Your SlideShare is downloading. ×
  • Like
  • Save

Thanks for flagging this SlideShare!

Oops! An error has occurred.


Now you can save presentations on your phone or tablet

Available for both IPhone and Android

Text the download link to your phone

Standard text messaging rates apply

Eight Competencies to Socializing Your Organization


This presentations reviews the 8 competencies required of companies to be 'social organizations' and what to do about each.

This presentations reviews the 8 competencies required of companies to be 'social organizations' and what to do about each.

Published in Technology , Business
  • Full Name Full Name Comment goes here.
    Are you sure you want to
    Your message goes here
    Be the first to comment
No Downloads


Total Views
On SlideShare
From Embeds
Number of Embeds



Embeds 0

No embeds

Report content

Flagged as inappropriate Flag as inappropriate
Flag as inappropriate

Select your reason for flagging this presentation as inappropriate.

    No notes for slide
  • In the past you had the mic – you got to control the conversation – and there were a limited number of channels you needed to reach to get your message out. Influencers were easy to identify because they controlled other microphones.
  • Today, the people who once stood behind the microphone are now just one more member of the conversation – on more equal footing with everyone else. Now you – and the previous influencers – are just a few voices out of millions.
  • India was instructive to me because I started to understand how this seemingly chaotic state was organized. There, not only are there a lot of people but traffic includes people, animals, bullock carts, scooters, autorickshaws, cars, trucks, etc. – all pouring through the streets with seemingly no rules. It is a highly complex system. Somehow, they self-organize. What I learned for that: One person has no hope of trying to ‘manage’ it so you need everyone to do a little bit – you need everyone to see and fill vacuums and gaps Understanding cultural queues (three quick honks) will help you avoid accidents Cows are sacred and unpredictable – accept that and go around There is no safety net – insurance is unheard of – if you screw up, it is going to hurt. Accept that, deal with it, and move on. Suspend disbelief
  • Above all – PR & Communications needs to be in lock step with customer’s experiences with your product or service – and set expectations lower so that customers are delighted.
  • Give them a reason to come and socialize
  • Have regularly scheduled events – cadence is important
  • Be Multi-modal: Text, images, video; Asynchronous, Synchronous
  • Make it valuable (contextual/relevant)
  • What are the risks?
  • What is our responsibility to protect? And whom?
  • Tools – used correctly – give us leverage that we don’t have on our own.
  • Measurement is done for many reasons: To compare To win To understand To fit correctly To repeat
  • Account, reconcile, and balance our intentions with reality


  • 1. Driving Success - 8 Competencies to Socializing Your Organization Rachel Happe
  • 2. Who I am Rachel Happe The Community Roundtable @rhappe and @TheCR Background: PRTM, IDe, Bitpass, IDC, Mzinga Skills:Analysis, Management, Operational Strategy, Facilitation, Communication, Community Strategy, Coaching Domain Expertise: Internet trends, Social Media, Communities, Market Analysis, New Product Development Interests: People, Cooking, Sailing, Hiking, Maine
  • 3.
  • 4. The Market is Changing… How Will Organizations Change?
  • 5. Community Maturity Model TM
  • 6. 1. STRATEGY
  • 7. You Need An Engaged Network Having a passive constituent base is no longer enough Investors Customers Employees Partners
  • 8. Alignment Customer Brand Perspective Messaging
  • 9. Expectations – Reality = Satisfaction
  • 10. What To Do • Acknowledge and articulate who you are as a organization – The Good, The Bad, & The Ugly • Align how you talk about your company and products with what customers think about you • Think of customers as marketing partners • Determine how socially-enabled your constituents are • Identify the drivers that will help you build a network
  • 11. 2. LEADERSHIP
  • 12. Be Transparent
  • 13. Be Authentic Photo by T.McEnroe
  • 14. Be Modest
  • 15. Distributed Lead from the Back
  • 16. What You Need To Do • Practice conversational and facilitated communications internally • Take small steps toward transparency • Experience self-organizing environments – developer communities, India, Wikipedia, user groups • War game radically different communications cultures – using games like BafaBafa
  • 17. 3. CULTURE
  • 18. Tone
  • 19. Informed Communication Mode
  • 20. Powerful Feeling of Power/Control
  • 21. What You Need To Do • Listen/Ask/Measure how communications and decisions are made • Translate between groups • Be as responsive to various constituents in their own modality • Encourage and reward change • Set expectations clearly
  • 23. Who Are Your Cheeseheads?
  • 24. Bring Catnip
  • 25. Ride The Waves
  • 26. Don’t Ignore
  • 27. What You Need To Do • Build a mission that attracts passionate fans • Offer rewards and recognition to encourage ‘good’ behaviors • Ride the wave of community interest rather than trying to start waves • Don’t ignore problems – address immediately even if you don’t have the answer
  • 29. Be Notable
  • 30. Schedule Keep A Regular Schedule
  • 31. Text Be Multi-Modal
  • 32. Image Be Valuable
  • 33. What You Need To Do • Attract attention • Create a schedule of events that have a cadence • Develop content in different modalities – text, images, video; synchronous & asynchronous • Focus on value – build content that will be contextual and relevant to your audience
  • 35. Have Rules
  • 36. Take Calculated Risks
  • 37. Protect Your Base
  • 38. What You Need To Do • Define expected culture through rules. Be Firm • Articulate and plan for the risks but remember too, risks make things fun & worthwhile • Define the constituent groups for whom you are responsible and how – both legally and ethically – and what will harm them
  • 39. 7. TOOLS
  • 40. Find Good Tools
  • 41. What You Need To Do • Understand where tools can help - not everything requires or has a tool that can help • Evaluate which investments have higher payoff – those that streamline repetitive or expensive tasks • Understand tool externalities – tools don’t work in a vacuum. How do they work with existing processes and people?
  • 43. Measure
  • 44. Account & Reconcile
  • 45. What You Need To Do • Know where you want to go- measurement is not all that useful if you don’t know what success looks like • Understand data influencers – if you don’t know how to change a measurement or its cost, it is also not all that useful • Keep it simple – the easier it is for everyone to understand, the better. Three clear metrics are better than 20. • Develop accounting standards – what are your priorities and values and how well does your budget reflect them? • Don’t forget your common sense. Measurement is one guide post to good decision making, not the sole factor. Resource:
  • 46. Community Maturity Model TM
  • 47. Thank You @rhappe& @TheCR