Successful adoption of social media is far more cultural than operational.
The difficulty in social media, contrary to frequent discussion, isn’t in how to use the tools or the tactics. It’s not about measurement or determining ROI. Those things are tangible, and solvable, with time, dedication, and elbow grease.
The challenge lies here: for most companies, adopting social media means changing their mindset about how they do business. Because the fundamental principles behind social media - and the reasons why it is so powerful - involve giving your customers a visible, valuable say in how you do things, and having the faith that doing that is just good business.
Risk?
It’s still perplexing to me sometimes that the idea of customer-centric business is still so frightening to some businesses. They’re the people who ultimately make sure the bills are paid, after all (and delighted customers tend to buy more stuff). But I suppose it’s endemic to our process-laden business world. We’ve forgotten sometimes what the hell we’re in business for in the first place. And faith in business is truly a four-letter word.
There are realistic considerations when embarking on social media - risks of liability or disclosure or other legally important stuff. Then there are the perceived “risks” that are really thinly veiled defenses and justifications of processes, practices, and approaches that we’ve grown comfortable with, whether or not they’re really working anymore.
Blame?
For many companies, I fear their reticence to embark on this social stuff is about the fear not just of failure - heaven knows we fail in business on a regular basis in ways we’ve grown comfortable with - but of blame and accountability. (Big hat tip to the inimitable Seth Godin for this ever-so-important distinction that turned a million lightbulbs on in my head.)
The culture of control has really screwed us up over the years. We’ve tried so hard to remove every possible variable from allowing anyone, anywhere, to blame us for screwing something up. If we fall back on the tried, even if its not true, we can at least say that it wasn’t our idea in the first place, we were just following tradition or protocol or orders or whatever. If we control things based on how they’ve always been done, it’s a flaw in the process, not in our judgment. In short, it wasn’t our fault.
Control?
But social media’s adoption flies in the face of control in so many ways. Control of your message. Control of people’s opinions about you and where they spread them. Control over every detail of how your “campaign” unfolds. Control (or at the very least, predictability) of outcomes.
Because people and their voices - the heart and soul of successful social anything - aren’t bought or controlled or predicted. They never have been. They’re earned. And the very act of earning not just the attention but the affinity of those people means you have to risk doing something different in order to do something truly valuable.
What that something is may not be the same every time. It may challenge years of “best practices” (gosh, I’m really starting to hate that term) and fly in the face of every cited “case study” there is. Because this is about putting people back at the center of business, on both sides of the table (and inside your own walls). It requires tireless dialogue, and the willingness to value what you learn from that dialogue above your preconceived notions in order to guide where you go next.
Change.
Give me enough time and access and I can build you a workflow. I can map you out a blueprint for your social media efforts and give you a damn good plan complete with strategies, tactics, metrics, and the whole enchilada. I can point you to three dozen other people that can do the same thing.
But all of those things are utterly wasted if you aren’t willing to accept a responsibility to do right by the customers that drive your business, and empower and trust the people that work for you to make that the focus of their work, every day. And if you can’t trust that your employees can do that, you have a leadership or hiring problem, not a process problem. (h/t @Zappos)
Until and unless you’re willing to change (hell, shatter) the things that might be standing in the way of better connecting your customers to your business’ reason for existence, social media for you will be nothing but superficial - and a failure.
Culture matters. And culture change is hard. It’s the underpinning to success in most business things, but especially this. Expectations are for companies are changing. The question for your business now is whether you’ve the humility - and the courage - to rise up and meet them.
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I’m going on vacation this week, which has been a little while coming and I’m definitely looking forward to it.
But I’ve been a bit surprised by the number of people who are encouraging me (some flat-out lecturing me) to “unplug”. Turn the phone and computer off and go un-digital for the week.
While that may be some people’s idea of utter relaxation, it’s not necessarily mine, and being plugged in to me doesn’t necessarily beget stress. Because it’s not the connections that are stressful, it’s the obligations and deadlines and expected response times that make it hard during the “on” working hours.
Being completely disconnected is actually uncomfortable to me. And it’s not because of some irrational nerdy need (ok, maybe a little), but it’s because my friendships aren’t bound by geography and time zones anymore. My digital connections are often what helps me keep in touch with the people that matter most to me since I don’t have the good fortune to see them often in person.
My computer gives me more than just Twitter, too. It’s a repository for my thoughts and musings, and sometimes in places I don’t (gasp) make public. It’s how I keep photos and videos of my adorable daughter close at hand and easily shareable. It’s the home for Skype which keeps me connected with friends and family all over the country not because I have to, but because I want to. It’s home to my iTunes library, and music goes everywhere with me.
There’s one more bit here that’s really important: I love what I do. Working for me isn’t torture. I’m inspired by my work and motivated to do it every day, because I care about it. Because I want to change things for the better, share my ideas, and learn from others. Sometimes, being plugged in is exactly where I want to be. Thinking and creating and building things. It’s what I do.
So when I’m on vacation, the freedom isn’t in being unplugged. It’s that I get to follow my own whims, my own schedule, and connect as much or as little as I want to because the mood strikes me (not because I’ve got a deadline looming or the expectation of a 3-hour email response time). The relief is in taking back a little control over my own schedule and dictating my own interruptions, following my muses more freely perhaps, but it’s got nothing to do with being digital or not.
So I’m going to relish the time with my Dad, soak up the sun on the boat and on the lake, and breathe lots of (hot) summer air. I’m going to laugh and run around with my kid and take lots of pictures (or not) and swim and draw on the sidewalk in chalk. I’m going to grill things and sip wine and sleep in a bed whose sheets I don’t have to wash.
And you’ll probably still see a tweet or two. And the blog will still get a post or three. And yes, I’ll even peek at my email once in a while to keep my finger on the pulse of what awaits me upon my return, or because inspiration strikes.
So I’ll still be on vacation. I’ll be relaxed and recharghing, even if it comes with a plugged-in moment or three. And I’ll enjoy every minute of it. See you in a week. 
Community management as a discipline is evolving. It’s not just moderating boards and forums anymore (though there’s still a certain need and place for that). It’s becoming a pivotal and cross-disciplinary role inside companies that are bridging a social communications presence with their offline world.
It’s amazing to me the misconceptions that exist about this type of position, and it might be because roles like this are still new, and they vary from company to company (and always will). But I thought I might help dispel a few of the more common myths and assumptions about community management in hopes that we’ll find them more and more in companies of all sizes, and collectively understand them a little better.
Social Networking Is All We Do
I spend time on Twitter, blogs, Facebook, forums, and social networking sites as part of my job. But it’s not all I do. And I most certainly do not get paid to just hang out on Twitter and chat all day long (as fun as that might be in theory).
The social channels for me, especially Twitter, are like the phone to me. They’re communication channels through which I connect with people. So much like the phone or email are simply mechanisms through which you conduct your work, so too are social networks to me.
The difference is that Twitter and blogs and other social networks are communities of their own, so it’s a many-to-many atmosphere that brings additional value through continued participation. Whereas you can’t tap into an ambient conversation or discussion by waiting on the phone or by your inbox, Twitter and the social networking communities in which my customers participate are home to many conversations that I both need and want to be part of. It’s networking and business development the old fashioned way, and it has immense value, even if the perception of online isn’t always parallel with that.
It’s Always Online
Online communities need the cement of offline interactions. People need the validation that the faces behind the avatars and the voices behind the comments are real, sentient beings with personalities. And as much as I will stand by the deep and valuable relationships I’ve built through online channels, what eventually solidifies those relationships for the long haul is the in-person connection I make through events or meetings or just a chat over coffee.
Even if your community is inherently online - a forum or exclusively online business or the like - there are still living, breathing human beings that are chatting away and contributing to that community in a valuable way. Taking the time to meet and connect with those people in person is, in my view, absolutely critical. It’s why I happily make events a part of my responsibilites and get on lots of airplanes to meet tons of people each year. I could do my job from behind my keyboard, but I’d be missing huge opportunities to build trust and affinities with people based on the age-old practice of bonding and human connection.
We’re Just Glorified PR (or Marketing) People
I write press releases and blog posts and do podcasts. I create content and media in all kinds of forms. But I’m not a PR person.
That’s not to say you can’t be a PR person AND be an effective community person. But as I’ve talked about before, being a community professional goes far, far beyond publicizing the work you do as a company. You’re doing business development work (I’ve stewarded nearly a dozen prospects through our sales pipeline this week alone, and I’ve tapped my history as a BD person and fundraiser to do that well). You’re a marketer and content creator AND a publicist. You’re a customer service person (I’m many of our customers’ go-to person when they have an issue, mostly because I’m a trusted and familiar face and they know they’ll get a response quickly).
There’s no one label you can slap on a community person and say that they’re just an old pro in new clothing. We’re a different and evolving discipline that needs to adapt based on the needs of the business. And it does every community person a disservce to park them in the communications basket and leave them there.
It’s a Job Anyone Can Do
Much like I alluded to above, the community role has evolved past the days when it was just a guy hanging out and moderating the chat for people being buttheads. And while not all community roles necessarily need to become complex business-focused roles, my belief is that’s where they’re going to be headed for many companies, large and small.
But the two types of roles couldn’t be more different. The community role I’m talking about requires business perspective, and a true passion for connecting the community and the people within it to the long-term goals of the business. It’s a symbiotic relationship that requires flexibility, professionalism, and an attitude of possibility. It’s asking for a lot in terms of time and resource commitments, and it’s ever changing. But one thing it’s not is just a job for a person who happens to have a computer and likes to chat online.
You Can’t Measure the Impact
I love this discussion. The whole “how do you measure the impact and value of a community role”? Because I almost never run out of examples.
How about measuring and demonstrating customer loyalty over time as demonstrated by repeat sales and referrals? How about tracking the volume and sentiment of the posts and comments written about you over a period of time? How about tracking not just the quantity of your fans and followers, but how engaged they are with you (and you with them) over time as illustrated by tracked conversations, responses, and discussions? How about trending your share of conversation, both within your industry and amongst your competitors, over time? How about tracking specific inquiries and leads that come through your various community channels? How about tracking the number of customer service issues that are resolved or at least stewarded through community channels, and tracking their resolution rate (as compared to those that are handled through more traditional channels like phone and email)?
The list is nearly endless. Look at your current marketing, communications, sales, and customer service metrics. Think to yourself “How does my building stronger relationships and trust with our customers and prospects positively impact these measurements?” The hard work is in doing the benchmarking and tracking. But measurable, it is.
What Say You?
Speak up, oh community mavens! Tell me what folks just don’t get about what you do. And for those of you that might be wondering if there’s value in these types of roles, I invite you to challenge us here. Tell us what you want demonstrated and articulated in order to show that community is valuable to business.
Comments, aweigh.
I’ve never been much of a Facebook evangelist. I know you’re out there, and I respect that, but I’ve just never seen the WHAM that makes me understand the business value of what Facebook really represents for a company.
I got a clearer picture today with the fan page for Trust Agents. (If that link doesn’t work because Facebook is dumb, go to your FB page, search for Trust Agents, and there you go.)
I tweeted that I thought this page was really well done, and many of you asked why. So, here you go.
(Oh, and as a perhaps-unnecessary-but-what-the-hell disclaimer, both Chris and Julien are what I’d consider to be good friends, and I hope they feel the same. So in case I need to disclose that I like and admire what they do to make you feel comfortable with my opinions, here you go. I’m biased. Hell, it’s my blog. Everything here is biased.)
What’s Awesome
- This page has absolutely nothing to do with buying the book. They didn’t build this as their sales channel. It’s about the principles behind the book. That gives it longevity long after the book sales have cooled off.
- Both Chris and Julien immediately and actively starting conversing with the fans on the page. Not just posting their blog posts or more ways to buy the book. It’s a dialogue, and it’s access to the authors themselves. They genuinely want to be there, talking with people.
- They’ve elevated the idea of Trust Agents into a broad discussion and spurred it on by asking questions or throwing out nuggets for others to respond to. They don’t feel compelled to be the center of the network, but rather be the catalysts.
- They’re making great use of the Discussion section to start with, and their commentary moves the discussion forward and shines the spotlight on others.
- Both Chris and Julien are posting frequently, which keeps folks interested in coming back to see what’s new. Facebook seems to work best when it’s active and lively.
What I Want To See More Of
- The “Discussion” section. I can’t wait to see more of the posts that Julien and Chris share from other people that embody the messages they’re trying to convey.
- Photos. Videos. More visual stuff.
- I want stories about real-life Trust Agents. Hell, I don’t even know what that MEANS yet since I haven’t read the book (though I think I have a good inkling). But I want notes and anecdotes of people who are embodying this idea. Why? It inspires others to see Trust Agent in different lights.
- Stuff I can take with me and share with others. Not stupid website badges, but something with substance that would help me evangelize what they’re doing outside of the page.
My Conclusion?
This whole little endeavor taught me something. Something I think will change how I look at Facebook from now on.
Part of what Chris and Julien got right - whether by happenstance or design (and I’m guessing the latter) - is that this page never, ever showed up FIRST. It wasn’t a billboard or an advertisement that was meant to initially convey an idea (or a product).
Instead, Chris and Julien did exactly what I’m imagining their book discusses. They’ve spent months (nay, years) building reputations and credibility for their work. They’ve talked generously with the community throughout the writing process, never acting as though they were hotshots with all the answers, but more like a couple of explorers on a journey. The book is an exciting evolution because we already believe in what these guys say. Because they show it, through their work, even when that work comes without pomp and circumstance.
So I’m beginning to think that Facebook is not a starting point for a brand, but a destination. A place at which to arrive after you’ve established a modicum of trust and credibility with your community elsewhere. Almost as a way to say “Hey, we know you’re out there. We’ve seen and heard you, and you’ve told us you want to talk about something bigger. Want to come hang out for a while and chat?”
I see lots of businesses starting with Facebook because it’s easy and cheap. But I’m starting to think that it’s putting the cart before the horse. It’s starting to feel to me like you need to become the Trust Agent first, before you can effectively set up an outpost like Facebook - a hangout, of sorts - that people want to frequent and come back to after the first time they sign up.
So that’s my .02 on what’s starting out to me as a great use of a Fan Page. And I’m excited to buy the book when it comes out. Have you got thoughts to share? Does their page work for you?
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You’ve heard the variations on the phrase “Drinking the Kool-Aid”. People boasting that they didn’t, people criticising others for doing so. Ragging on someone, even, for drinking their own Kool-Aid.
I want to take a moment to draw a very important distinction between blind, sheep-like following or zealotism and true enthusiasm. I think we’re killing the latter in favor of quashing the former.
Emotion matters, dammit.
Passion and emotion are critically important, even in the cold, clinical world of business. Passion is what drives people to focus attention on what they love. Enthusiasm is what keeps people coming back to an interest or a cause, even in the face of challenges. I think we can probably all agree on the role of these elements in doing something well.
But we’re establishing a bit of a bad habit in lumping in those that are passionate about something into a pile of “Kool-Aid Drinkers”. Most especially, once someone becomes known for their field of expertise, applies their knowledge with passion, and develops a following of enthusiasts, we’re awfully quick to label their fans as those who’ve sipped the intoxicating beverage, and implying by default that their enthusiasm is based on something lacking substance. As if the person or thing they’re excited about loses their value the minute more than a handful of people discover what they’re doing.
It’s the indie band analogy I’ve heard a few times: you love your obscure little band until they hit the mainstream. Even though the music is the same, being popular suddenly makes them uninteresting. Huh?
The Blind Following the Blind?
Okay, I completely understand the Lemming Principle. There will always be a contingent of folks that blindly latch on to something, either because they lack the originality to come up with something of their own, or because they want to belong to something bigger, or simply because they understand something on the surface and it sounds like an okay idea.
Perhaps they’re impressionable. Perhaps they’re lost. And yes, sometimes they’re misguided, easily turning from a follower into a zealot preaching off of someone else’s notes (and notes that are either lousy to start with, or that they may not understand).
But what the heck says that just because I like something or someone that’s popular, I’ve somehow sold out? That I’m basing my enthusiasm on “being cool” or chasing something mainstream when, in fact, I may really and honestly like and be passionate about what they represent?
I’m Cool with Kool-Aid
I like and am enthusiastic about a lot of popular things. I’m a fan and an advocate of Apple products, regardless of their clever advertising. I think Chris Brogan does incredible work - and he did that kind of work long before anyone knew who the hell he was. I think David Armano is gifted, and Seth Godin has an amazing ability to articulate true marketing better than anyone I’ve ever read otherwise.
I listen to and love big ticket bands like Rush, Radiohead, Nine Inch Nails, and even Kelly Clarkson (though you can keep your Coldplay). I drive a Honda, and I love it. I read New York Times bestsellers. I shop at Target. (And to bring this full circle, I still utterly and completely believe in the power and impact of social media and yes, Twitter. I don’t give a rip if Oprah showed up and CNN won’t shut up about it.)
And the key? I think all of these people, companies and concepst have retained their value even once they hit the mainstream. I’m proud to be a fan of their work.
Sometimes, products or people become well known because they’re of high quality. They’re good. They’re helpful. They’re compelling or interesting or fun to be around. And whatever the tipping point for moving from unknown to well known, I don’t think that progression negates the quality that’s there in the first place. In other words, just because something’s popular, it doesn’t mean it’s automatically without value.
Is the sticking point that we think with popularity comes less of a focus on quality? Is it that we believe that true quality doesn’t scale? Does someone or some other business’ mainstream success make us envious, so we rail against it because we can’t duplicate it? Do we think we’re less unique individually - less likely to stand out ourselves - if we join a mass following?
You can call me a Kool-Aid drinker if you want, I don’t mind. I’m still passionate and enthusiastic about things that lots of other people like, too. Because to me, value begets popularity and attention. Not the other way around.
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