The product team at SoapBox is made up of the entire company. We all have a hand in shaping the future of SoapBox and the product that we bring to market. From marketing to sales, to customer success, we all leverage the SoapBox platform internally to share ideas and feedback on how to iterate and improve the product. Features and updates are voted on by everyone and the best ideas get built and go into production. We all know the product capabilities inside out and backwards.
We spent the last five months speaking with startup leaders from across North America to gain insights on what makes successful startups so high-performing and attractive to top talent. We conducted the interviews for our blog BeLikeAStartup.org, a resource to help leaders at large organizations reevaluate how they assess problems, inspire and motivate their workforce, and become more agile.
More than ever, companies are placing an emphasis on making their workplaces as great as possible to attract and retain top talent. Although perks, benefits, and flexibility are enough for some, the growing number of employees, particularly Millennials, require deeper, more meaningful incentives. Specifically, more and more people are looking for a strong connection to purpose and work that gives them meaning in the form of believing in the company’s mission, connections to coworkers and the opportunity to grow and develop as an individual.
We gave the idea modal a face lift, and I’ve got to say, adding an idea has never looked better!
It is not exactly news to our ears to hear once again that employee engagement is the key to driving productivity, reducing employee turnover, and boosting innovation. Where the real dilemma lies is how to get employees engaged in the first place. To deconstruct how to do this, look at various levels of needs within an engagement hierarchy.
Every employee, during one time or another, experiences roadblocks that prevent them from completing a task faster or with greater ease, or obstacles that impact their overall working conditions.
Management is often asked to look into small roadblocks like these, but they don’t always get resolved. It’s not because they don’t care or because these issues involve a big time or financial investment. It’s because they get lost in a sea of priorities and other urgent day to day demands.
SoapBox helps to put a process in place to execute on the small stuff that makes a big impact, and demonstrates to employees that ideas that are validated by the community will get consideration from leadership. Actioning even the smallest of ideas does wonders on employee engagement. In fact, studies show that even the act of providing an update to an idea (even a declined idea) improves employee engagement.
We love stories about ideas. Where they came from, what inspired them, what they did for the organization and how they make people feel. Here, we decided to share the story of the very ideas that get posted on our SoapBox and support us in reaching our business objectives. Read more
Dynacare uses SoapBox to connect employee insight to key decision makers. Employees can share, vote, and comment on ideas that will impact the organization’s top priorities, and leaders can add responses to the ideas that are moving forward to keep everyone in the loop on progress. Read more about how Dynacare uses SoapBox in the case study.
Our Customer Success team helps our customers build a program to support the growth of their SoapBox community. One of the most important elements of that program is the Governance structure (read more about the Key Elements here). Each community appoints Innovation Partners, who are leaders responsible for evaluating, responding to and implementing ideas.
In this interview, we’re sharing what goes on behind the scenes for one of our most successful SoapBox Innovation Partners.
Sales and marketing alignment is difficult to achieve, but it’s also one of the best opportunities for improving business results. When marketing and sales teams are aligned, marketing ROI, sales productivity, and top line growth all go up. To get full alignment, it’s not enough to have leaders aligned, you need alignment with as many people on both teams as is feasible. To do this, people need to have an opportunity to provide input, contribute to decision-making and provide feedback.
Real buy-in involves at least some element of co-creation. It invites discussion, debate, and allows everyone to feel even more vested in the outcome. – From “How To Get Real Buy-In For Your Idea“
Here are some of the ways where the opportunity to include more people in the process typically go wrong, why it matters and ultimately what can be done to facilitate deeper collaboration between sales and marketing.
One thing customers realize after launching their SoapBox is that some of the ideas that employees submit will align to projects that are already under way. At first, these ideas may not appear to be all that helpful. It’s not an idea that’s going to open up new opportunities or provide a new solution to a challenge. However, our customers also eventually realize and point out that there are unexpected benefits to these ideas. Read more
Fluent thinking is easy thinking. Disfluent thinking is thinking you have to work a little harder to make sense of or understand. What does this have to do with employee idea programs? Quite a lot actually. It can have a big impact on the quality of the ideas that get submitted and how those ideas get evaluated.
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