Top manager & social media 2013 - European Communication Summit 2013 - Brussels


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Top managers & Social Media: opportunities and threats

At the European Communication Summit 2013 in Brussels, Lundquist provided almost 600 communications directors with a preview of findings from our latest research into how top managers at Europe’s top 100 companies are (or are not) using social media.

Joakim Lundquist, head of Lundquist, presented preliminary data showing how active 500 leading executives and managers are on social media.

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Top manager & social media 2013 - European Communication Summit 2013 - Brussels

  1. 1. Top managers & Social Media Opportunities and threats Milano, maggio 2013Joakim Lundquist, @JoakimLundquist European Communication Summit 2013 Brussels, June 27/28, 2013
  2. 2. 04/07/2013 | 2 • About Lundquist and our approach to research • Why do social media matter? • Preliminary findings: top management & social media at Europe’s top 100 companies (and some best practice) • Twitter • LinkedIn • Blogging • What are the risks? • Dos and don’ts • Take aways … Agenda
  3. 3. Lundquist: the strategic partner to guide your digital presence All digital communications activities are composed of two stages: planning and then execution. In addition, there is the management of the entire process. Lundquist is your authoritative partner for planning and managing any digital project, from an assessment of the digital properties of a corporate ecosystem to the creation of a new “best practice” website. Our deep understanding of online corporate communications derives from years of experience in this field and a team of professionals boasting backgrounds in different, relevant fields (from financial journalists to CSR experts). 04/07/2013 | 3
  4. 4. Lundquist: Measure. Manage. Change  Lundquist is a strategic consultancy specialised in online corporate communications and with particular expertise in financial communications, corporate responsibility, employer branding and social media  We adopt a tried-and-tested approach to all our projects, dividing them into three phases. In this way, we assist companies in redefining their corporate presence on digital channels and accompany them in a process of evolution and change to better meet their communications challenges  Our goal is to make online communications measurable and to guide companies towards a change in their internal culture  Our clients include more than 70 of the largest traded companies in Europe MEASURE MANAGECHANGE 04/07/2013 | 4
  5. 5. 04/07/2013 | 5 Research programmes KWD WEBRANKING CSR ONLINE AWARDS EMPLOYER BRANDING ONLINE AWARDS SOCIAL MEDIA AWARDS • Europe’s most influential study into online financial and institutional communication, which has tracked leading European companies (1,000+ a year) for over 15 years • Stakeholder requirements investigated every year through questionnaire (500 professional responses) • Swiss results published in Finanz und Wirtschaft • Now in its 5th year, the research assesses how Europe’s top companies use their online presence to communicate their corporate responsibility and sustainability strategy • First study in Europe to assess CSR communications based on stakeholder needs • Holistic vision of providing non-financial information on the web, spanning reporting and communications • Research “laboratory” analysing the use of social media from a corporate perspective • Research comprises a series of studies of individual social networks • Two editions of the international study on Wikipedia now supported by focus on LinkedIn, sharing platforms (YouTube, Slideshare, Pinterest, etc.), Facebook and Twitter. Special focus on use of social media by top management • First research in Europe to assess how companies communicate their identity and employer branding to current and future employees • Based on needs and expectations of actual jobseekers (international survey used as the basis of the evaluation protocol)
  6. 6. 2013-07-04 | 6 Credentials
  7. 7. Top management and the use of social media - who cares? Preliminary results from the Lundquist survey on how European top managers use social media
  8. 8. 2013-07-04 | 8 Discussion is increasingly online and influences corporate reputation. It is vital for senior leadership to be familiar with social media, understand the dynamics and the impact on their company Digital and social media present new opportunities for business (from e- commerce to crowd innovation) Social media can be your eyes and ears on what is happening in the outside world, unfiltered and real-time Social media can give the company a human face and show that managers are open and publicly engaged Opportunity for thought leadership Social channels facilitate stakeholder dialogue and build a community of unmediated relationships to leverage in case of crisis Why do social media matter?
  9. 9. 2013-07-04 | 9 Fast facts 481 managers 100 largest European companies 6 managerial positions Head of CSR 19% Head of HR 19% Head of Comms 6% CEO 19% Head of IR 18% Chairman 19%
  10. 10. 2013-07-04 | 10 Fast facts 481 managers 100 largest European companies 6 managerial positions 7% 42% 2%  More than a third of these are inactive  60% mention company in bio  Women more active than men  28% have fewer than 20 contacts  56% of HR managers aren’t on LinkedIn  Only 8 blogs, of which 6 are hosted in company website or popular news site
  11. 11. Twitter 2013-07-04 | 11
  12. 12. 2013-07-04 | 12 We collected profiles using the Twitter internal search engine and Google, typing (in the following order) What we looked for 1. Name and Surname 2. Name + Surname + Company 3. Name Surname (without spaces) + Company 4. The first letter of the name + Surname (without spaces) + Company
  13. 13. 04/07/2013 | 13 What we found :33 profiles 3 categories ACTIVE PROFILES INACTIVE PROFILES ABANDONED PROFILES latest tweet posted over the last 30 days latest tweet posted between 31 and 90 days ago (currently inactive) ... ... latest tweet posted more than 90 day ago 18 2 12 (1 account is private, so impossible to evaluate)
  14. 14. 2013-07-04 | 14 What we found 5 styles of use: PROFESSIONAL Tweets are about business and/or company PERSONAL The owner never refers to company MIXED A variety of personal and professional content PROFESSIONAL-HOSTED The user tweets with a corporate profile PRIVATE Users opting for a “private” account protect their tweets, limiting access to approved people only
  15. 15. 04/07/2013 | 15 Preliminary findings: Twitter Mixed 42% Professional Hosted 5% Professional 27% Private 5% Personal 21% On Twitter 3%** Head of CSR 56% Head of HR 11% Head of Comms 17% CEO 11% Head of IR 11% Chairman 0% STYLES18 ACTIVE PROFILES* On Twitter 5%** **Active accounts only * Total active profiles in the pie chart exceed 100% because of double counting due to one person being both head of communications and head of CSR.
  16. 16. 2013-07-04 | 16 Marco Patuano CEO of Telecom Italia One of the 3 verified profiles we found. Good example of a professional profile run by senior figure in a major Italian company: • Profile picture and a cover photo • Has a clear bio with information about the owner’s positions • Good use of hashtags and retweets • Takes part in #Twittertime chat sessions • Minus: interacts with the online community only infrequently Twitter, professional profile: an example
  17. 17. 2013-07-04 | 17 Brian Milligan Head of Comms at Barclays He has everything a good profile should: • A profile picture (posting a cover picture – as in this case – and/or a background image is also a plus) • A well structured bio with a little disclaimer at the end explaining the use the owner will make of the profile • Milligan balances replies, retweets and tweets written by him, using each format the platform provides Even if this is a personal profile, the tweets are generally not too informal. His tweets are appropriate considering the platform and his role Twitter, personal profile: an example
  18. 18. 2013-07-04 | 18 Niall Dunne Head of CSR at BT Group • Graphics: Has a profile picture, cover and background image • Well structured bio (information about him) • He balances replies and retweets: tweets written by him are less frequent • Minus: he should post more tweets with personal content (not just retweets) Twitter, mixed profile: an example
  19. 19. LinkedIn 2013-07-04 | 19
  20. 20. 04/07/2013 | 20 What we looked for We collected profiles using the LinkedIn internal search engine (while logged out) and Google, typing (in the following order): • Name and Surname • Name + Surname + Company + LinkedIn 3 categories (in brief) WHAT WE FOUND 201 profiles, 2 categories INCOMPLETE PROFILES Empty: no job description, no profile picture, no experience/expertise OR profile picture only Incomplete: something is missing among the following: job description, profile picture or experience/expertise COMPLETE PROFILES A “complete” account shows profile picture, job description, some previous experience, skills and/or groups
  21. 21. 201 PROFILES 2013-07-04 | 21 Preliminary findings, LinkedIn Head of CSR 25% Head of HR 20% Head of Comms 11% CEO 10% Head of IR 26% Chairman 8% Complete 58% Incomplete 42% 60 profiles incomplete 24 profiles empty On LinkedIn 37% On LinkedIn 56% CATEGORIES
  22. 22. 04/07/2013 | 22 A complete profile is a profile that shows: • A complete job description • A brief summary in which the person can present herself • Previous experience • Education • Skills • Groups the profile owner is member of LinkedIn, complete profile: an example
  23. 23. Blog 2013-07-04 | 23
  24. 24. 04/07/2013 | 24 What we looked for Blogs were collected using Google, typing (in the following order): • Name and Surname • Name + Surname + Company + blog • Name Surname (without spaces) + Company + blog WHAT WE FOUND 8 blogs, 2 categories MIXED PROFESSIONAL HOSTED UNCATEGORISED The author talks about job but also life or interests Curated by a single person but hosted in a company domain Hosted blog with the author profile but…with no posts ? 1 6 1
  25. 25. 04/07/2013 | 25 A good CSR blog: an example Water Challenge Peter Brabeck-Letmathe, Chairman • The chairman of Nestlé runs a blog hosted by his company website in which he talks about “the important issue of water availability around the world”. • The fact he writes on this topic underlines how important it is for the company, underlines its commitment to the wider project this blog is part of: Creating Shared Value (the Nestlé CSR approach) • This blog is well conceived from a strategic and communications point of view: • The tone is direct, informal but appropriate • There are links to external and internal resources • Regularly updated
  26. 26. 04/07/2013 | 26 Tesco Talking Shop Philip Clarke - CEO • Tesco hosts a blog community (Talking Shop) featuring members of the executive team including Chief Executive Philip Clarke. • The CEO explains in his first post: “I want this blog to help put Tesco’s people back in focus, to zoom in on our business and examine what we are doing, explain what we are thinking and how we see the world” • Talking Shop is an emblematic example of how a company could approach blogging: • Executive team talks directly with people and customers about specific topics • Light and pleasant layout with easy-to-access profile of each blog writer • Tone is direct, informal but appropriate • Easy to switch from one author to another
  27. 27. 2013-07-04 | 27 • Possible incoherence in the corporate message • Different people inside the company start to communicate independently • Losing control on the flow of information and potential asymmetry • Underestimate that a message sent out on social media is considered a publication (including comments that are too personal) • Attract negative comments without being able to manage them (“ask the Pope”...) • Create a one-man-show (especially for CEOs) Top managers and social media: what are the risks?
  28. 28. 04/07/2013 | 28 1. Do keep your eyes and ears open, learn from others 2. Do make a clear decision about what you’re up to: Why have this account? What will my communication style be? What am I trying to achieve? 3. If you need support, do make it crystal clear when someone posts on your behalf (e.g. “#staff”) 4. Try to maintain a regular presence: don’t disappear for weeks or months 5. Don’t use inappropriate tone (too formal or informal): often conversational and direct is best (i.e. be yourself!) 6. Always remember that what top management does and says impacts immediately on brand and credibility Dos and Don’ts
  29. 29. 04/07/2013 | 29 Our research is also a barometer of how digitally aware and literate top management is… and the indications are worrying! The penetration of digital into all spheres of business activity make it a cross- cutting, highly relevant area of expertise for managers: • New business opportunities; penetration of new markets; internal organisation, communication and productivity; customer care… Is your management in a position to make informed forward- looking decisions? Social media also provide a direct, unmediated link to what’s happening in the outside world: breaking news, customer sentiment, industry news, thought leadership… Are your corporate leaders “plugged in”? Digital literacy of management
  30. 30. 04/07/2013 | 30 • Our research into social media highlights how this disruptive technology is altering familiar categories • Corporate leaders need to be aware social media make it increasingly difficult to protect their personal life from encroaching on their public, professional role. An already fine line is being blurred: • There is a need for social media training too! Goodbye private? Everything is public domain
  31. 31. 31 What next? Be viral and start a quiet revolution
  32. 32. 04/07/2013 | 32 • Are you using social media as part of your professional role? If not, when will you start? • Are you concerned about your management’s digital literacy? • What are the barriers to expanding wider use of social media by corporate leaders? • What is our role as communications professionals in driving digital literacy and social media use? • How can we transition from a “broadcast” mode of communications towards a “conversation” with stakeholders? Topics for discussion
  33. 33. Email: Website: Blog: Via San Maurilio, 23 Milan 20123 Italy t. (+39) 02 – 3675 4126 f. (+39) 02 – 9287 8792 LUNDQUIST SRL CONTACTS SOCIAL PRESENCE Lundquist company page @Lundquist Lundquist page Lundquist channel Slideshare account Contacts | Dialogue | Sharing