoftheiceberg.Inthisreport,we’llshareourfindingsonsomeofthebiggestissuesfacingteamsintheenterprise:

?Ispoorteamworkreallythatbigofadeal?(Hint:Yes.)

?Whatarethebarrierstogoodteamwork?

?Shouldn’tbeingremotemakeworkeasier?

?Whyaren’tmeetingsdoingtheirjob?

?Howmightwesolveforpoorteamwork?

?Justwhatexactlyarewedoinghere,people?

Let’sgettheconversationstartedaroundwhatmight

needtochangetogetteamworkinfightingshapeagain.‘Causeifteamscan’tworktogether,thentheenterprisejustcan’twork.

3

4

5

Image:Freepik

Isburnout

cin?

Whyworkersleave

6

7

Thewaywe’reworkingisn’tworking...andknowledgeworkersknowit.Ifyoudon’tfixbrokenteamwork,yourteam'sliabletoleaveyouinarealfix.

Why

ers

8

9

Newsflash:yourcoworkers

arelookingforabetterdeal.

Duetobadteamwork,

nearly3in5knowledge

workershaveactively

thoughtaboutleaving

theircurrentpositions

oralreadyapplied

fornewjobs.

Whyworkersleave

Whenteamworkstrugglesareignored…

52%

45%

ofworkers

haveexperiencedburnout

ofworkers

haveexperiencedturnover

Noonewantstoplayforalosingteam,andif

teamworkchallengesaren’taddressed,your

starplayersmightnotmakeittonextseason.

(Wepromise,that’sthelastsportsmetaphor.)

Ariddle:whichteamislessproductive—one

fullofworkerswhohatetheirjobsoronethat

doesn’texistbecauseeveryoneisgone?

Timeisoftheessence.

63

10

Whyworkersleave

ofknowledge

workersareeyeing

theexitwhenthey

haven’tseen

teamworkimprove

inthepastyear.

Workersaren’tgoingtowaitaround

foreverforcompaniestogettheiracts

together.Ifteamworkain’timprovin’,

they’regonnagetmovin’.

11

1213

teamisbusy

anotherjob,

howmuch

actually,

uh,lead?

leadership

lookingfor

they

ofyour

Ifonequarter

Whyworkersleave

38%ofnon-managementemployees

havethoughtaboutquittingduetopoorteamwork.Andifthat’snotenough,25%ofseniorexecutiveshavealreadyappliedforotherjobs.

14

15

Whyworkersleave

Thecost

ork?

52%sayemployeeburnout45%sayemployeeturnover31%saymissedgoals

30%saymisseddeadlines18%saylostbusiness

Translation:ifyoudon’t

supportyourteams,yourcompany’sgoingtosuffer.

Whyworkersleave

16

17

anymore!

Poorteamworkismorelikelytocause

burnoutforwomenthanmen.

56%

ofwomenexperienceburnout

duetopoorteamwork.

49%

ofmenexperienceburnout

duetopoorteamwork.

Typical.

Burnout:

workers

lodtejst

Infact,55%ofemployeesunder40say

they’veexperiencedburnout...ascompared

to49%ofemployees40andover.Sogreat

newsifyou’reabouttoturn40—there’s6%

lessburnoutinyourfuture!

Whyworkersleave

1819

Ineffective

teamwork

Turnover

&burnout

It’stheciiiircleofwork:badteamworkleadstoturnoverandburnout,andturnoverandburnoutleadtobadteamwork.

Nearlyhalfofknowledgeworkerssaythatburnoutisa

roadblocktoeffectivecollaboration,followedbyalackof

staffandthenumberofmeetingsheld.Unclearprioritiesandexpectationsalsostandintheway.

Asaresult,burnoutandturnover,whichbothcause

ineffectiveteamwork,arealsotheleadingoutcomes

ofit.Thiscreatesanongoingcycleofpoorcollaborationacrossorganizations.

42%

31%

29%

28%

26%

24%

Employee

Burnout

Lack

ofStaff

NumberofMeetings

Unclear

Priorities&Expectations

Ineffective

Toolsor

Software

WorkCulture

Whyworkersleave

20

21

an,

everything?

to

49%

ofremoteworkerssayteamwork

hasdeclinedorremainedthesame,

ascomparedtoin-officeworkers

(46%)andhybridworkers(40%).

Afraidnot.57%ofremoteworkersarenot

veryhappywithhowtheirteamswork.

Whereverworkerssit,teamshavetobe

supportedtofeelproductive—otherwise

they’rejusttreadingthesamewaterina

differentpond.

Sookay,maybethiswholeremotething

isn’tquitefiguredoutafterall.

’s

myteam?

22

Whyworkersleave

“Lackofstaff”iscited

asamajorcause

ofpoorteamworkamong

ofin-officeworkers

37%

29%

24%

ofhybridworkers

ofremoteworkers

Weknowhowitgoes…youwerehired

tobeadesignerandnowyou’realso

inchargeofproductmarketing,sales,

andcleaningthebathrooms.It’shardto

havegreatteamworkwhenyou’rethe

onlyoneleftontheteam.

23

Whydobad

s

togood

people?

24

Wheremeetingsfail

26

27

Where

meet-

ingsfail

OMG,wehavetostop

meetinglikethis!

No,seriously.Wehave

tostopmeetinglikethis.

2829

71%

workers

ofknowledge

believe

arenotthe

meetings

bestway

tocollaborate

onwork.

andalign

Wheremeetingsfail

Thenumbersdon’tlie:peoplearereallysickofmeetings.Butistheproblem

meetingsthemselvesortheway

they’rebeingrun?Orboth?

30

31

Around1in5

knowledge

workersspends

11+

hours

aweek

inmeetings,

including36%

ofseniorexecutives.

Honestly,it’smaybemoresurprisingtolearn

that64%ofseniorexecutivesspendless

than11hourperweek.Haveyouseenthese

people’scalendars?

Wheremeetingsfail

Averagehoursspent

inmeetingsperweek:

Remoteworkers

7.6

7.9Hybridworkers

In-officeworkers

5.3

Justaheadsup:ifthisdataisconvincingyou

thatback-to-officeisthesolution,remember

thosetwohoursyouaren’tsittinginmeet-

ingsaremorethanmadeupforbythehours

you’resittingintraffic.

50%

50%

32

Wheremeetingsfail

Onaverage,workers

believeonlyabouthalf

oftheirmeetings

areimportant.

Evenworse,asizablenumberofmid-level

andnon-managementemployees(about

1in4)estimatethatlessthan20%oftheir

meetingsareproductive,comparedtoabout

one-eighthofseniorexecutives.Whenthe

personatthetopissaying“thatmeeting

wasproductive”andeveryonebelowthem

disagrees,something’samiss.

33

Wheremeetingsfail

34

35

“Company-wide

meetings?”

Biggestwaste

oftime.

Whichmeetingsaretheworst?

Around2in5knowledgeworkers

rankcompany-widemeetingsas

thebiggestwasteoftime.

Wasteoftime?Really?Whenelseare

yousupposedtocatchuponemails?

Accordingtoknowledgeworkers,

thebiggestsignsthatameeting

isgoingtobeawasteoftimeare:

People

havingside

conversations

Lack

ofagenda

42%

42%

People

multitasking

41%

Lackof

participation

39%

Andifallfourofthosefactorsarepresent,

that’swhatwecalla“Yahtzee!”

Wheremeetingsfail

36

37

28%

ofmeetingownersdon’tfeel

fullypreparedtorunmeetings.

Anditallboilsdowntoanawfullotoftimewastedandanawfullotof…

awkward…

silences.

Andthisisonyou,managers,sinceyoumake

up88%ofthemeetingownerpopulation.

Butdon’tgettoococky,individualcontrib-

utors—25%ofmeetingattendeessay

theirlackofparticipationderailsmeetings.

Whichwouldmakethemmorelikeindividual

non-contributors,really.

Are

meetings

themost

ve

alignand

collaborate?

38

Wheremeetingsfail

NO

82%ofnon-managementknowledgeworkers

agree—meetingsarenotthemosteffectiveway

toalignandcollaborate.Mid-levelknowledge

workersandseniorexecslikethemalittlemore

…only2outof3thinkmeetingsareineffective.

Still,thoseresultsareprettystaggering…large

majoritiesofpeopleatalllevelsoftheenterprise

thinkmeetingsareawasteoftime.Howdowe

fixthispredicament?

Let’shaveameetingaboutit!;-)

39

Soyes,there’salotgoingwrong.Butwhat

doknowledgeworkerswant?Insteadof

focusingonthethingsthatdon’twork,

whatcouldwebedoingbetter?

“Movefastandbreakthings”hasbeen

arallyingcryforawhilenow,andguess

what?Theydidit.Thingsarebroken.

Solet’s

d

40

.

Wheremeetingsfail

Let’s

move

smart

41

andfix

things

Whatif

Monday

of

theweek?

4243

4445

Whatworkersneed

What

ers

It’snotalldoomandgloom.Workersknowwhattheywant.Leaders,areyou

listening?

Whatworkersneed

4647

Wherecouldweimprove?

Let’sstartwithwork/lifebalance.

Slicedanotherway,whohas

thebestwork/lifebalance?

41%

33%

ofmanagerswant

abetterwork/life

balance.

ofIndividual

contributorswant

abetterwork/life

balance.

66%63%

60%

Remote

workers

In-office

workers

Hybrid

workers

Managersmightgetalotoftheblame,

butthey’realsotakingonalotofthe

stress.Buildingaworkculturethat

takestheburdenoffofmanagerscould

havearippleeffectthatimpactsthe

entireorganizationforthebetter.

Notsurprisingly,remoteworkersare

feelingthebestabouttheirwork/life

balance.Butthat’sstillabigpercentage

oftheworkforcethat’sfeelingoverworked

andunder-rested—especiallyinaworld

wheregoingtothedentistorpicking

yourkidsupfromschoolisputinthe

“l(fā)ife”category.

CouldAIbetheanswer?

Nearly3in5

knowledgeworkers

areoptimisticAIwill

improveteamwork.

Thatincludes27%

whosaythey’revery

optimistic.

NowthatthehypeandfeararoundAIhavestartedtodiedown,workersarerealizingit’smorelikelytobringustogetherthan

tearusapart.Evenifthatmeanscomingtogethertofighttherobotuprising,westillconsideritawinforhumanity.

48

Whatworkersneed

ManagersthinkAIcan

helptheirteamsby

improvingknowledge

anddatasharing(50%)

andreducingrepetitive

tasksandautomating

processes(49%).

ManagersareputtingalotofhopeinAIasa

potentialsolutiontotheproblemstheirteam

areencountering.Anditcouldbe—ifused

properly—notasareplacementforhuman

workers,butasanenhancement.IfSkyNet

hastaughtusanything,it’sthatyoucan’tjust

pointAIataproblemandexpectittobefixed.

Lastingsolutionstakecare,understanding,

49

andquiteabitofveryconfusingtimetravel.

5051

Gartnerpredicts

thesocial

andcollaborationsoftware

marketwillgrowfrom

$3.5billionin2019to

$6.9

billion

in2024.

Greatnewsforpeoplewhomakecollaboration

software(looksaroundroomsheepishly),but

clearlycompaniesunderstandbrokenteam-

workisagrowingproblemandthey’relooking

forwaystofixit.

Whatworkersneed

Andyet1in3

knowledge

workershaveseen

nochangeinhow

theirteamswork

togetheroverthe

pastyear,andover

1in10haveseen

adecline.

Sojustthrowingmoneyatsoftware

isn’ttheanswer...ithastobetheright

softwarewiththerightfeatures(looks

aroundtheroomsheepishly,again),as

wellasaclearplanforimplementation

andtraining.

63

52

Whatworkersneed

ofindividual

contributorsthink

managersshould

helptheirteamslearncollaborationskills.

Accordingtoour

2023Collaboration

TrendsReport

,amajorityofworkersbelievemanagersshouldhelptheir

teamslearnhowtocollaboratebetter.

Andstrong

collaborationskills

canmakeabig

difference,because…

53

Knowledgeworkers

whoareintentional

withcollaboration

arenearly

2x

aslikelytosaythey’re

happywithhowtheir

teamcollaborates

thanthosewho

don’tcollaborate

intentionally.

54

Whatworkersneed

Ifthere’ssuchathingas“onesimpletrick!”

tofixingbrokenteamwork,it’sthis:

intentionality.

Whenpeoplecollaboratewithpurpose,theyenjoyworkmoreandhavebetterresults.Whyleaveteamworkuptofatewhenputtingintheefforttobuildyourteamworkpracticescandoubleyourchanceofsuccess?

55

Whatworkersneed

5657

wayswe

canfix

teamwork?

Moretransparency

fromleadership(42%)

Buildingtrust

andempathy(39%)

Bettercross-functional

alignment(38%)

We’vesaiditbeforeandwe’llsayit

again:peoplewanttoworktogetherwell.They