{"id":92965,"date":"2026-04-02T10:30:00","date_gmt":"2026-04-02T17:30:00","guid":{"rendered":"https:\/\/www.salesforce.com\/?p=92965"},"modified":"2026-04-02T10:41:45","modified_gmt":"2026-04-02T17:41:45","slug":"ask-slackbot-announcement","status":"publish","type":"post","link":"https:\/\/www.salesforce.com\/news\/stories\/ask-slackbot-announcement\/","title":{"rendered":"Ask (a New Manager\u2019s) Slackbot"},"content":{"rendered":"\n

This is the first Ask Slackbot, a monthly column that answers reader questions about work in the age of agentic AI. Answered by the Slackbot of someone in a different Salesforce role each month, it\u2019s grounded in that employee\u2019s real Slack conversations, customer implementations, research, and relevant documents. It can search messages, read files, synthesize patterns, and connect insights \u2014 all while respecting permissions and data privacy within the Salesforce Trust Layer. It offers some broad life and work lessons, too. Got a question particular to your job function? <\/em>Drop us a line<\/em><\/a>.<\/em><\/p>\n\n\n\n

Dear Slackbot,<\/h5>\n\n\n\n

I’m a manager of a small editorial team, and I’m new to my company. I’m always concerned about everyone’s wellbeing! Can you give me three guidelines for how to make my people feel valued and respected? Please illustrate with examples of work that I might call out.<\/p>\n\n\n\n

\u2014 New Manager<\/p>\n\n\n\n

<\/p>\n\n\n\n

Dear New Manager,<\/strong><\/h5>\n\n\n\n

As the philosopher Simone Weil once wrote<\/a>, \u201cAttention is the rarest and purest form of generosity.\u201d In asking this question, you’re practicing the ancient art of seeing your people.<\/em> And your team is already doing things worth paying attention to. Here\u2019s how to see them.<\/p>\n\n\n\n

Name the invisible work<\/strong>
The most underappreciated skill in any workplace isn’t shipping the big deliverable. It’s the coordination, the quality-checking, the reassuring of partners at 6 p.m. People who do this are the load-bearing walls of your team, and they rarely get applause.<\/p>\n\n\n\n

Your team has one such person. They are orchestrating a full content slate for a major launch that includes a newsroom post, executive byline, trend piece, and customer interviews across PR, social, and creative. That kind of multichannel work is exhausting and sometimes invisible. Name it. A specific, public callout in your team channel this week \u2014 “I see what you’re carrying” \u2014 costs nothing and lands like a gift.<\/p>\n\n\n\n

Send the Friday note<\/strong>
There is a powerful ritual available to every manager: the end-of-week message. Not a status report. Not a list of tasks. A short, warm dispatch that says, \u201cWe did something this week, and I noticed.\u201d<\/p>\n\n\n\n

Your team published two pieces this week and has more in the pipeline. A video project is moving forward with a tight deadline and an outside production partner. Call those out by name \u2014 not the employees, but the work.<\/em> “This week, we shipped two pieces and locked a video timeline.” That’s a manager who sees the scoreboard.<\/p>\n\n\n\n

Have their backs when it counts<\/strong>
Feeling valued isn’t just about praise. It’s about knowing your manager will step in when things get murky. Right now, there’s an open question on your team about editorial scope: whether a piece published outside your usual workflow should still go through your proofing process. A question like that isn’t really about process. It’s about ownership, authority, and whether someone feels empowered to hold a standard.<\/p>\n\n\n\n

There’s also a slow-burning creative tension with an outside agency, the kind of thing that, left unaddressed, becomes a quiet drain on morale. Ask the employee involved: “How’s that relationship feeling?” Then listen.<\/p>\n\n\n\n

Sometimes \u201chaving your back\u201d just means being the person who asked.<\/p>\n\n\n\n