ben hur, social media, organization, culture, Toby Elwin, blog, engagement

Company social media strategy reflects organization culture — engagement

A company that does not engage their market lends little confidence they engage their employees. A persona-driven strategy identifies characteristics through insight, data, and feedback to develop pertinent images of an ideal customer’s goals, needs, and objectives.

Social media reveals organization culture through more transparent ways than any HR engagement program.

What people want, may not be what you want to say. That gap is more realistically a chasm.

community persona, change management, Toby Elwin, blog

Community persona for change management

With the on-going game focused on more of less, our organizations are expected to not only run lean(er), but to lean further into the winds of constant change and constant constraints.

Change is no longer an event to manage and move on, organizations must realize change is the only constant. This operating climate highlights change management as a competitive advantage to those that figure it out, pivot, and to maintain an engaged workforce.

The stakeholders and the voice they have remains a stronger voice for change than any amount of company flyers, magnets, and town halls. Adopt a community persona strategy to improve organization, change management capability.

company social media, strategy reflects organization, culture, sales, Toby Elwin, blog

Company social media strategy reflects organization culture — sales

Social media is a wasted investment if the wrong numbers are valued over the right ratios. Social media is not a sales promo blitzkrieg, social media is an engagement strategy.

Culture is the way things are done. Getting something done in a culture is understanding what the culture values and how to navigate.

A relationship built on a transaction is a relationship built on perceived value; sales or otherwise. A relationship built for a sale is a relationship that starts with the end game and that end game is more transparent to the mark than you realize.

Social media strategy provides proof of involvement and the real tolerance an organization has to listen to a diverse community of voices and harness the contrarians.

facebook, employee engagement, wrong, Toby Elwin, blog

What’s wrong with employee engagement? Ask Facebook

Praise in public, scold in private. Many are coached on this. But what happens when a single manager’s lack of self-awareness meets the level of the Facebook video a father posted to his daughter? See video below?

What, you ask, can the paternal bond of a father and a daughter offer management? The situation, I witness far too often, is a manager’s tough love, just as a father hides behind, will snap an employee or co-worker back into line. The father in this video uses tough love and tough love seems a viable option in a far too many manager tool kits, as well.

Batman, Shakespeare, engagement perspective, Toby Elwin, blog

Engagement needs both context and perspective

“A rose by any other name would smell as sweet … “, iambic pentameter aside, I appreciate Mr. Shakespeare’s point.

However, when I look at a word that is recently trending in a lot of companies and organizations, a word such as … oh, engagement, it seems to stink of some fetid cesspool, not quite the rose implied.

The value of context relies on engagement. Context without perspective is an allusion. Without context what is said rarely meets what is delivered.

Fistful of beans 08/24/2011

3 of things I’ve seen, read, or thought might seed results: 1.   Bored People Quit — Rands in Response blog People who quit say:  “I don’t believe in this company.”  Bored people quit. The author of this post is neither an HR professional nor an organization development/behavior professional, this author simply manages people.  I say simply because a people manager’s primary job is people.  Managers manage people like it their job, not their nuisance.  This rather raw article is written by a manager who realizes bored people are the manager’s fault; his fault. I think of boredom as a clock. Every second that someone on my team is bored, a second passes on this clock. After some aggregated amount of seconds that varies for every person, they look at the time, throw up their arms, and quit. Take a read …

gandalf, social media, organization, strategy, marketing, Toby Elwin, blog

Company social media strategy reflects organization culture — marketing

Insight into corporate, social media strategy lends insight into governance. Insight into social media management lends insight into employee management.

A company marketing strategy and the people who lead, develop, and execute that marketing strategy, are a proxy for organization culture.

If web 1.0 brought about the concept content is king, the maturity to a web 2.0 and social media environment are achieved through the concept community is king. You can you develop a community unless you are a transparent part of a community.

Fistful of beans 01/26/2011

5 things I’ve seen, read, or thought might seed results: 1. Capabilities-Driven Mergers & Acquisitions — Booz & Company (now Strategy&) A video conversation on the role that capabilities can have to drive successful, strategic mergers.  This 18-minute, question and answer, interview-style video is broken down in 5 chapters:  The New Meaning of Scale; The Path to Coherence; Capabilities Roadmapping; Integrating Capabilities; and Advantaged Capabilities 2. Creating an Engagement Culture — Chief Learning Officer Magazine Engagement is a choice only employees can make and the difference between an engaged employee to a disengaged employee impacts your organization’s ability to reliably and effectively deliver goods and services. More often than not employees do what is expected of them, unfortunately, in absence of clear and consistent communication, standards for those behavioral expectations are little more than hope. 3. Making Cost Reductions Stick — Chief Learning Officer Magazine On the …

Pete Townshend, circular logic, change management, Toby Elwin, blog

The key to change is circular reasoning

Organization change is the key to innovation. So, no change, no innovation. Or is it no innovation, no change? Well, change relies on risk and risk relies on confidence.  But this goes nowhere and does not lead us in a circle.  So, really, the key to change is circular reasoning. Let’s try to break into this circular reasoning. I will start this endeavor towards change with a list that starts on 2: 2. Can’t have community without transparency 3. Can’t have transparency without diversity 4. Can’t have diversity without trust 5. Can’t have trust without safety 6. Can’t have safety without speaking your mind 7. Can’t speak your mind without a forum for dangerous dialogue 8. Can’t have dangerous dialogue without innovation 9.  Can’t have innovation without employee hygiene 10. Can’t have employee hygiene without confidence 11. Can’t have confidence …

Conversation Prism

A key to why so many companies blow it in social media

Last week I posted Marketing interruption still trumps engagement, really? I quoted global brand strategist Jonathan Salem Baskin’s Advertising Age blog where he presents his case that brands have always had it correct: Brands always had conversations with consumers, whether via broadcast TV or chiseled on clay tablets. The rules have also been consistent over time: Tell the truth and tell it with relevance, immediacy and meaning. That’s why ads that interrupted with sales messages worked so effectively for so long; making the content worth consumers’ time meant that brands could risk asking for the sale. It’s not a new idea, and today’s consumers aren’t a new breed of human being. Yet we’ve assumed that the old rules no longer apply. Delivering engagement and its metrics of time spent and forwards clicked trumps the historic measures of interruption, all of …

marketing interruption, trump, engagement, Toby Elwin, blog

Marketing interruption still trumps engagement, really?

Great post on Advertising Age website titled:  Why Interruption Still Trumps Engagement. The key to the blog is the closing and I think it is worth your read because it gives yet another view of social media’s critics. The author, Mr. Jonathan Salem Baskin, states the social-media revolution based on three assumptions: Ads aren’t credible so they can’t play a meaningful role in our conversations with consumers; Consumers don’t want to be bothered or intruded; and Entertainment is an alternative to selling The premise he revisits is that social media delivers what consumers truly want:  to engage with customers, instead of getting interrupted by advertisers and brands. Mr. Baskin believes social media does not address consumer needs.  Namely, what consumers need to know, but may not have asked for, such as: Relevance Immediacy Meaning – in their terms Mr. Baskin goes on …