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How to encourage communication across teams (Part 3/4)

How do you encourage communication across teams? Recent changes to the way we work have improved communication within teams for many organisations, but they’re struggling to improve the connectivity and connectedness across teams. Read what Helen Pitcher OBE and Julie Chakraverty have to say on th

1 Feb 2021 | 16 min read

Photo by Taryn Elliott from Pexels

Photo by Taryn Elliott from Pexels


Here at Rungway, there's one belief that is at the heart of what we do - from the product we build to the way we work together as a team: Every Question Matters.

We recently hosted a webinar entitled “No turning back - leading differently in 2021”. 

We had more questions from attendees than we could answer live, and we didn't want to leave them unanswered.  So we sent the questions to our two panellists to get more of their knowledge and experience, and we will publish their responses over the coming weeks. To watch the webinar on-demand click here

It seems to me this pandemic has enhanced within-team cohesion. Many have set aside grudges and gotten on with the job at hand and together. Yet communication across teams has diminished. Should this be addressed with urgency or is it perhaps left for now given the benefits witnessed within teams? What’s the best way of tackling this in an environment where virtual meetings are already filling the agenda.

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Julie Chakraverty
CEO & Founder, Rungway

For me, communication “across” teams is what creates your company’s culture and the way that organisational values are brought to life. While you’re right, there’s no shortage of virtual meetings already, we often need to think about connectivity and connectedness in different ways. Communication tools can be a great way of sending out information quickly, and covering the “fun” side of social connection at work, but rarely go deeper. Many businesses have struggled to replicate the encounters in the office where important emotional connections are formed, and where trust is built between people and across teams.

How about thinking about cross company support and mentorship? Try to find ways of allowing people to share their feelings and questions, especially on sensitive topics, with peers right across the firm.

Post pandemic, how do you think the business landscape will change and what does this mean for boards?

Julie Chakraverty: The boards we’re working with have really stepped up their scenario planning, both how frequently they’re running crisis management exercises and modelling “black swan” events, but also widening their field of vision to include and reflect on a broader range of perspectives from the business.

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Helen Pitcher OBE
CEO Coach, Chairman and Board Facilitator

I agree. As an example, on Board evaluations we now probe directly on how directors feel the pandemic was handled e.g. how quickly do you feel the Board and management responded? How are they handling certain things? Are we looking forward far enough? What processes are you using to plan for 3 / 6 months out? While I don’t like saying “the new normal”, it is simply a fact that all of us need to carve out more time thinking what “normal” actually means for our business.

Nobody’s commercial landscape will be unchanged. What does that mean for your people? Is there an opportunity to help your diversity agenda? For example, many of us can afford to look further afield now to fill key roles. I feel strongly we should see opportunities to improve social mobility as a personal responsibility, don’t wait for someone else to mandate it. That’s absolutely how we’re thinking, for example, in looking to find new commissioners at the Criminal Cases Review Commission.

This is the third article based on audience questions during our webinar “No turning back - leading differently in 2021”. To watch the webinar on-demand click below.


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