Overcoming corporate resistance to social media


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  • It’s not change they fear, it’s having to do it all by themselvesThey also believe they’re the only ones having a hard time emotionallyCare about their co-workersWant to do the best job they canNeed occasional reassurances
  • Overcoming corporate resistance to social media

    1. 1. Workshop: Converting the Skeptics<br />Overcoming Corporate Resistance to Social Media<br />
    2. 2. Overview<br />Some facts<br />Some challenges to consider<br />Symptoms, diagnosis, and<br />… treatment<br />New Ideas<br />When People and New Ideas meet …<br />
    3. 3. “Transition Shit” Happens…<br />People dig in their heels<br />Skepticism abounds<br />Excuses:<br />No-one has time to learn<br />No bandwidth; too busy with regular stuff<br />Can’t see the point<br />Just another fad – this, too, shall pass<br />No-one owns the project<br />
    4. 4. To overcomeyour opponent, you must first understand him<br />Strategy without tactics is the slowest route to victory, but tactics without strategy isthe noise before defeat <br />This is war; make no mistake!<br /> Sun Tzu;The Art of War <br /> General Carl Von Clausewitz; Principles of War <br />
    5. 5. Why do New Ideas fail?<br />The number one reason:<br />resistance to change<br />According to LISA’s 2008 Global Business Practices Survey:<br />“Staff resistance to change is a factor that complicates roughly half of all technology implementation projects and severely threatens about one in ten”<br />
    6. 6. Common misperceptions:<br />If we explain the business rationale, people will understand<br />If we tell them what will change, people will adjust<br />If we give them the toolspeople will use them<br />
    7. 7. Management’s expectation?<br />people will naturally fall in line (and do as they’re told)<br />
    8. 8. The reality?<br />behavior is more complexthan that<br />everyone has different drivers<br />
    9. 9. Preparing for the Transition<br />1. Develop a Strategy!<br />2. Secure C-level sponsorship<br />3. Develop a <br />tactical plan<br />4. Bring inindependent experts (optional)<br />3. Talk with your people, not just at them<br />
    10. 10. In comes “social media” Oh-oh…<br />Is it just a fad?<br />Is resistance to it a generational thing?<br />Is it trivial, shallow, a waste of time and resources?<br />Who are the skeptics in the company? And why are they skeptical?<br />
    11. 11. Some compelling facts and stats<br />“Victory in marketing doesn’t happen when you sell something, but when you cultivate advocates for your brand” (Steve Knox, CEO of Tremors, P&G’s Word of Mouth Unit)<br />Evangelists spend 13% more than regular customers, and they refer business equal to 45% of the money they spend(source: Satmetrix)<br />SM augments traditional Marketing, allowing you to reach new audiences<br />
    12. 12. More facts and stats:<br />Facebook users that “Like” a brand spend an average of $71.43 more than customers who have not “Liked” the brand<br />* $71,43 = $1,006,732,134.24 = > $1 BILLION!! in potential additional revenue … just sayin’<br />
    13. 13. Share your own stories<br />Items for sale: <br />3 y-o SealyPerfect Sleeper King Size mattress setwith headboard and frame $400<br />2 y-o Giant 12-speed mountain bike $50<br />IKEA office furniture (desk & cabinets) $350<br />Results:<br />Craigslist over 10 days: 1 ‘nibble’ for the desk – no sales<br />Facebook: sold everything (same day) at asking price…<br />Why? My FB peeps knew me personally; higher trust factor facilitated quick sale<br />Craiglist.org versus Facebook.com<br />
    14. 14. Do you have stories?<br />In small groups (3 – 5):<br />Each share at least ONE Social Media success story<br />Discuss and identify the reasons for the successes<br />Share with the other groups (5 mins max)<br />
    15. 15. How to recognize fear-based resistance<br />Obsessive need for control<br />Irrational decision-making<br />Increased silo-ism<br />Don’t care attitude; apathy<br />Micro-managing<br />Jealously guard expertise<br />Lack of sharing<br />Politicized environment<br />
    16. 16. Understanding Reluctance<br />Change may be psychologically painful, but uncertainty about the end-state is more painful<br />Fear of loss is a powerful motivator<br />Loss of what?<br />
    17. 17. Why? Most people …<br />Do NOT like surprises<br />(especially ones that have been thrust upon them without their input)<br />
    18. 18. The Resisters: what they fear<br />Marketing: loss of control over the brand<br />Line managers: loss of control over their staff’s time and efforts<br />Legal/Regulatory: loss of power; fear of litigation<br />HR: loss of oversight; fear of litigation<br />Anyone else you can think of? And their fears?<br />
    19. 19. Knowledge is power – so share it<br />What about the objections from:<br />Line Management?<br />Legal/Regulatory<br />HR?<br />Staff?<br />Split into small groups (3 – 5) and identify <br />3 reasons ‘why not’, then:<br />Develop a story for each, countering the objection<br />
    20. 20. Learn to ask people for input:<br />Talk about the problem, not the solution<br />Focus on positive outcomes and benefits<br />Tap into collective memories <br />Provide forum for sharing experiences<br />Involve users in defining new roles<br />Use peer-mentoring<br />
    21. 21. Partnering with stakeholders<br />Bottom-up solutions enhance ownership <br />Managing by results, not by process gets a lot more work finished<br />
    22. 22. Make time for the ones ‘that get it’<br />Fact: most managers spend 80% of their time with the 20% that are poor performers<br />Stop it! Face time one-on-one with the boss should be a reward; an earned privilege, and recognition for a job well-done<br />
    23. 23. Start small<br />Suggest a pilot, to last 6 months or so<br />Do the easy things first – and measure before and after<br />Educate people on how to communicate on social media<br />What’s appropriate, what’s proprietary (and should not be shared), and provide a feed-back loop<br />
    24. 24. Segue: who should be involved?<br />Publish a blog<br />Publish your own Web pages<br />Upload video you created <br />Upload audio/music you created<br />Write articles or stories and post them<br />©2008 The Social Technographics Scale – Forrester Research / Josh Bernoff, co-author of Groundswell<br />Creators<br />Post ratings/reviews of products/services<br />Comment on someone else’s blog<br />Contribute to online forums<br />Contribute to/edit articles in a wiki<br />Critics<br />Use RSS feeds<br />Add “tags” to Web pages or photos<br />“Vote” for Web sites online<br />Collectors<br />Maintain profile on a social networking site<br />Visit social networking sites<br />Joiners<br />Read blogs<br />Watch video from other users<br />Listen to podcasts<br />Read online forums<br />Read customer ratings/reviews<br />Spectators<br />None of the above<br />Inactives<br />
    25. 25. Recruit champions and volunteers<br />As we know:<br />“You can lead a horse to water, but you can’t make it drink”<br />Start your pilot with volunteers who already “get the point of Social Media”<br />Let people know frequently how it’s going<br />
    26. 26. A Twitter success story<br />Avaya – global enterprise communications co.<br />20,000 employees world-wide<br />Started small, with<br />Strong customer focus<br />Mostly listening, monitoring #Avaya, and responding to tweets and mentions<br />Enlisted 7 volunteers (which grew to 50)<br />Emphasis on sharing and engaging (customers)<br />
    27. 27. What happened?<br />See this? Something similar triggered a response from Avaya<br />
    28. 28. Twitter earned its ‘kibbles and bits”!<br />In June of 2010, someone tweeted (w/hashtag):<br />“#shoretel or #avaya? Time for a new phone system very soon”<br />Someone from Avaya responded within 15 minutes, and referred the poster to a local sales partner<br />And…<br />
    29. 29. Bingo!<br />The sales partner followed up on the referral, as well, and the prospective buyer was delighted.<br />Result: a $250,000 sale<br />The next tweet from the new client:<br />“selected #AVAYA as our new phone system. Excited by the technology and benefits”<br />
    30. 30. Avaya Now:<br />5000<br />4036<br />13,484<br />
    31. 31. Summary and wrap-up<br />Demonstrate that SM is an opportunity, not a threat; make time to reassure the worriers<br />Research the facts and collect success stories, and communicate them to the skeptics<br />Start small, with volunteers, and measure!<br />Reinforce the ‘cool factor’ with staff; make them want to be a part of it <br />
    32. 32. The good news:<br />Humans are actually very adaptive<br /> and, as always, evolve to suit new worlds<br />
    33. 33. Lastly…<br />Find the slide deck:<br />On www.slideshare.net<br />Tag: #Lavacon<br />Find the presenter:<br />echamer@hamer-associates.ca<br />604-317-2234 (Vancouver, BC)<br />617-440-3311 (Somerville, MA)<br />