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Developing a social pact


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Developing a social pact

  1. 1. Your Social PACT Building credible and trusted business relationships in your social network
  2. 2. People are the core of your business <ul><li>Companies don’t do business with companies...People do business with people </li></ul>
  3. 3. By nature, your people are social <ul><li>given the chance, people will share their ideas and opinions </li></ul>
  4. 4. But people can also be selfish and fearful <ul><li>Who are you? What’s in it for me? </li></ul>
  5. 5. The process of creating a social PACT
  6. 6. The process of creating a social PACT
  7. 7. The process of creating a social PACT
  8. 8. The process of creating a social PACT
  9. 9. The process of creating a social PACT
  10. 10. Person of Interest <ul><li>Who are you? And why should anyone invest their time in getting to know you? </li></ul>
  11. 11. Associate <ul><li>Now that I know you… I’ve decided to open up a bit and “connect” with you </li></ul>
  12. 12. Credible Source <ul><li>You seem to know what you’re talking about </li></ul>
  13. 13. Trusted Advisor <ul><li>I believe what you are telling me and I trust you to care for my interests </li></ul>
  14. 14. Developing a PACT, like developing any relationship, takes time and effort <ul><li>If you don’t work at it, it will have little value for either party </li></ul>
  15. 15. How do you develop a PACT?
  16. 16. How can you destroy a PACT?
  17. 17. Businesses based on transactions often use “releases” to progress PACT <ul><li>And this will work for relationships with some businesses </li></ul>
  18. 18. This (usually) doesn’t work for individuals <ul><li>Giving disclaimers does not usually instill trust and confidence </li></ul>
  19. 19. Earning trust through innovation <ul><li>Something IBM has been doing for 100 years </li></ul>
  20. 20. We’re a social business and we’re helping our customers become social as well <ul><li>How do we (IBM) and our employees do that? </li></ul>
  21. 21. Through Observations <ul><li>A factual report </li></ul>
  22. 22. Through Opinions <ul><li>An editorial </li></ul>
  23. 23. Through Open Questions <ul><li>Seeking feedback or possible answers </li></ul>
  24. 24. Through Innovative and Original Ideas <ul><li>Something new or unique </li></ul>
  25. 25. “Where Good Ideas Come From” <ul><li>A Natural History of Innovation by Steven Johnson </li></ul>
  26. 26. When hunches collide… you often get breakthroughs <ul><li>“Where Good Ideas Come From” </li></ul><ul><li>by Steven Johnson </li></ul>Credit graphics to RSA Animate http:// = NugRZGDbPFU
  27. 27. Businesses have recognized the value of the salesperson’s rolodex (their PACT) <ul><li>Customer contacts, relationships, conversations and trust </li></ul>
  28. 28. Now we need to recognize the business value of your active social users’ PACTs <ul><li>Social network, customer contacts, relationships, conversations and trust </li></ul>
  29. 29. So you if want to earn the right to become a trusted advisor in your social network
  30. 30. So you if want to earn the right to become a trusted advisor in your social network Get out into the social community where you can be found and there you can find others Identify the “interesting” people and connect with them Look to serve others by observing, offering opinions, asking and answering questions and sharing original ideas and thoughts Treat you social connections with the upmost respect and trust Consider it an honor, a privilege, and a responsibility if you find yourself serving your social constituents as a trusted advisor .
  31. 31. ideas? <ul><li>questions? comments? </li></ul>
  32. 32. thank you <ul><li>it’s been my pleasure </li></ul>Louis Richardson Social Business Evangelist IBM I invite you to visit You can read any of the materials there, but I would suggest you request to join the community so you can contribute and comment.
  33. 33. disclaimer © IBM Corporation 2011. All Rights Reserved. The information contained in this publication is provided for informational purposes only. While efforts were made to verify the completeness and accuracy of the information contained in this publication, it is provided AS IS without warranty of any kind, express or implied. In addition, this information is based on IBM’s current product plans and strategy, which are subject to change by IBM without notice. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this publication or any other materials. Nothing contained in this publication is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. Product release dates and/or capabilities referenced in this presentation may change at any time at IBM’s sole discretion based on market opportunities or other factors, and are not intended to be a commitment to future product or feature availability in any way. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results. IBM, the IBM logo, Lotus, Lotus Notes, Notes, Domino, Quickr, Sametime, WebSphere, UC2, PartnerWorld and Lotusphere are trademarks of International Business Machines Corporation in the United States, other countries, or both. Unyte is a trademark of WebDialogs, Inc., in the United States, other countries, or both. All references to Renovations refer to a fictitious company and are used for illustration purposes only.