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“HOW TO BUILD & RUN SOCIAL SUPPORT TEAMS”  an enterprise perspective#socialstrategy series | jeromepineau.com
1. geneticsHumans have nurtured and natural skills.Social service folks need “service genes”.Those are the foundation.So t...
2. all in the familyDon’t hire from outside unless absolutelynecessary. Look for insiders alreadyengaging with customers. ...
3. semanticsBe super careful how you name and definethe position and team You are what you’recalled. Community Manager? So...
4. straight-upExplain the nature of the job really carefully toyour prospects. The good, the bad, and theugly. This is Man...
5. promoteDon’t move good people laterally into socialsupport with no attached perks and/orpromotion. If you do, the messa...
6. bubble up, trickle down         Immediately kick your people as far up as you         can on the responsibility ladder....
7. failure is goodLet your people fail. Reward them when theydo. Only doers and top guns fail. The othersare too afraid to...
8. transparentBe transparent in everything you do, plan, andthink. A social support team needs to work inunison and coordi...
9. tooling     Don’t skimp on equipment for the team.     Always provide the latest and greatest tools.     There are enou...
10. meetings     Social support teams should always be     connected digitally around the clock. This     “finger on the p...
11. autopilot   Strive for a steady state “autopilot” operating   mode over time. This entails managing by   making small,...
12. empowerSocial support team members must be trainedto make decisions in the field and in the heatof action. There’s no ...
13. no fun, no dealAsk your people periodically if they’re stillhaving fun at their job. If you get negative orlukewarm an...
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How to Build and Run Social Support Teams

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Part of the #socialstrategy series on various social and community topics at the enterprise level. This set discusses building and running real time social support crews.

Published in: Education, Technology, Business

How to Build and Run Social Support Teams

  1. 1. “HOW TO BUILD & RUN SOCIAL SUPPORT TEAMS” an enterprise perspective#socialstrategy series | jeromepineau.com
  2. 2. 1. geneticsHumans have nurtured and natural skills.Social service folks need “service genes”.Those are the foundation.So target people who have those becauseyou can’t train for or grow “service genes”.enthusiasm • customer love • multitaskingalways-on • curiosity • persistence meticulous• networker • empathy • teacherThese are all untrainable “service gene”attributes. Everything else – tools andmethods -- you can train for. nature vs. nurture
  3. 3. 2. all in the familyDon’t hire from outside unless absolutelynecessary. Look for insiders alreadyengaging with customers. They have a trackrecord and history. You’ve surely seen thembehave in groups, on phones, and underpressure. They’ll behave the same way onsocial channels.More importantly, look for insiders who reallywant to sign up for social support. Those whocome to you and say “hey, I want to do this”.Regardless of any previous social mediaexperience. keep it in the family
  4. 4. 3. semanticsBe super careful how you name and definethe position and team You are what you’recalled. Community Manager? Social SupportRep? Social Care Agent? Social Crews?Whatever you pick, it must make senseinternally, externally, be easy to remember,and become a source of pride (badging).Define the position in as much detail aspossible. Make sure they understand whatthey’re getting into. it’s all in the name
  5. 5. 4. straight-upExplain the nature of the job really carefully toyour prospects. The good, the bad, and theugly. This is Management 101.But too often those hiring for social supportpositions don’t understand what it entails. Ordon’t have any experience doing it. So theycan’t really explain it.That’s a mistake. It’s not a job like others. Andit takes one to know one. manage expectations
  6. 6. 5. promoteDon’t move good people laterally into socialsupport with no attached perks and/orpromotion. If you do, the message is simply“we’re going to pile more 24/7 work on you forthe same crappy pay you’re getting now”Moving into social service should be arewarding, motivating, and “elite” kind oftransition. Something to value and celebrateinternally and externally. So pony up. make it prestigious
  7. 7. 6. bubble up, trickle down Immediately kick your people as far up as you can on the responsibility ladder. See how they deal with it. Eventually, they’ll trickle down to their personal plateau. And end up on top of their game. Then you know what to expect. If you do it the other way – slowly, step by step, from the bottom up - you’re showing lack of trust, and you’re slowing them down. If they fail, help them fail fast – best for everyone. And if they don’t, well you know you picked the right people.shoot for the skies, see where it lands
  8. 8. 7. failure is goodLet your people fail. Reward them when theydo. Only doers and top guns fail. The othersare too afraid to act. And without action, thereis no failure. And no business either.When hiring people, look for folks who haveexperience in failure. But not the same failureevery time  failure is a friend
  9. 9. 8. transparentBe transparent in everything you do, plan, andthink. A social support team needs to work inunison and coordination. Everyone has to beon the same page 24/7. Be honest andforthcoming with both praise and criticism.Information flows fast and furious. Peoplemultitask all the time. Share everything,everywhere, all the time. Let people filter asthey choose. communicate all the time
  10. 10. 9. tooling Don’t skimp on equipment for the team. Always provide the latest and greatest tools. There are enough challenges out there without having to deal with crappy hardware and software tools. Quality tools improve efficiency, save money, and enhance morale. They also make for a better customer experience for engagement and content. And they send a message to your team that they are truly valued.a good craftsman picks good tools
  11. 11. 10. meetings Social support teams should always be connected digitally around the clock. This “finger on the pulse” connectivity should preclude everything but the most important meetings. No meeting worth anything ever lasted more than 15 minutes. Don’t manage with meetings. Manage with constant communication, awareness, and feedback in a constant, real-time mode.meetings pass time and little more
  12. 12. 11. autopilot Strive for a steady state “autopilot” operating mode over time. This entails managing by making small, gentle corrections as needed. You cannot micro-manage a social support team. This can only happen with clear vision, well- understood goals, and top gun, independent players.small, gentle course corrections
  13. 13. 12. empowerSocial support team members must be trainedto make decisions in the field and in the heatof action. There’s no calling back to themother ship.So give them the tools and authority to dowhatever it takes to wow customers.Empower them across the organization, andgive them full authority to do what’s needed,when needed, where needed. Withoutapproval. And put budget behind it.If you cannot do that, then you don’t trust yourpeople. And so you picked the wrong people.And you will not succeed. trust and empower
  14. 14. 13. no fun, no dealAsk your people periodically if they’re stillhaving fun at their job. If you get negative orlukewarm answers, stop and re-assess whatyou’re doing and how you’re doing it.Something’s not right. And fixing it is urgent. never forget to have fun

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