Social Media Trainingfor the Sane<br />Lisa Hoffmann, Duke Energy<br />
Why?<br />
Avoid a<br />CRISIS<br />
http://www.slideshare.net/jeremiah_owyang/social-readiness-how-advanced-companies-prepare<br />
“A social media policy that not only protects the company, but also encourages employee ownership.”“Baseline process to re...
“Power outage at Bilas Estate last night due to blown transformer. Awoke to no power and two Duke Energy workers asleep in...
Keep it simple<br />
Employee Ambassador<br />
Promoting a product<br />
http://www.youtube.com/watch?v=6IPVfBz5FqE<br />
Online spokesperson<br />
TRANSPARENCY<br />Online spokesperson<br />disclosure<br />
Online Spokespersons, Responding to Blog Coverage<br />(Adaptation of U.S. Air Force process.)<br />DISCOVERY<br />WEB POS...
Community manager<br />
Transparency and disclosureResponse decision treePassword/IT security protocolsPhoto/video copyright guidelinesModerationG...
Based on policy/governance<br />
Make it Relevant<br />- Boots on the ground- Employee ambassadors- Online spokespeople- Community managers<br />
Stories stay with people<br />
Solicit feedback<br />
Please don’t…<br />
“The boss inspires fear.<br />The leaderinspires enthusiasm.”<br />- H. Gordon Selfridge, Sr.<br />
Lisa Hoffmann@LisaHoffmannlisa.hoffmann@duke-energy.comhttp://www.linkedin.com/in/lisahoffmann<br />
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How To Train Your Employees In Social Without Losing Your Mind by Lisa Hoffmann, Social Fresh Charlotte 2011

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    If you give good training to the employees than you get good result quickly in an effective way now the question is how to train employees?
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How To Train Your Employees In Social Without Losing Your Mind by Lisa Hoffmann, Social Fresh Charlotte 2011

  1. 1. Social Media Trainingfor the Sane<br />Lisa Hoffmann, Duke Energy<br />
  2. 2. Why?<br />
  3. 3. Avoid a<br />CRISIS<br />
  4. 4. http://www.slideshare.net/jeremiah_owyang/social-readiness-how-advanced-companies-prepare<br />
  5. 5. “A social media policy that not only protects the company, but also encourages employee ownership.”“Baseline process to reinforce the policy among rank-and-file employees.”<br />
  6. 6.
  7. 7.
  8. 8. “Power outage at Bilas Estate last night due to blown transformer. Awoke to no power and two Duke Energy workers asleep in my backyard. Nice.”<br />
  9. 9.
  10. 10. Keep it simple<br />
  11. 11. Employee Ambassador<br />
  12. 12. Promoting a product<br />
  13. 13. http://www.youtube.com/watch?v=6IPVfBz5FqE<br />
  14. 14. Online spokesperson<br />
  15. 15. TRANSPARENCY<br />Online spokesperson<br />disclosure<br />
  16. 16. Online Spokespersons, Responding to Blog Coverage<br />(Adaptation of U.S. Air Force process.)<br />DISCOVERY<br />WEB POSTING<br />Someone has discovered a post about the organization. Is it positive or balanced?<br />http://www.flickr.com/photos/28075221@N00/3154057414<br />NO<br />YES<br />EVALUATE<br />“TROLLS”<br />Is this a site dedicated to bashing & degrading others?<br />MONITOR ONLY<br />Avoid responding to specific posts, monitor the site for relevant information & comments<br />CONCURRENCE<br />You can concur with the post, let stand or provide a positive review. Do you want to respond?<br />NO<br />YES<br />“RAGER”<br />Is the posting a rant, rage, joke or satirical in nature?<br />FIX THE FACTS<br />Do you wish to respond with factual information directly on the blog’s comment board? Do you have enough info to respond in real time? Note: focus on fixing facts. The goal isn’t to refute a story where we disagree with the story’s direction. (See Response Considerations)<br />NO<br />“MISGUIDED”<br />Are there erroneous facts in the posting?<br />NO<br />YES<br />LET STAND<br />Let the post stand – no response.<br />NO<br />“UNHAPPY CUSTOMER”<br />Is the posting a result of a negative experience?<br />YES<br />YES<br />YES<br />RESTORATION<br />Do you wish to rectify the situation and act upon a reasonable solution? Do you have the ability (or internal contacts) to rectify? (See Response Considerations)<br />NO<br />RESPOND<br />FINAL EVALUATION<br />Write response for current circumstances only. Will you respond?<br />AGREEMENT<br />Do you wish to proactively share your story? (See Response Considerations)<br />YES<br />YES<br />YES<br />RESPONSE CONSIDERATIONS<br />TIMELINESS<br />Take time to create good responses. Don’t rush. Immediate responses may appear defensive. Anything older than a day may lose relevance.<br />TRANSPARENCY<br />Disclose your Duke Energy connection and post under yourname@duke-energy.com.<br />SOURCING<br />Cite your sources by including hyperlinks, video, images or other references. Info from third-parties will carry more weight than Duke info.<br />TONE<br />Respond in a tone that reflects well on Duke Energy. Consider the tone of the blog. Press release / marketing style responses will be poorly received.<br />INFLUENCE<br />Concentrate on the most influential blogs related to Duke Energy or the industry.<br />CONSULT<br />Consult with the Social Media Team if you want a second opinion on your response.<br />
  17. 17. Community manager<br />
  18. 18. Transparency and disclosureResponse decision treePassword/IT security protocolsPhoto/video copyright guidelinesModerationGovernance<br />
  19. 19. Based on policy/governance<br />
  20. 20. Make it Relevant<br />- Boots on the ground- Employee ambassadors- Online spokespeople- Community managers<br />
  21. 21. Stories stay with people<br />
  22. 22. Solicit feedback<br />
  23. 23. Please don’t…<br />
  24. 24. “The boss inspires fear.<br />The leaderinspires enthusiasm.”<br />- H. Gordon Selfridge, Sr.<br />
  25. 25. Lisa Hoffmann@LisaHoffmannlisa.hoffmann@duke-energy.comhttp://www.linkedin.com/in/lisahoffmann<br />

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