Dealing With Naysayers

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Presentation for the ASTD New England Area 2011 Conference

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  • http://theconversationprism.com
  • Data storage industry professionals have the opportunity to help manage the data impact of the digital universe.If you’re like most of our customers, your digital universe is exploding, and chances are you’re finding it increasingly difficult to manage, maintain, and protect your data—particularly the unstructured data that is consuming more and more of your available storage.
  • Learning professionals have the opportunity to help their organizations make sense of the data created in the ever-growing digital universe
  • An organizational Chart represents hierarchical and transactional communications. The communications officially go from the top of the chart through directors and managers until the individual contributor is reached. And communications officially go back the same way they came, from the bottom up to the top.There are also formal agreements and SLAs between the managers about how work gets done, making the official work of the group very transactional.
  • What if we represented our organizations as value networks?
  • http://www.useit.com/alertbox/participation_inequality.html
  • Dealing With Naysayers

    1. 1. Dealing with naysayers<br />Gina Rosenthal<br />Dell Storage Social Media Evangelist<br />
    2. 2. Hi I’m Gina<br />2<br />Twitter: <br />@gminks<br />Blog: <br />http://gminks.edublogs.org<br />LinkedIn:<br />http://www.linkedin.com/in/gminks<br />
    3. 3. Who are you?<br />3<br />
    4. 4. Interact during the conference<br />4<br />
    5. 5. How actively do you use social media at work<br />5<br />
    6. 6. Social media is technology used to engage three or more people.<br />Social learning is participating with others to make sense of new ideas<br />Marcia Connor, The New Social Learning<br />
    7. 7. 7<br />Social media<br />
    8. 8. Why do you want your organization to use social media?<br />8<br />
    9. 9. Reasons to use social media<br />9<br />
    10. 10. What if you shifted the conversation to social learning?<br />10<br />
    11. 11. 11<br />
    12. 12. Social learning is participating with others to make sense of new ideas<br />
    13. 13. Org charts represent the way new ideas are supposedly communicated<br />13<br />
    14. 14. But in reality new ideas are shared in other ways<br />14<br />
    15. 15. Participation inequality shows how ideas spread in an organization<br />15<br />Confidential<br />90% Lurkers<br />9% Occasional Participants<br />1% Highest contributor (influencer/expert)<br />
    16. 16. Critical connectors/influencers filter information<br />Hubs<br />Connected to many people<br />Gatekeepers<br />Connectors between different parts of an organization/expertise<br />Pulse Takers<br />Covert influencers<br />The good: can use their Influence to accelerate progress<br />The bad: can use their Influence to impede progress<br />The good: share info quickly<br />The bad: can be bottlenecks and become overwhelmed with requests for information<br />The good: can quickly access expertise <br />The bad: can control access to resources or expertise<br />
    17. 17. Social mediamake the influencers in value networks visible<br />
    18. 18. How are the naysayers stopping you?<br />18<br />
    19. 19. Naysayer Roadblocks<br />19<br />
    20. 20. Convert naysayers using these easy steps<br />20<br />
    21. 21. Prework: know how to influence your execs<br />21<br />Executives pay more attention when they hear the following things:<br />Initiatives that align to business goals<br />Outside research<br />Technical terms that tie to your industry<br />Business results that tie back to business goals<br />General Design Tips<br />Keep it short!<br />Grab their attention with the first 2 slides<br />Leave them with a simple call to action<br />
    22. 22. Step 1 – Listen to the Naysayer feedback<br />22<br />
    23. 23. Step 2: Respond to fears with business justification<br />23<br />
    24. 24. Good social strategies always start with listening<br />Confidential<br />24<br />What are your organizations quarterly objectives?<br />Yearly objectives?<br />Can social learning help meet the objectives?<br />
    25. 25. You can’t control where people learn<br />Influencers create the lion’s share of content in social media<br />Blogs<br />Videos<br />Community discussions<br />Twitter<br />Identify influencers, create a “Learning GPS” to navigate to their content<br />Confidential<br />25<br />
    26. 26. You can’t control the conversation<br />Confidential<br />26<br />Search “<your company> sucks”<br /><ul><li>http://search.twitter.com
    27. 27. http://alerts.google.com</li></ul>Search internally too!<br />
    28. 28. Many highly regulated industries use social media<br />Confidential<br />27<br />
    29. 29. Step 3 – Report what you find<br />28<br />Confidential<br />
    30. 30. It’s a marathon, not a race<br />Confidential<br />29<br />
    31. 31. 30<br />

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