Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

How Social Are You? by Gary Grates


Published on

Gary Grates’ presentation for the 2010 Best Practices in Change & Internal Communications Summit.

Published in: Business
  • Be the first to comment

How Social Are You? by Gary Grates

  1. 1. “How Social Are You?”
  2. 2. The Social Organization • Karen Wickre, Google • Jennifer Preston, The New York Times • Frank Eliason, Citi • Ben Edwards, IBM • Stefan Stern, Mike Slaby, Michael Wiley, Steve Rubel, David Armano, Bruce Anderson and Michael Brito •
  3. 3. • Public Engagement: The Evolution of Public Relations
  4. 4. Public Engagement Model Sphere of Cross - Influence in World of Expression Top-Down Media online Consumers and offline Employees Influencers Conversation Bottom-Up Government Investors Retailers Academics Talk
  5. 5. Being a Social Organization is More than Social Media • Over seventy percent of people on-line blog or network • Exponential growth of Twitter; 500 million+ active on Facebook • 370 million unique visitors to Wikipedia each month; 2 + billion views per day on YouTube • Diversity continues: Flickr, Digg, Skype, LinkedIn
  6. 6. “Defining Social” • Interactions • Behaviors • Intentions • Involvement • Attitudes
  7. 7. How Social Are You? • Leadership Actions • Management Practices • Communications Protocols • Frequency • Feedback • Transparency • Accessibility • Listening • Integration
  8. 8. An Evolving Workforce
  9. 9. It’s 2010…do you know your workforce? • Reengage with your workforce • Comprehend business strategy and translate it via new language, mediums • Upend communications from a strategic and operational standpoint • Constantly reassess, experiment, fail
  10. 10. Knowing Your Workforce: The Employee Worldview Communications Channels & Vehicles External Media Financial Performance Rationale • Clarify employee and manager point-of- view on the business, leadership, Leadership Rewards & competitive environment, workplace Visibility and Credibility Employees Recognition experience and communication • Establish qualitative and quantitative benchmarks for employee engagement, Current Relationship with Manager Business channel and manager communication Environment effectiveness ’ Company’s Vision, Mission and Values Standard Summary: Employee Profiles: • Leadership perceptions of • Composite description of employee communication and support needs worldview (by segment) both today and • Employee views on: in the future - Credible information sources • Includes quotes, goals and - Understanding of business and strategy communication needs by segment - Information they lack
  11. 11. How Smart Do You Want Your Employees to Be? • How smart do you want to be about your employees?
  12. 12. Conversations inform decision-making, not vice-versa • Organizational conversation and information flow used to be linear, in a controlled environment • Now, with information ubiquitous, people are talking about your company 24/7, both inside and outside • What you stand for, who you are, supported by clearly defined goals and actions – i.e., organizational clarity – is more critical than ever Organizations must listen more closely and bring new points of view into the decision making process
  13. 13. Rise of the “social” enterprise develops a differentiated workforce Increasing pressures on organizations to be more competitive, agile and “lean” result in a workforce that is more: • Cognitively complex • Team-based and collaborative • Dependent on social skills • Dependent on technological competence • Time pressured
  14. 14. To be successful, companies need to evolve constantly • Innovation no longer crucial simply for business success, but for business survival • Need for innovation, self-assessment and re-invention are not novel • Main difference today is rapid pace of change • Sustainable competitive advantage no longer exists • Success today is based on creating a flow of temporary advantages, which requires innovation and agility
  15. 15. In summary… • How social are you? is an individual analysis • It starts with leadership actions and management practices • It impacts every facet of the enterprise • Being Social is more about how employees and customers “experiences” the organization • Organizational Communications has a unique role to engage people by providing context and relevance, helping to “connect the dots”, listening to and acting upon the voices and conversations internally
  16. 16. “How Social Are You?”