Who Will Bell the Social Media Cat?

I am sharing a case related to the blurring of lines between internal and external communications functions.  With social media straddling both worlds it is inevitable that communicators will often be called upon to address issues beyond their spheres of influence.

The Case

A disgruntled employee anonymously creates a page on a social networking site and invites friends to post derogatory comments on the company’s culture, policies, work ethics and other staff. He uses the company name in his content. It slowly gets eyeballs and can snowball into a public relations nightmare.  This scenario can play out in any organization regardless of size, industry or geography.

Here is a conversation within Trigger Ltd as they come to terms with the crisis and how they must handle it.

Vikram leads Marketing and Communications for the organization which has a mix of 15000 blue and white collar workers working in the telecom sector and runs operations in 6 cities in India and 10 abroad. He is asked by his CEO, Raj to meet with him and discuss the issue with stakeholders including HR and the communications team.

Vikram: “This is really serious. We need to get to the bottom of this.”

Asha: (works in Vikram’s team as a social media manager) “I am yet to find out who started the page. I need some time to get this information. The person has blocked ‘likes’ and I can’t figure out the location.”

Vikram: (visibly upset) “This is not acceptable. How dare he defame the company? I will report this to the city’s police cyber -crime department and lodge a case. I want the person sued.”

Manu: (the PR Head): “Vikram, look we can’t take such actions. It will blow up in our face. This is a ticking PR time bomb. I suggest we avoid involving outside parties at this stage. I am already hearing that the press wants to know more about this case.”

Vikram: “I know it but how else can we stop this person from doing damage?”

Alex: (the HR Head) “If we can figure out the person, I can send out a warning that such actions will lead to dismissal from the organization. Employees are already talking about this page and we can delay things any longer”.

Raj: (The CEO shakes his head and retorts) “This is an issue with our culture. I need to fix it. If this person can do it and get so many ‘likes’ it is reflective of how our employees think.  What can I do to intervene?”

Alex: “Raj, I suggest you stay out of this till we get a proper grip of the issue. Let Manu or Vikram step up and do some communications around it. It is about communications and social media is one of the mediums we use and choose to use to communicate with our prospects, clients and stakeholders.”

Manu: “Hey, I am not sure this is the role of the PR team to intervene as yet. While I can be prepared for a fallout this isn’t my area. I think Asha needs to own this case since it relates to social media.”

Vikram: “I am not completely sure. I am not sure Marketing and Communications can do much at this point until we get more clarity from Asha. Since it is related to an employee it must be HR’s responsibility to tackle it.”

Raj: “Are you saying we just sit back and wait till things go out of hand? This is going to be a disaster for our business and clients may soon ask us questions. If none of you can take ownership I will shoot out an e-mail to the company about the dos and don’ts of social media.”

Asha: (sounding unsure). “Maybe, I can post something anonymously on the page or send feelers and check how the person responds.”

Vikram: “Wait Ronald and Asha – we can’t be reactive. Give me some time. Let me get my thoughts together on this and come back to the group in a day on how to handle the situation.”

Vikram thanks everyone for attending the emergency meeting and heads back to his desk.

The questions I ask are:

-           Whose ownership is it to intervene and take the lead?

-           Is it the internal communications team, the broader marketing communications or corporate communications group (as the case maybe in some organizations), the HR team, the leadership team, legal or someone else?

-          What can the group do to get ahead of the situation?

-          Who must finally communicate and how?

How can you help Vikram arrive at the best way to solve this crisis?

Interested to hear your views. Do share them on my blog.

 

 

The Future of IC in India – My Interview in the Journal of Internal Communication, U.K.

I am writing to share an extract of my interview in the Journal of Internal Communication, U.K.

The Journal, a publication from the Gatehouse Group shares best practices, tactics and insights from leaders and experts globally.

I am delighted to be featured in their latest edition.

Do read and share your views.

 

Viral Videos and Campaigns – My Review on Social Samosa

My review of a popular viral video is up at Social Samosa, a storehouse of social media campaigns and case studies.

In the commentary I share perspectives on what make viral videos click.

Read and let me know what you think.

Gauge Your Organization’s Internal Social Media Readiness Quotient

As Binu and Seema try to understand if their organization is ready for internal social media integration it helps to read the signs that can enable stakeholders to make the right decision.

Very often organizations implement social media without fully gauging the value it adds and impact it can deliver. It can also be possible that the culture isn’t ready for this new form of communication.

How does an organization know if it is truly ready for internal social media?

Here are some pointers that can support decision makers within the organization to take stock. Check your organization’s readiness quotient by taking the following poll.

Each statement carries a point. Total your score and review your current position.

A)           Purpose: Your organization is clear on how you plan to use social media internally

•              You have sought your staff’s views and have a roadmap for tapping knowledge.

•              You know which challenges you are tackling.

•              You have a vision for the future.

B)            Leadership Commitment: Your leadership team fully understands the need for internal social media

•              Your leaders are abreast with the trends in social media

•              Your leaders actively participate in social media

•              They understand how their direct engagement with internal social media drive participation

C)            Team: Your organization is invested in internal social media with a dedicated team

•              The team is specialized in technical, content and marketing of the medium

•              The team has a strategy to communicate and involve staff

•              The team has a plan to learn from internal social media

D)           Systems: The organization has a robust internal platform to manage internal social media

•              A dedicated team refreshes the system

•              The team collaborates effectively with the social media team

•              The team can keep the system operating with zero downtime

E)         Policy: Your organization has a documented social media policy

•              Your staff understands your policy

•              The policy integrates internal and external social media

•              Your organization has effective methods to educate employees on the policy

F) Culture: Your organization’s culture allows for collaboration and networking

•              Your organization has an open culture where views are often sought from staff and mistakes acknowledged

•              The culture allows for direct and even harsh feedback to be given

•              Your organization’s culture accepts free speech and expression

 G) Responsiveness: Your organization responds swiftly to situations and feedback

•              In a crisis your organization is fortnight about the issue and provides information when sought

•              Your organization is willing to accept feedback and take proactive measures

•              Your organization responds in a timely manner to questions or clarifications your employees have

Evaluate Your Internal Social Media Readiness Quotient Score:

If you have scores between 15-21, you are in the mature bracket of organizations who will do justice with internal social media.

If your scores are between 10-15, you need to invest time to build your culture and credibility among staff before you launch internal social media

If you scored less than 10, your organization isn’t yet ready for internal social media. You need to first get the basics right.

How did your organization score?

Is Our Organization Ready for Internal Social Media?

This question plagues many internal communicators today. While social media is growing leaps and bounds there are many reasons for organizations to be skeptical of its usage internally. Many fear loss of control, inability to manage employee voice and can’t comprehend how to tackle internal social media crises when the hit.

Here is a case of Poll Limited, a market research agency with over 5000 employees in 5 countries that aims to introduce internal social media. Binu, the social media chief is reluctant to get employees started while Seema, the employee communications lead believes there is merit.  Read on to understand the issues and concerns and share your views.

Binu: “Hey Seema, look I know there are tons of research reports which point to the benefits of introducing social media internally. However, from the kind of content our employees tend to post on social media vehicles such as Facebook and Twitter I am loathe to have them engage within our network.”

Seema: “Tell me more Binu about the issues you foresee.”

Binu: “To begin, our employees have limited understanding of how to use such channels. Then, we have the concern of security and information leaks. We are a market research firm with global clients. The last thing we need is a public relations disaster caused by an overzealous and enthusiastic employee.”

Seema: “You mean to say our employees aren’t mature enough to do what is right for our organization?”

Binu: “Yes, I don’t think we are ready yet. Here is a simple example. Rajesh who is our analyst in the media wing recently tweeted about a confidential project and received numerous queries from people who follow him. When we intervened he had to withdraw his tweet in a hurry. We have had employees also post objectionable stuff online.”

Seema: “Don’t you think training will help?”

Binu: “Yes, to some extent but we can’t be policing employees as well. It is social media we are dealing with.”

Seema: “What other issues prevent us from going forward with internal social media?”

Binu: “I don’t see leaders showing interest. They are hardly present online and do not own the agenda. Also, decision making is limited at the top. With social media, speed is the essence. There is no one person in charge. Lastly, marketing is busy with external media and don’t see internal social media as a priority.”

Seema: “Hmm. That is a tricky situation. Let me think a bit more and come back.”

 

How can Seema know if her organization is ready? What are the signs? How can she convince Binu to change his impression?

Keen to hear your views.

Think It Through To Sell Your Campaign

Being relevant and credible takes effort and time.

Meena is feeling the heat since she isn’t prepared. As one leader who viewed this post commented on Linkedin  - ‘has she involved the client in planning?’. A great point indeed.

So here is what Meena can probably do better sell her campaign and setting up her meeting with the client.

Understand the pain points:  Remember you are a partner for your client and not ‘doing’ what is expected. You have an equal stake in the game. Learn more about the audiences and know what troubles they encounter as they go about their lives. Do they see merit in a performance management system in the first place? If not, probably Meena needs to explain to Harish why the issue isn’t going to go away with a new system.

Begin with the end in mind: So, you have a new system in place but is it only about getting employees to sign up? Do you want staff to embrace a new way of working? Have we received their perspectives on systemic changes they would love to see? You can conduct focus groups to gauge the current ‘mood’.

Time it right: Is it the right time to launch a system in your organization? Is the culture ready for such change? Probably not. There may be other burning issues that are on top of your employees’ minds.  Can you hold on to the launch till you have ironed out the other concerns they have?

Be convinced about your work: Before you share your work, be sure you have tried many options and you are presenting the best ones based on your personal conviction. A client can sense your discomfort if the campaign isn’t up to your expectations.

Go prepared: Have you addressed all the potential questions that your client may have? If you are thinking for your client the chances are that you will. Go over the pros and cons of every solution you are offering. Think of how you will begin your meeting. If you already know your client and have a strong working relationship it may be easier to pitch your concepts and thinking. If it is a new client use some part of your meeting to establish a foundation for partnership.

Understand what you are solving:  You can’t solve all your client’s needs. However, you can try to aim for the most pressing concerns. So, be sure of which elements you plan to solve. If it is also a top priority of your client for the meeting your work gets simpler.

Think of your ‘headline’: What is the one line that will summarize your campaign message or effort? Gain insights from surveys or by informally connecting with employees. If for example, your employees mention that the current system ‘makes them unproductive’ or ‘isn’t transparent’ you know how you can pitch your messages. Share the headline with your client and gauge the reaction.

Be in charge: Demonstrate that you know what you are saying or doing. Have a plan for the campaign rollout and also share plan B or C in case you foresee changes in the future.  Have you considered the risks involved and know how to mitigate them? Have information about your audiences and their preferences as well as channel usage data points handy in case you need to refer to them in your conversation.

Have reasons for the client to look good: Your client may have peers and others to share the campaign material. Share how the client will look good and improve his standing based on this campaign and results.

Share a reporting plan: Having a campaign launch is great but your client will go back with some sense of confidence if you can share how you plan to engage going forward. Put forth your reporting plan and process for keeping the client posted.

Your client looks at many other factors: Apart from having a plan and a process your client is also looking for creative and innovative solutions. Indicate how and why you have offered the solutions you provided and that you are clear about the messages that audiences will received. Share how you have considered the differing viewpoints of stakeholders.

Finally, never hesitate to say ‘no’ if you believe the messages or timing or channels or expectations will hurt the success outcomes of your campaign.

Have other thoughts? Do air them here.

Why Doesn’t Our Internal Stakeholder Buy Our Campaign?

Very often internal communicators come up with great ideas and solutions that solve stakeholders’ problems. However, these solutions sometimes don’t get buy-in from stakeholders for reasons that seem beyond the communicator’s comprehension. Or at least it feels that way.

Here is a case of Meena, an internal communicator who has been invited to recommend ways to increase participation in a new performance management system that her company OilBiz, a petroleum products manufacturer with over 5000 employees in 5 countries is releasing shortly.

Meena discusses the need and her perspectives with Harish, the HR Head who is tasked with getting the system up and running in a month or two.

Meena: “Harish, how have you been? I know you have briefed me already about the rollout.  However, I needed more insights. Tell me more about the need for this new system.”

Harish: “Meena, I am getting paranoid about the launch. We recently bought this new system and have finally integrated it into our existing network. However, my worry is that our employees will be unwilling to change to this new way of working. I am hoping that you can help sell this new system to our staff.”

Meena: “Why do you think there will be resistance?”

Harish: “You know how things work around here. We have a different culture. Employees expect stuff like this to be done by someone else. All this while we had manual systems.  Even when we had an automated world, we found it tough to get employees to comply with the system’s expectations. “

Meena: “Are you saying it isn’t mandatory for employees to use the system? How will they get measured if the information isn’t fed into the process?”

Harish: “Exactly. While I would love to have them all comply with the system we had issues with even leaders viewing this as a waste of time. Why don’t you tell me more about the campaign you had in mind?”

Meena: “Well, it goes like this. We will place large posters of the system’s user interface and employees will see how great it looks from the earlier process we had. The campaign will be called ‘Network 2.0’. We will drop leaflets on everyone’s desk. I plan to  have demo stations, put articles out on our intranet and have leaders like you address employees in roadshows.”

Harish: “Hmm. You mean you expect employees to participate based on these specific interventions and channels?”

Meena: “Kind of. We have to tell them it is important for their growth. That they need to be doing it for their own good.”

Harish: “What if it doesn’t work? How will employees in our China and London offices perceive these changes?”

Meena: “I am confident it will. But then, we need to think of the global pieces as well. At this point, let us go with India offices.”

Harish: “But, this system goes live globally and everyone will see it at the same time! How do we address our different generations in our workforce?”

Meena: “I haven’t thought of that. Maybe we can do it in phases? Or do some social media around it to draw attention from the younger folks?”

Harish: “Meena, this isn’t working. I am not sure we are ready to go live. ”

Meena knows that her credibility is at stake with Harish if she doesn’t go back to the drawing board.

What can Meena do better to sell her campaign? What must she have done more before setting up this meeting to discuss the rollout?

Interested in your views.