Making The Case For Social Business

7,124 views

Published on

How do you sell in the idea of social business to your teams and executives? It's all about understanding social's implications and illustrating a sustainable approach (and it's not about convincing anyone to get on Twitter). Learn to tie your social business initiatives to business goals, and the key elements of the approach you'll need to show that social business isn't just something you "do", it's something you become.

Published in: Business
1 Comment
18 Likes
Statistics
Notes
  • hi i am williams from ghana how are u doing? i like u i am into gold business we have some for sell we are looking for buyer who we will sell to, my e mail id is[williamsoforismith@yahoo.com] thank u hope to hear from u again.williams [+233 200 143320]
       Reply 
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Views
Total views
7,124
On SlideShare
0
From Embeds
0
Number of Embeds
4,458
Actions
Shares
0
Downloads
115
Comments
1
Likes
18
Embeds 0
No embeds

No notes for slide
  • Social has fundamentally changed business forever. But it’s not because of Twitter, or Facebook, or blogging. Instead, the capabilities inherent in those platforms - sharing, real-time communication, input and feedback, rapid flow of information - are really the catalyst for the shift. So while the tools will always change, the most important part to pay attention to is the *implications* of social media, and what changes it’s driving for business as a whole.
  • Because the truth is that as businesses, we’ve run headlong into social media, and most of us weren’t remotely prepared for how it was going to impact our organization overall. Participating and engaging in social media has implications for a business, important ones that have an impact on more than just marketing or public relations or even community management. Our campaigns impact the expectations people have for our products and services. Increased expectations and an increased presence online means higher demand for outstanding customer service and speed of response that stretches across all media, no matter where it happens to be. Organizational infrastructure has to get more nimble in order to adapt - from HR to legal processes, even finance or IT. Our leadership needs to see the future of their organization through a new lens, one that puts networks of people at the center and allows them to self-organize, to solve problems, to interact with customers and partners, to communicate openly and use information to their advantage to make better business decisions. That’s a hell of a lot bigger than whether or not you’re on Twitter.
  • With all of those implications comes ever-increasing pressure to be better. To be faster. To be smarter and more aware and more engaged and more collaborative and more responsive. We demand more of companies, from their investment in their communities to their responsiveness online. We demand more of organizations as employers and partners, seeking out more collaborative relationships in which we can contribute and invest and be part of something bigger than our jobs or our role as vendors. As a result, businesses need strong leadership, really strong stewards of social initiatives, and building the business case for social initiatives requires understanding these implications thoroughly not just for marketing or communications, but holistically for the company. As professional building that case, we have to encourage our company or organization adapt to those demands and become not just a social media participant, but transform themselves into a truly social business. That means that each one of us needs to aspire to understand much more than how to use the tools. Much more than how to write great content. We need to understand how this shift is impacting our companies and the momentum of industry as a whole, and be someone that our organizations can rely on to carry us forward.
  • So what is social business exactly? A social business values a certain set of characteristics. Things like agility and the ability to make decisions in real-time, at the margins of an organization. Social businesses value collaboration and innovation, but also understand that those things can’t just be values on a boardroom wall but something that is embedded in the organization at all levels. They embrace technology, but as an *enabler* of human potential, not the driver for behavior (so they use it sparingly, intelligently, and as the answer to a human problem without creating unnecessary complexity). Social businesses also understand that, when done well, social should touch the entire organization, inside and out. The result is NOT an organization that “does” social media activities. The result is an adaptive organization, one that is continuously well positioned to adjust, adapt, and transform their company to respond to the needs and demands of an evolving marketplace. One core tenet of social business is “shared value” - from customers to partners to employees and throughout the entire ecosystem of business relationships. For more on how SideraWorks defines social business, check out this free eBook on What Is Social Business: http://www.sideraworks.com/our-approach/what-is-social-business/ And it’s not just a theory anymore, either. A couple of years ago, I would have stood up here giving you lots of great ideas about what social business was capable of, but I wouldn’t have been able to give you much that’s tangible to back it up. That’s all changed. Following are some compelling statistics on the real, tangible benefits that companies are seeing as a result of not just “doing” social media programs, but making a concerted effort to transform and adapt their organizations.
  • So if all this is true, why the resistance? There’s no question that companies are still struggling to adopt social business practices. The truth is that we all fear blame. We fear being the one to make the poor decision that puts our company at risk, that chooses a path that fails. That’s even true for leadership. Just look at these reasons executives give for why they aren’t further along with social business. And you’re going to be surprised. It’s got nothing to do with the ROI of Twitter.
  • These are some of the reasons that hundreds of CEOs gave in the past year or two on surveys and in research studies about why they haven’t yet adopted social programs deep into their organizations. Funny enough, what you don’t see in here are things like “understanding the ROI of Twitter”. They’re organizational, like finding the right kind of talent to lead comprehensive social programs, or not having the right organizational structure to take advantage of the benefits of social business. It’s *much * larger than just convincing the boss that you should be on Pinterest or that they need to write a post for the blog. They care about the impact and the implications across the entire organization, and they care about making sure that these initiatives are coordinate and aligned, and tied to the larger business vision. The single biggest mistake today’s social professionals make when they try to get buy-in? Thinking of social media in isolation, instead of as a supporting, horizontal foundation that the entire business can build upon.
  • So what does that mean for professionals like us? How then do we illustrate a case for social business that’s rooted in sound strategy, that speaks to all of those concerns, and that furthers our goal of bringing social into the core of our companies? How do we take the pain out of these decisions for management? How do we demonstrate that we’re capable of creating a vision for social media AND social business, and that we’re the right people to be involved?
  • One of the biggest mistakes social professionals make when they’re building a business case for social is that they dive right in and start talking about why Twitter is awesome or why Facebook fans will click ads or why blogging means people will fill out their contact form. But selling in a long-term, sustainable strategy has to be much more forward-looking than that. Sell the destination, not the ships it’ll take to get you there. That requires illustrating a sound vision for social business. Why does it matter? Why should we care about being an adaptive organization in the long run, long after Twitter has become something else and the next big thing has come along? Why should we care about our culture and our mindset being one of a “social” business versus the alternative, and why is that a good business move for us?
  • We social professionals also need to be great inquisitors, great philosophers. We need to be those who are insatiably curious, who always quest for the “why” and the rationale behind decisions and actions. Who are willing to question the status quo, and let go of programs or initiatives that aren’t working in favor of exploring new territory. That means doing the work to evaluate them, to understand what’s working and what isn’t, and to present alternatives that can move your business in a better direction. Social becomes a driver of that, one mechanism, not the end all be all. And we should be curious for the sake not just of finding an answer, but because we truly want to *understand*. Because it makes us smarter. Because it makes people excited and interested in what we’re doing when we can share our passion, our willingness to dig beneath the surface. And because it allows us to look at old, well-worn problems and tackle them in new ways. Social becomes more about an evolution of what we do as a whole, not just a program that people need to add to their already overburdened and demanding strategic planning and activity.
  • When you’re illustrating a case for social business, resist the urge to simply gather up a bunch of “case studies” of what other people have done and use that as your ammunition. Best practices and maturity models are flawed. If you do x,y, and z then you’re at ‘stage 1’, do this and you’re at ‘stage 2’. Case studies? They’re largely marketing vehicles created by organizations to showcase their eventual successes while deftly skipping over the messier parts, the details of execution, the six failures before the final triumph. Stop relying on them to be a proxy for your own vision. They can be good sources of inspiration, but they’re based on averages, smoothed out basics that don’t consider the unique nuances of your own business. They can be great for initiating questions within your organization about how *you* would do it as compared to someone else. But don’t make the mistake of thinking they can be used as a roadmap. They didn’t have your resources, your people, your capabilities or lack thereof. Take the time to have and build a plan specific to your organization - even if it means backing up and slowing down. It’s the only way to scale and be effective with social in the long run establish new ones that complement and build on your existing efforts (rather than becoming a disparate set of efforts that becomes difficult to connect to anything else). Need help with that? We’ve got several MasterClasses to help you walk through the process. http://www.sideraworks.com/sideraworks-masterclasses/masterclass-descriptions/
  • If we are going to succeed in making social an imperative for every business at the very highest levels, we have to stop talking in social media jargon, focusing on tactics and tools, and chasing after the latest shiny thing. Most CEO’s lived through the first wave of the internet. They went through the transition of “Why do we need a website? Because everyone is doing it!”. Then it was a branding exercise, brochureware. Many of them felt the realities of when that moved into actual commerce. Marketing led the charge but then the effects rippled throughout the company. Customer Service was impacted, warehouse management systems had to be integrated, new taxation issues had to be dealt with so legal & finance found themselves in the same room with web developers, and so on. The social evolution is no different. Most of you have started at the edges, like marketing & customer service, but the impact points of these efforts are spreading throughout your organizations. A solitary truth about social: the tools and technologies will ALWAYS change. What’s fundamental is the *intent* of social, which is to close the gap between businesses and their customers, employees, partners, and community. To create an organization that attracts and encourages people to be part of it. That means speaking on the level of *business* goals, not social media goals. As you saw before, executives care about top-line objectives that are supported and driven by the entire company. How can you increase revenue, sales, value? How can you decrease costs or risks? Can you deepen the relationships with your entire ecosystem to make them want to work with you longer? Can you engender deeper loyalty among employees and recruit and retain the very best talent? How can you keep ahead of your industry and the competition? How can you better return value to your partners, your vendors, and the people that make your business run? How can you design your organization to be more agile, more effective, more responsive to change and the pulse of the market? THOSE are the things we need to be talking about when we’re building support for our programs. not the number of Facebook fans we have. (Back to that in a minute).
  • As the representatives of a new generation of business professionals, it’s incredibly tempting to want to be the experts all the time. The go-to people that know it all. How many times have you heard about departments arguing over who should own social media? The real answer: We all do. The entire organization. The companies that are finding success with social programs aren’t permanently parking social in marketing and leaving it there. They’re using the individuals or the departments with interest, knowledge, and initiative to be the catalysts for bringing groups to the table that, long term, can own social media collectively. That means creating things like social media councils, or centers of excellence (we call it a Center of Gravity), or even steering committees where all areas of the organization are represented. They guide social media from the center, collaborating on overall vision and direction, acting as a center for *enabling* social media in each department’s strategy. It’s a model that works in companies large and small, and encourages shared knowledge and expertise while ensuring that each area of the business can use and leverage social in the way that makes sense for their objectives. Making a sound case for social initiatives means articulating that you know individual knowledge doesn’t scale, and that infrastructure is critical for the long term stability and scalability of any strategic direction.
  • It wouldn’t really be right to insist that “you need a plan of attack” without providing you a starting point of how to do that. We do this through the implementation of social business frameworks. Frameworks are a combination of form and function. Strong frameworks take into account an “ideal” state for the future, but if done well are built on the rigor of real-world imperfections. It’s that combination of theory that is then progressively adjusted over time as it is tested in real world applications that makes for successful frameworks. As anyone who has done this can tell you, there is the ‘right way’, and then there is the ‘way that works’. It’s definitely a delicate balance. Keep in mind, however, that frameworks are different than templates. The point is to build a structure that can bend, shift, and adapt to accommodate what you learn as you implement programs that will make you into a more social organization.
  • The core purpose for frameworks is to create alignment across an organization. THIS is how you get social to touch all parts of the company, get people moving in the same direction strategically, but still allow for implementation and execution flexibility that accommodates the different business needs of varying departments or business units. And there’s nothing worse than social that’s disjointed, disorganized and duplicating effort. Demonstrating a sound business case for social business means that you’ve thought about how it will affect workflows, information, and tactical execution and that you have a plan for how to address that. Most social initiatives fail because they’re built in isolation without symbiosis with other initiatives. Social media has impact points for business, just like we talked about before, and they ripple through an organization quickly (and sometimes unexpectedly). Understanding that reality is critical so that you can learn to work social media horizonally and centrally vs. simply on the fringes. If it’s more than just you, get coordinated immediately and know how you’re impacting each other’s work. If it’s just you for now, know that you’re eventually going to have to scale, and plan for it from the start.
  • One approach we use is something similar to a center of excellence, or a centralized and coordinated model we call the Center of Gravity. This is the hub for all things social business in an organization. The body can have executive involvement and buy-in and serve as a bit of a proxy for their direction and vision for the organization overall. Then the COG is responsible for translating that business vision into a social business approach, and working cross-functionally to set a course for social business that everyone can be part of. You’ll want people from all areas of the business involved. Marketing and comms, HR, legal, IT, sales, you name it. Even the unusual suspects that you may not think are involved in social programs on a day to day basis, but they’ll be *impacted* by them in some way, so they need to have some input into what happens with them. The central council, committee, or whatever you care to call it is responsible for collaborating on overall social business direction. Centrally, they’ll agree on the vision for social business within the company, set goals, and work to develop critical support programs like education and training initiatives, or social business guidelines and governance programs. The business leaders that participate in the CoG then take that centralized vision and direction and take it back to their areas of the company to build strategic plans and implementation strategies that support that vision but that also are customized for their particular area of the business. The CoG keeps them coordinated and aligned with the rest of the business and provides a resource for input and support long term, but each area of the company can be autonomous with their own implementation in the way that makes the most sense for their part of the organization. Thinking through this and presenting a cohesive, proven model to leadership can be critical to getting support for programs and initiatives, because it demonstrates that implications and risks are understood, diverse needs are considered and accommodated, and that some structure is in place to ensure effectiveness and coordinated direction.
  • There is nothing done less, yet needed more than establishing effective audit practices. If you don’t know where you are then you have no way of building a map much less tracking progress towards where you want to go. Why should a CEO fund an initiative if you cannot set *measurable* objectives or if you can’t even clearly define *where* you are at any given point in time? And yes, even those ‘soft’ but critical elements like culture can be measured. One thing to understand is that when we say ‘audit’ in this context we’re not talking about “are you measuring your marketing activities”, that’s important, and we’ll speak to that in a moment, but a true audit is about a readiness assessment. Do I have the appropriate people in place with the right skills? Does my existing corporate culture support what I’m trying to do or will changing that culture become something that I need to address as well? Where are we as an organization when it comes to technology we have, technology we want, and our ability to integrate that technology effectively? http://www.sideraworks.com/services/social-business-auditing/
  • Another item that needs to be addressed in your social business plan is risk identification, mitigation, and prioritization. These are some of the chief roadblocks that we hear over and over again from executive ranks. There are a few critical elements that deserve to be highlighted here based upon our experience. You *must* make sure that the policies, processes, governance models, etc. are representative of *your* reality and not a theoretical norm designed by committee. To that end there are a few things that we do in our consulting services to ensure that, that you can easily do as well. What we call Social Scenario Modeling™ is basically an exercise in asking ‘what if x happened’? And using that as a launch point for defining how we respond, who would do the responding, in what timeframe, etc. and then designing the organizations social policies to support that, building a playbook using the processes defined, and putting in place governance so that we can detect when that event occurs. Asking the “what if” questions allows you to get fears on the table, to start to create maps for solutions and processes that you’ll need for scaling your eforts as well as assembling playbooks for your teams. It’s an incredibly simple and effective means of encouraging that coordination and alignment since complete and repeatable solutions will require different points of view and cross-functional groups to work together. It forces you to start looking at issues in a holistic way vs. simply at a departmental or business unit level. http://www.sideraworks.com/what-we-do/services/social-business-labs/social-scenario-modeling/
  • Sound social business governance is a key outcome of that scenario modeling process, and something that most executives want to know is in place before they’ll grant support for expanded initiatives. Good guidelines and governance are as focused on what people CAN and SHOULD do as they are on what they can’t and shouldn’t. They can serve as a unifying source of vision, purpose, and intent for social business practices so that each person in the organization understands their role in the strategy. Guidelines should be about ENABLEMENT and EMPOWERMENT as much as restriction. Culturally, risk mitigation is important, but communicating trust among teams is absolutely essential in order to ensure long-term adoption of a social business mindset. If people operate in fear of breaking the rules, they’re more likely not to do anything at all just to stay out of trouble. Instead, involve your teams in creating governance programs as collectively as possible while still accommodating things like regulatory and compliance issues. Educate frequently and at depth so that those guidelines are socialized and collaboratively adjusted, not just mandated. And be willing to review conflicts, consider adaptations and changes as the business changes, and allow for input from many areas of the organization to improve on them.
  • In many ways, the age of the highly-focused specialist are ending. Think of all the things I’ve told you we have to do well in order to be tomorrow’s social professionals. Great communication. Analysis. Execution. Planning. Asking great questions. Learning to navigate not just the operational side of social business, but being stewards for the all-important cultural and personal side of our work. We’re marketers and business development professionals and customer service people and analysts and educators all at the same time. It’s so critical that we keep a broad perspective. There are very few roles in today’s organizations that are truly holistic, that build strategy and direction that impacts the whole organization. The CEO is one. Technology can be another. But community and social professionals have the unprecedented opportunity to become a holistic role that can impact business more than any role has in decades. When we’re articulating a case for social business, we need to make a sound and lasting commitment to education. Ongoing education. Scaling and pervading our knowledge and vision for social business at all times so that knowledge and expertise is democratized and that the entire organization is empowered to not only embrace social business but become experts in their own right. Leadership wants to know that they’re going to develop a smarter organization, not just another siloed area of specialized expertise.
  • To that end, a sound social business plan needs to leverage the experts in an organization to create an entire ARMY of experts. Sure, part of that is training and teaching people about the functional aspects of social media, how it works, how we incorporate it into our work, the dos and don’ts and all that good stuff. But the smartest and most successful social professionals realize that the only way that social works at scale, the only way we can realize it’s potential, is for it to be part of *everyone’s* job. That means we’re charged not just with teaching the mechanics, but embedding knowledge about social throughout our organizations and teaching everyone to be a social business expert - to share the perspective about WHY this matters to business as a whole, to your company, to them and their role. Teach from the top down, the why. Stop leading with how to use Twitter. Does that make you feel threatened? Worry that you’ll work yourself out of a job? Hardly. We’ll always need those who can help align and lead social business from a central place in the organization. But even more interesting than that, we have another job that will never really end or be irrelevant, no matter how many people “do” social.
  • Everyone wants to be a strategist, to set the vision and be the leader and be the person who comes up with the groundbreaking, game-changing plan that will absolutely change our organizations forever. A Fine goal. But this kind of change is complex. Crunchy, messy, difficult. Which means that it happens, brick by brick. It’s in the trenches that the hard, messy work of social business transformation gets done. Plans and vision are important. Contributing to them is rewarding. But social professionals are on the bleeding edge of understanding, learning, and context more often than not. We need to fall in love again with the idea of *doing* the work, executing the programs, getting everyone in the room for the meeting. It’s leading by example and by demonstrating what it success looks like through our own willingness to back our vision with execution. It’s critical work that we’re doing and you may not think it’s sexy to monitor the dashboard or do online response or write a bunch of education content and presentations, but we *are* the bricklayers of the social era, and it’s up to us to set a standard for the work that we hope will develop around us. In your business case, it’s important to show that you’re not only willing to talk about the possibilities, but that you’re willing to put your own professional reputation on the line, get in the trenches, and help implement the plans that you’re so passionate about. That likely means going “above and beyond” your current job description, or your pay grade, or the boundaries of your role. Social business is a huge investment, and making the leap at the start requires a lot of people willing to do more than is expected of them in order to SHOW what’s possible, not just tell.
  • Insight is a skill and an art. And it’s something that can’t be overvalued in today’s world of so much information, so many streams of intelligence, so much riding on making smart yet nimble decisions. We social professionals love to present reports and dashboards, but what we *need* to be questing for are the insights that allow us to make better decisions. That, after all, is the point of measurement. Not the measurement itself, but the intelligence that allows us to be better at business. And that’s what our leadership wants to see. People are not marbles, but we love to collect them like they are. More likes! More followers! More traffic! The truth is that building online affinity is more about affirming the connections we already have, supporting and nurturing them. But we’ve developed an unhealthy obsession and skewed perspective of success by looking at the easy numbers that are handed to us, turning our business initiatives into thinly veiled popularity contests and gimmicks for votes and coupons and clicks. Clicking ‘like’ is a single click of a single finger; getting that from someone isn’t the same as loyal purchasing, or even community membership over a long period of time. The more important question to ask yourself: how are you engaging the community you have, and if it grows, what are you going to do with them once they give you their attention? How do you define success in a way that lines up with the goals of the *business*, beyond your campaign? What do those numbers actually *tell* you that’s of value, if they tell you anything at all? Be better. Be an analyst, not a marble counter. Let’s put in the effort to look beyond the metrics that are easy, that are handed to us because that’s what the technology people tell us matters (you know who wants you to get more likes on Facebook? Facebook does. Because then they have more people to advertise to). Let’s commit to one another that we can do better than followers and fans and actually look for data that tells us the story of our communities, that unfolds the narrative of why social business is effective for our organizations, that tells us why they like us and how they want to support us and where we can create not just better marketing, but better experiences around our entire company for the people that want to be part of what we’re doing. Our business case for social will be far stronger if we can look to our measurement programs as not just proof of activity, but proof of something much more important.
  • We need to prove progress. Not just motion and activity. Can you prove what you tried, what you learned, what you attempted, what you built...whether or not it was successful? If we can’t prove the outcome of something in advance, we need to take a lesson from the true scientists of the world who have been using this method for centuries. Create the question: What are you trying to ask or discover? Hypothesis: Based on what you can observe, what do you think is going on? Prediction: Carried to its conclusion, what do you think would happen if you tested that hypothesis? Experiment: Put it into play and *actually* test it Analyze: What happened, and what’s next? There’s something important about how science goes about their work that many business people could learn from, including all of us. In order for a scientific result to be considered valid, someone else has to be able to recreate that result using the same data and information. That means fudging the numbers, drawing stretch conclusions, or claiming some kind of “secret” formula behind your work to draw convenient conclusions and making assumptions won’t cut it. Now, I realize that we aren’t in laboratories, we’re in organizations where the data and tools are imperfect, and our jobs are far more demanding than just the evaluation part of things. But the discipline and rigor of the scientific method could teach us a thing or two about how we measure our progress and look at our work. And we, as community professionals, can set higher standards for how we illustrate the value of our work, the impact of our programs, and the overall business benefits that social can bring to our organizations. Community and social professionals can lead by example by building smart, accountable programs that can illustrate what goes right, wrong, and everything in-between. Show leadership that your accountability will be based in business outcomes and not just a dashboard of fans and followers, and you’ll already be ahead of the game.
  • As those building the case for social in our companies, we are the most visible, vocal and credible representatives for social’s potential within our organizations. We can shape the path of not just what needs to get done and how, but we can rally others to our cause and help them see the ways that social can support and accelerate what THEY are trying to do within the company. Social business’ future depends not on it being established as yet another department in our companies. Its success depends on building it into the very bedrock of our organizations, helping it establish roots in every department, every discipline, every business unit. WE know that social can change more than just marketing for the better, so we have to work with our colleagues and partners and even our customers to help make that happen. We are also in the delicate but enviable position to be smack in the middle of the human element of change. Politics. Egos. Insecurity, confidence, excitement, fear, passion, distraction. We must be and become emotionally intelligent leaders and learners that know that change lives and dies among the humans, not the strategic plans or the clever tactics.
  • When it all comes down to it, “doing social” is an activity or a set of activities. You need a plan and some steps to take. That’s fine, and having one can get you a certain amount of buy-in to start with. But becoming a social BUSINESS is about a cultural and operational shift that touches the entire organization. It’s part of the very foundation of what you’re doing because the decisions you make at the margins of a company now have implications throughout. It affects process. It affects procedure. It requires technology. The trickiest part is making the transition between creating those activities and creating the atmosphere where social isn’t something that you do, but rather something that you are. A part of your values. Where you become an adaptive organization that is committed, long-term, to understanding the implications of the social web on your business and continually being willing to adjust to accommodate that. Doing that successfully requires the hearts and minds of the people that are involved. Emotional investment in the possibilities of social is critical for long-term buy in. You can sell all the solutions all day long, but until the mindset of the organization is aligned with what being an adaptive organization can do, it’s just window dressing. Remember that for all of the programs you’re trying to approve, what you’re really doing is advocating for a particular state of mind. Your business case must be practical, functional, and structural. It’s also got to be “soft”, and appeal to the passion, vision, and aspirations of the people inside your company. We all aspire to do and be more, and building a case for social in your organization isn’t just about proving what you can do. It’s about showing people what you can BE.
  • That’s a pretty big charge for each of us. And an awesome one. You’re here because you know how important your role is, you want to do it better, and you know that it’s more than just Twitter and Facebook and dashboard reports. So quit telling me you aren’t big/little/fast/slow/innovative/well-budgeted/supported/whatever. If you want the results you make the time, you fight the fight, you come to work every day with the audacity to believe that you can change things. That there are no shortcuts. Community and social media are long, slow burns and changes that take time and focus. Social business is a transformation of an entire organization, not just a set of updates on a dashboard. We have to have the discipline and devotion to see them through, every day, even when it’s difficult and slow and incremental. It’s our job to spark people to think bigger. We should be inspiring as much as convincing. if we aren’t making the case that our leadership can believe in, that our companies can slowly but surely rally behind and support through their actions as well as their words, that’s partially our fault.
  • We are the wayfarers. The agents of change. Those capable of transforming our own organizations from the inside out, because see the potential and want it to be realized. We are the professionals with the knowledge, the passion, the belief that social can and does make a difference not just to our marketing, but to our work. It’s true that we often aren’t the captains of our ships, not yet. But transformational change isn’t just pulled from the top, it’s pushed from within. We can either be courageous enough to try to make this happen, or we can let this all happen to us. I know which I’d rather do. So my challenge to you all is to see yourselves as more than just someone who does a job that has to do with social media. I want you to keep thinking bigger. Keep looking at the huge shift that businesses need to make to stay relevant today and to innovate and do incredible things tomorrow. And realize that you can indeed be a critical part of that shift if you’re willing to take on the challenge. We are doing the work to pave the way for future generations to have social business be what they know and breathe, not just what they aspire to. And we have a great deal of work to do. Get to it.
  • ×