Who “Owns” Social Media in an Organization? – Part Two

The Conversation

When I initially interviewed the panelists, I asked them a series of three questions. The second question:  What are your thoughts on streamlining social media within an organization?

Chris: Tie the efforts to existing goals and make it just another leg of the strategy. Keeping it on an island is bad. 

Jason: The only thoughts I have on streamlining across the organization are that you have to have executive-level buy-in. Social media activation can’t happen within an organization under the radar. It’s got to be embraced and even championed at the higher levels for it to be successful. Once that happens, streamlining across the organization can happen in a number of ways.

From a technology standpoint, there are a thousand options to streamline – from project management platforms to wikis to something simple like Yammer. Getting everyone on the same page from a communications standpoint is important, but do-able. From a strategy standpoint, as long as the “owner” of the social media activation has an inclusive approach and truly embraces the notion that customers matter most and employees simply need to be empowered to reassure that position, it can happen.

Rob: I think such efforts start with HR.  If you recruit the right people, then “social media” is natural. After that, however, I really think the organization has to stop thinking of “social media efforts”; the phrase itself means that the organization simply doesn’t get it.  The important thing is to rethink commerce as a natural part of human relationships — the market as conversation, both inside and outside the organization.

Are your people passionate about the company, its products, its services?  Do they take pride in their day-to-day work?  Are they energized to talk to each other, to their managers, to subordinates, and of course, to the customers about their work?  In other words, is the culture of your company geared towards high performance, teamwork and open communications?  If so, then social media is a natural outlet and result.

Yes, you have to be careful about privacy, about trade secrets, and legal issues.  But those issues aren’t all that difficult to deal with if the base culture is set in place.  So I’d say, focus on your company, your people, and your products and think about how you bake Cluetrain principles (aka “social media”) into the organization.  This will require support from C-suites to do effectively.

Charline:  If you are reaching a common audience, and especially with similar internal goals, then organize it around one or both of those centering points. Otherwise, it can get confusing from the customers’ point of view what you are trying to do.

Scott: If we are democratizing social media across the organization, we have to not only trust people but also give them the guidelines and training in order to do this well because it isn’t natural for everyone.

At Ford, we’d like to ingrain it in as many people’s work flow as would see it happen. Whether it be marketing, communications, customer service, product development or human resources, they will find different ways it will work for them within their organizations. I don’t know their jobs, they know their jobs, but I can coach them. So, if we give them the tools and the ability to adapt and adopt this technology, 5-10 years from now it will be just like the telephone and email are on everyone’s desk.

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I would like to again thank all of the participants for sharing thoughtful insights on this topic. Obviously this discussion only skims the surface of how a company might streamline social media within an organization. 

Specific project management procedures, privacy policies and the assignment of point people are areas that may need to be addressed. Regardless of how granular the discussion, one focal point that must be considered is “Are the right people on board?”

For many it’s innate – the passion, the interest, the drive. For others, coaching and education pertaining to elements of technology may be necessary. One thing that cannot be disputed:  transparency is a central component in social media. Thus, the one personality trait that cannot be present in an individual is a lack of interest or passion. Passion is an attribute that cannot be taught…it’s either present or absent.

How is your company streamlining or simplifying social media practices amongst departments, teams and staff? Can an organization be successful if a top-down approach is non-existent? Even if a “fool proof” plan is in place, do you believe that an organization can be successful in social media if the participants aren’t inherently passionate? 

Please share your thoughts!

Who “Owns” Social Media in an Organization?

The Driving Force:

I love learning through other people – reading blogs, hearing about experiences and collaborating on projects. Since social media is an arena that individuals and businesses are “figuring out” daily, I thought it would be interesting, not to mention extremely informative, to hear from some of the people that consistently provide beguiling insight in the social media realm.

These “panelists” were kind enough to make time in their busy schedules to answer several questions that I posed.

The Participants:

Chris Brogan is President of New Marketing Labsand the co-founder of PodCamp new media conference series. He is a speaker, blogger, and writer. His blog has been ranked in the Top 10 of the Advertising Age Power 150 Blogs. He is also the co-author Trust Agents.

Jason Falls is the founder of Social Media Explorer. A social media educator, strategist, public relations professional and blogger, he helps companies understand the social web and shows them how engaging consumers online can help their businesses. His blog also ranks in the Top 20 of the Advertising Age Power 150 Blogs.

Rob Hahn is the founder and managing partner of 7DS Associates – a marketing, strategy, and technology consulting firm specializing in creative solutions rooted in strategic analysis. He is also a respected marketing, technology and real estate blogger and brings a unique perspectives on social media based on his unique background.

Charlene Li, founder of Altimeter Group and co-author of Groundswell, is a graduate of Harvard Business School and was recently named as one of The Most Influential Women in Technology by Fast Company. She has also made appearances on 60 Minutes, CNN and CNBC.

Scott Monty, Global Digital & Multimedia Communications Manager for Ford Motor Company, is the strategic advisor for all organization-wide social media activities. A marketing and communications professional, he possesses experience in health care, biotech and automotive industries, working with a wide range of clients.

David Meerman Scott is the BusinessWeek bestselling author of The New Rules of Marketing & PR , which has been published in 24 languages. He is also the author World Wide Rave. David has presented at hundreds of conferences and seminars in over 20 countries on four continents.

The Conversation: Part One

Do you think one particular team must take ownership of social media within an organization, i.e. marketing, pr, web team, etc.?

Chris: No. Social media is like a phone. Everyone should have one. What you DO with it is what differentiates.

Jason: As I wrote and have indicated before, I think public relations is the department that should take responsibility for an organization’s social media. There are a number of reasons, but Kami Huyse summed it up nicely by saying, “Public Relations is great at building and maintaining relationships, as well as creating informational content.” Social media is about building and maintaining relationships and providing customers with content in its many forms.

Keep in mind, I say “take responsibility” instead of “take ownership.” Everyone in the organization owns a piece of it. Social media isn’t something that can be silo-ed off in one department. It is most effectively implemented across the enterprise with everyone taking ownership to a degree. Public relations should be responsible for training and implementing social media best practices, providing content and keeping track of/managing the relationships both internally and externally.

Rob: The only team that can and must take ownership is the Senior Leadership Team, specifically the CEO. The reason is that “social media” to me is just the application of Cluetrain principles,  and Cluetrain is such a fundamental cultural and organizational change that only the CEO can drive that kind of change.

If some team underneath takes ownership of social media, it becomes ghettoized into being just a “new communications channel” or an “interactive marketing technique” or some such and not much changes. Businesses who are doing that are just hoping that social media obeys the old paradigms of one-to-many communications rather than human-to-human relationships and conversations.

Charlene: It may start as one team because that team has something very specific to gain from participating. But there should be a plan in place on how to “spread” the engagement so that it becomes something that the entire organization does, rather than concentrated in one place. The more inclusive you can make it, the better.

Scott: If you’re a big brand, it’s not possible without Senior leadership in place. I couldn’t do what I do without the support of my VP of Communications or CEO. They understand it is important.

David: I think the right people to take ownership are those who are passionate. This is not just “marketing as usual.” You don’t just toss brochure copy out onto a blog. So it takes people and an organization with passion and who are genuinely excited about creating information online. 

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Where do you think social media “belongs” in an organization? Should one division/department maintain complete “control” or take ownership of social media initiatives?

I look forward to hearing thoughts and opinions on this topic!

LinkedIn | Relationships Matter: P.S. Can You Endorse Me?

Have you ever received an email like this?  

“I’m sending this to ask you for a brief recommendation of me that I can include in my LinkedIn profile. If you have any questions, let me know. Thanks in advance for helping me out”

Last week, I received this same email from two different people. The generic request came as somewhat of a shock given that I’ve never worked with either of the senders on any type of a project – directly or indirectly – and have minimal knowledge of their abilities and work ethic. 

I didn’t reply to the request. I felt uncomfortable writing, posting and attaching my name to an endorsement of praise for someone I genuinely couldn’t “vouch” for.  Like a compliment, shouldn’t an endorsement come without solicitation? I have posted several recommendations on LinkedIn because I had great experiences working with those particular people. They didn’t have to ask me.

Is the “can you endorse me” email becoming common practice? Do you feel roused by the idea of someone sending this type of aloof request?

Staying on Top of Social Media

From the moment my alarm sounds in the morning, information is coming at me from all directions - the newspaper is waiting at the door, Blackberry is full of e-newsletters and tweets are in full force.  Don’t get me wrong, this isn’t a gripe.  I love learning and figuring out how I can put things into practice, but there is no disputing that it can all be a little overwhelming.

Since creating more time in the day isn’t an option, managing information is a challenge that takes practice, patience and time and content management skills.

Here is a snapshot of some of my favorites from this past week:

Twitter 101:  Succinct guide for anyone interested in learning more about Twitter. It is fairly basic, yet very informative. It also includes great stories about businesses that have successfully used Twitter to promote business objectives.

GeoChirp:  Cool website that allows you to select a region and then select keywords; tweets in that region that include the specified keywords are then shown.

Defining Your Social Media Strategy:  Great educational video that outlines strategies for social media.

The Key to Developing a Social Media Strategy:  Informative article that addresses the intersection of social media, corporate communications and public relations.

Letter to Employees from Zappos CEO:  No doubt, a social media pioneer, Zappos made headlines this week when they were bought by Amazon. This letter reiterates how Zappos not only incorporate social media into business practices, but also in transparent internal communications.

The US Air Force and Social Media

A colleague passed this article around last week. I had the opportunity to read through it on the El ride home today. This is definitely a well thought through “manual”.  It not only serves as an educational tool, but it also relates social media directly to the members of the Armed Forces. The diagram on page six is a great visual aid.