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Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)


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Stuart McIntyre's session on overcoming personal objections to the use of Social Business and Collaboration tools within organisations

Published in: Technology, Business

Social Business - The Irresistible Force to Overcome Immovable Objections (IBM Connect 2014 BP310)

  1. 1. BP310: 
 Social Business: The Irresistible Force To Overcome Immovable Objections Stuart McIntyre, Social 365 !1 © 2014 IBM Corporation
  2. 2. Stuart McIntyre… e r y t In c tM r a tu S @ !2 Please tweet comments and suggestions…
 @StuartMcIntyre #IBMConnect #BP310
  3. 3. This session ▪ Abstract: "I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my being the only source of my knowledge".... We've all heard objections like these - reasons why key individuals cannot spare the time to share knowledge or to collaborate with others.
 Whatever their role, be it as executives, consultants, sales people or any other part of your organisation, for Social Business to truly revolutionize your organization's culture and productivity, these objections must be overcome.
 Learn from Stuart's many years of experience of driving adoption in organisations around the world, to find out how to make the benefits of Social Business irresistible for all your staff, no matter how immovable they might appear! ! ▪ ▪ ▪ ▪ !3 It is not technical… Not specific to IBM Connections Based on experience rather than exhaustive study Focused on users or groups of users, not the organisation as a whole
  4. 4. Social Media c. 2007/8 !4
  5. 5. Social Media 5
  6. 6. Social Media 6
  7. 7. A reminder: The 6 Key Characteristics of Social !7 Report available from
  8. 8. 1. Social is not a product !8 Image via
  9. 9. 2. Social technologies enable social behaviors to take place online Image via
  10. 10. 3. Platforms for content creation, distribution, and consumption !10 Image via
  11. 11. 4. Can capture the structure and nature of interactions among individuals !11 Get your own Social Graph via
  12. 12. 5. Can be disruptive to existing power structures (corporate and governmental) !12 Image via
  13. 13. 6. Enable unique insights !13 Image via
  14. 14. IBM Connections !14
  15. 15. Or: !15 OR…
  16. 16. You’ll achieve… Music via Image via
  17. 17. Image via
  18. 18. Objections might be voiced and/or unvoiced !18 Image via Andrew Pollack &$file/frustration.png
  19. 19. Could be conscious or sub-conscious Image via
  20. 20. So what can you do? 20 Image via
  21. 21. Bribery? Just kidding! Image via
  22. 22. Coercion? 22 Image via
  23. 23. Just Give Up? Image via
  24. 24. No! 24
  25. 25. Irresistible force? Image via
  26. 26. McKinsey & Co (March 2013): ▪ Nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners ! ▪ 20 percent of organizations using social technologies now ‘fully networked’ ! ▪ About one-third of executives say their companies use data from social-technology interactions to respond immediately to either consumer or employee concerns !26 Ref:
  27. 27. Immovable Object(ions)? Image via
  28. 28. So what are the objections?
  29. 29. In my experience…
  30. 30. From students… 30 Image via
  31. 31. To Book Authors and Editors… 31 Image via
  32. 32. To Aid Workers… Image via
  33. 33. To Business Consultants… Image via
  34. 34. And Executives…
  35. 35. My Top 5! Image via
  36. 36. 1. ’It will slow me down…’ ‘I’m too busy…’ IT WILL SLOW ME DOWN 36 Image via
  37. 37. 2. ’My work is highly confidential…’ 37 Image via
  38. 38. 3. ’That’s the role of internal communications or marketing…’ 38 Image via
  39. 39. 4. ’How will I deal with negativity?’ 39 Image via
  40. 40. 5. ‘I’m never in the office…’
  41. 41. Broadly match results that McKinsey found !41 Ref
  42. 42. Other common objections ‘It’s a fad’ ‘Social is what my kids do…’ ‘My position depends on my being the only source of my knowledge’ ‘I’m worried we’ll cause a crisis’ ‘I’ll lose control’ ‘It’s a waste of time!’
  43. 43. And if all else fails… ‘I don’t want to…’ !43 Image via
  44. 44. So how to overcome the objections? !44
  45. 45. Two combat strategies… ▪ Anticipation ▪ Pre-empting objections – in other words by anticipating and responding to the objection before the user has even had a chance to voice it ▪ Adaptation ▪ Dealing with the objection as it arises !45 Image via
  46. 46. Some general tips when handling objections ▪ Listen carefully
 ▪ Gather information
 ▪ Check your understanding
 ▪ Trial solution (talk it through)
 ▪ Handle objection (plan/execute changes if appropriate)
 ▪ Check objector’s satisfaction with solution
 ▪ Ask for/continue discussions !46 Image via
  47. 47. So let’s review the top five in more detail… !47
  48. 48. 1. ’It will slow me down…’ ‘I’m too busy…’ IT WILL SLOW ME DOWN 48 Image via
  49. 49. A) Always start with personal productivity… ▪ How do you ‘do business’?
 ▪ How can you do it better?
 ▪ How much time do you spend finding information?
 ▪ How do you find people? Personal is much easier to discuss than organisational… !49
  50. 50. Then go deeper… ▪ How do you run your meetings?
 ▪ How do you distribute information?
 ▪ How do you run projects?
 ▪ How do you capture ideas?
 ▪ How do you gather feedback? !50 Image via
  51. 51. For each task, there is a better way… ‘An effective meeting is 80% planning, 20% execution. Too often people spend most of their time in the meeting and the least amount of time getting ready for it. Plan better meetings. They don’t just happen.’ Tim Lewis ▪ Determine the nature of the meeting
 ▪ Create a community for the team
 ▪ Set up the meeting as an activity
 ▪ Define purpose and draft agenda
 ▪ Collaborate on the agenda
 ▪ Schedule the meeting
 ▪ Meet using Sametime
 ▪ Follow up in the community !51 Image via Quote via & Michael Sampson
  52. 52. Highly Recommended… !52
  53. 53. B) Focus on Mobile and ‘Contextual Access’ 53 Image via
  54. 54. How much time do we waste? Pace Productivity Study:
 How Sales Reps Spend Their Time, 2010 National Bureau of Economic Research ‘What Are We Not Doing When We're Online’, October 2013 !54 NBER study via Pace Productivity Study available at
  55. 55. C) Reward and Recognize !55 Image via
  56. 56. It’s about recognising contribution, not distributing badges! !56 Images via and
  57. 57. D) Offer measurable positive trade-off in return… Successful collaboration initiatives need to:
 ▪ Take into account the specific business activity, or context around which people collaborate so that collaboration becomes a natural part of what they need to do every day.
 ▪ Compensate for any change in the routines or habits of individual participants — for example, this compensation could be in the form of a reduction in the amount of effort required by those individuals to carry out their work (especially when individual workers can carry out their collaborative work using email or other personal collaboration tools) ! - Gartner’s Magic Quadrant for Social Software in the Workplace 2013 !57
  58. 58. 2. ’My work is highly confidential…’ 58 Image via
  59. 59. A) So how do you ‘Do Business’ today? !59
  60. 60. B) How do your customers expect you to do business? !60
  61. 61. C) What is the nature of the confidentiality required? C O M PA N Y A !61 C O M PA N Y B Virgin image via BA image via
  62. 62. D) Social and Governance are not mutually exclusive ▪ Many archiving, governance, security tools for Social Business platforms, e.g. !62 More details on Actiance Vantage at
  63. 63. B) Social != Open Connections and other Social Business platforms have very granular levels of security By community /
 sub-community By library By file Backends are 
 highly compliant Many governance
 solutions available Not limited by entity type - can mix communities and individuals when sharing Image via
  64. 64. C) How do you control security today? ▪ Typically… Policies, procedures and guidelines ! ▪ IBM’s Social Computing Guidelines provide excellent template: ▪ Available as PDF and on Slideshare ! ▪ Also very useful list of List of 40 Social Media Staff Guidelines !64 IBM PDF at IBM Slideshare at
 List of 40 Social Media Staff Guidelines at
  65. 65. 3. ’That’s the role of internal communications or marketing…’ 65 Image via
  66. 66. How’s that working for you? ▪ So is it happening?
 ▪ Do they always ask you so they can tell others? ! ▪ Do colleagues actually read the updates?
 ▪ How do you update your team today?
 ▪ How do you find out what your peers are working on? !66 Images via and
  67. 67. 4. ’How will I deal with negativity?’ !67 Image via
  68. 68. Negativity ▪ These behaviours and opinions are not new ! ▪ They were voiced at the water cooler, at the bar or over the phone ! ▪ But if they are an issue, then fall back on: ▪ Governance tooling ▪ Policies and ethical standards ▪ Complaints & disciplinary procedures !68 Image via
  69. 69. 5. ‘I’m never in the office…’ Image via Image via
  70. 70. Reduce the friction ▪ In my experience, Social Business adoption is hindered more by barriers to access than any other factor ! ▪ E.g. One of my customers requires the following: ! ! POWER ON PC ! UNLOCK BIOS ! S TA R T WINDOWS LOGIN TO WINDOWS LOGIN TO VPN LOGIN TO PRODUCTION NETWORK SSO TO CONNECTIONS SHARE ! ▪ Would you bother? ! ▪ Native apps on desktop and mobile devices make all the difference, particularly when VPN or access to DMZ is seamless. If not, why not? !70
  71. 71. The measure is always Twitter and Facebook* ▪ Sharing and access to shared resources and content must be as easy as the public Social networks ! ▪ If it’s not, why not? ! ▪ All of the major vendors have mobile apps, improving all the time… Use them and ensure you deploy to all devices ▪ Pre-configured with user names and passwords ▪ With notifications enabled ▪ With security and remote-wipe etc. enabled ! ▪ Should feature strongly in immersion workshops (see later slide) !71 * And often Dropbox too…
  72. 72. Consider “Immersion Workshops” Build company and culture-centric platform and data set Not live/production platform - all content will be deleted Create manufactured personas Run workshops where users get to experience platform and interact with others Then give access to production platform Image via
  73. 73. No better way to drive adoption than to adopt oneself ▪ As an advocate for Social Business in your organise you should live and breathe it… !73
  74. 74. In summary… ▪ Users have reasonable objections ! ▪ Listen, understand, document, propose, revisit… ! ▪ Focus on personal productivity before organisational productivity ! ▪ Mobile access is a massive part of overcoming objections. Make it seamless! ! ▪ Security and behaviour concerns can be managed using governance tools and policies ▪ And finally…
 You will likely never get 100% buy-in or adoption, even if all objections are overcome… !74
  75. 75. Elephants can dance! 75
  76. 76. So what next? !76
  77. 77. Remember… But in truth, social software users do and the business problems the tools address. Jakob Nielsen, Usability Guru