In her latest InfoWorld column, our executive director of the code school Jessica Mitsch, takes a look at the intersection between company culture and communication, and asserts that there is a lot the c-suite can learn from coders.
Developers, particularly those who contribute to open source projects, know that having a structure that enables others to easily understand the code and contribute to it is important. There is agreed-upon language and documentation with the goal of removing ambiguity to align all parties involved. This principle can — and should — be applied to all parts of a business to lower barriers and increase opportunities for collaboration.
Below is an excerpt from Jessica’s article. You can read the full post on InfoWorld.com.
Management teams are keenly aware of how important and how difficult getting new team members up to speed can be. Anyone joining a new team faces a learning curve, and the entire company will benefit if that curve is settled on a small hill instead of a steep mountain. After all, a new team member’s first few weeks on the job are critical to setting them up for success, and according to SHRM data, most new hires determine in the first 30 days if they feel welcome in an organization.
In both my role as executive director at The Iron Yard and in the conversations I have with the companies that hire our graduates, the topic of creating a culture that’s easy to walk into and lowers the daunting learning curve for new hires comes up time and time again.
In a recent blog post, I wrote about how being intentional with the language we use helps create an inclusive work environment. Being intentional with our language choices can also be applied to building a company culture that is welcoming to new hires, and we can start by creating a company vernacular that doesn’t need a handbook.
Continue reading here.