While there are no formal rules for success, I have created the following eBook unlocking the secrets to social success based on my experience in the trenches. On top of that, six other social business thought leaders have contributed their social secrets to supplement my insights. Many thanks to the following contributors:
By implementing or adjusting your strategy according to The Business Guide to Social Success, I truly believe you will draw others in at all levels of the enterprise and throughout the ecosystem. Just remember, a complete social business transformation takes time, but having a strong strategy will ensure you are focusing on the activities that will have the largest ROI.
Over the holidays, I had the pleasure of visiting with a former professor who was instrumental in my career development, Terry Hemeyer. He introduced me to the world of crisis communications more than a decade ago, and is one of the county’s leading experts on the topic.
Inspired by him, I worked in the crisis communications practice at a public relations firm after graduating from college. I got great experience leading executive media training sessions and performing simulated crisis drills. However, most of my work in this space was spent creating binders and binders of blueprints for crisis situations. As social technologies emerged, I created dozens of plans for scenarios like, “What if any employee tweets confidential information?” OR “What if a blogger writes something negative about us?”
Then, in 2008, a crisis literally hit close to home.
For weeks, my parents were without power and water after Hurricane Ike. They had a hard time getting updates or communicating. This personal experience changed my professional crisis strategy. I realized I needed to be more agile and fast.
If you aren't prepared, social can be a "threat." But with the right strategy, social can be a huge help during a crisis.
Here are the 5 Roles Social Can Play During a Crisis
1. Source. From employees tweeting from the wrong account to inappropriate hashtag bombing (the modern form of ambulance chasing), some big brands have suffered from social crisis situations.
2. Catalyst. There are approximately 3.3 billion brand mentions on social a day, according to KellerFay. So, it’s easy for a simple issue to quickly spiral. Without having a formal social media monitoring and response process (see: Listen Up, Social Managers!), it’s easy for social to become overwhelming. However, Jive Champion Emilie Kopp put it best when she said, “there are two primary words you need to know in order to be a good social media manager: thanks and sorry.” A simple action to let users know they are being heard or a formal apology can go a long way online. It’s better to join the conversation when it’s a spark then try and step in during a fire.
3. Employee communications channel. Social intranets are faster, more intuitive, and have changed enterprise crisis communications profoundly. During a crisis situation, it is key that information moves across the network and not up or down org charts. Ted Hopton at UBM shared a great example of this via status updates on the Jive Community. UBM effectively used Jive during Hurricane Sandy to communicate with employees.
[Watch this webcast and see how McGraw-Hill implemented a social intranet to improve employee communication.]
4. Customer communications channel. External support and marketing communities are a quick and easy way to engage in real-time with customers and prospects during a crisis. From digital newsrooms to corporate blogs, social has emerged as a primary brand crisis communications channel. One of my favorite examples of this comes from Premier Farnell. During the launch of a hot new product, their website crashed; therefore, they utilized their Jive-powered, online community to surface relevant information, reassure customers, and help resolve ordering issues.
5. Resource. Listening not only helps identify potential crisis situations, it’s also a good source for information.
If one of your New Year’s Resolutions is to put together a crisis communications plan in the social age, here are the first 6-steps of a social crisis communications plan:
What role has social played in your crisis communications strategy? Share your story in the comments below.
Since we have survived the end of the Mayan calendar and are heading into the New Year, I decided to take a look back at the Jive Talks blog in 2012. Below is the list of the top 10 posts that generated the largest traffic. Special thanks to all of the contributors for making this an awesome year!
During her 5 years with Jive Professional Services, Carrie has helped dozens of customers through the implementation of their communities. She shares great best practices for rollouts.
Jive's Social Manager shares her 7 Pillars of Social Marketing Success.
Jive's CMO shared what this news meant for the industry, users, and Jive.
The Community Roundtable shared the "Community Maturity Model," which helps frame how the management approach needs to change as a social business matures.
Jive's Chief Strategy Officer shared his thoughts on how to win with social business.
This blog posts sparked one of the biggest debates in the Jive Community in 2012.
As an Internal Community Manager, it is critical that you listen, understand, acknowledge, and readily address the concerns of your community members. Combat the most common excuses.
Natural thought leaders are perhaps the most powerful force shaping opinion within any community. Learn how to empower them.
Don't underestimate the power of of policies, education and training!
FTW! Keep an eye out in 2013 for a follow-up post focusing on other key social business roles.
Happy New Year, thanks for reading and let us know if we missed one of your favorite posts.
PS. If you are interested in becoming a contributor to one of the Jive community blogs, please contact our community manager Ryan Rutan.
While this recipe is still being perfected, I wanted to take the opportunity to say that I've loved sharing my insights and look forward to continuing this journey together.
As I begin working on the next batch of blog posts, I want to hear from you!
*What topics would you like me to explore next?
*What insights can we provide on how Jive jives?
*What has been your favorite post? Your least favorite?
In case you are just joining this series, here is a checklist/recap of how you can build a social media program:
Step 1: Define
Step 2: Integrate
Step 3: Listen
Step 4: Engage
Step 5: Build
Step 6: Activate
Step 7: Analyze
Look forward to hearing your thoughts!
Like most Americans, I'm spending this week reflecting on what I'm most thankful for (and stuffing my face with turkey). Professionally, the two things I'm most grateful for are 1. an amazing social team (Ryan Rutan Melissa Barker) and 2. the ability to show their value to the organization.
Last week, the entire marketing team at Jive headed to Denver for our 2013 planning sessions. It was great to get together #IRL, share best practices from across teams, and brainstorm how to make sure next year is the best ever for our company, customers, and employees.
One of the topics of discussion was what are the best ways to measure social media marketing success. I'm not talking about branded communities, I'm talking about the value of participating on consumer social networks like Facebook. According to a Forrester, nearly 66% of interactive marketers are NOT currently measuring their social marketing initiatives today. I think this is a shame! As an evangelist for all things social, I want to take this opportunity to share how I'm reporting metrics on two levels: social media success and business value.
Let's start with general social media metrics. Marketers are comfortable evaluating certain types of communications - like emails. You can track open, read, and click-through rates. Social also has three core numbers that I look at weekly:
Activity: # of outbound activities Jive publishes on social channels. This metric includes proactive pieces of content, reactive responses, and curated content sent from social channels. Examples: #YouTube videos, Re-Tweets, Facebook posts, SlideShare presentations, LinkedIn posts
Reach: # of community members we are reaching. Reach is an easy thing to compare to the traditional marketing metric online advertising impressions. But it also looks at something a bit more concrete - our "current network." This is our opt-in # for social communications.. Examples: Facebook fans, Twitter followers, blog subscribers, brand/product mentions.
Engagement: # of interactions Jive experiences on social channels. If reach is like impressions in direct marketing, engagement represents click-throughs. Examples: Facebook comments, Retweets, bit.ly clickthroughs.
[To track all of these metrics, Jive uses Spredfast (www.spredfast.com), a robust social media management platform.]
All of these metrics are really helpful for optimizing our social channels and ensuring we are adding value to the massive number of conversations happening on streams.
The second set of metrics aligns more closely with real business value and includes items like the following:
How do you measure social in your organization? What aspect of social are you most thankful for in 2012?
My point - building and recognizing true loyalty is hard. Sometimes social managers assume that by giving away the latest tech toy or, let's be honest, Apple product, they will build loyalty. However, in order to be successful, it's necessary to build meaningful relationships with your loyal influencers. But what does this mean?
A lot of people have debated the meaning of "loyalty," "satisfaction," and "influencer," so I'm not going to go down that route. Instead, I will share 5 tips for moving away from being just another mass marketer on social to delighting your customers, employees, partners and fans.
1. Activate You have to make it easy for people to share your content in a meaningful way. Much like right-rail ads, people have become accustomed (a.k.a. now gloss over) social sharing buttons on websites. However, when you build a meaningful or unique experience, they will want to share that with their network. For example, for a recent campaign, we created a Facebook application that asked, "What Type of Office Hero Are You?" After answering a few simple questions, users got an avatar that they could share with their social networks. What's even more interesting is that when people shared that information, I could see who shared, what channel they used, and how many people clicked on the link. In essence, I could track loyalty to the application and influencer. Plus, we gave our customers an exciting experience.
2. Reward Building a good relationship with influencers is more than just increasing word-of-mouth-marketing. It's important to also reward people. For Jive's recent user conference, we created a series of online games for attendees. We understood that people attending the conference are some of our most loyal customers; therefore, by doing online games, they could earn their share and be motivated by limited edition badges and prizes. More than 10% of conference attendees completed the full game, and because several of the activities tied to social media goals (i.e., follow us on Twitter), we were able to increase our social reach among qualified people.
3. Recognize Don't assume it's all about the #bling. Customers aren't always looking for a t-shirt or gift card. They are actually trying to build a better connection with you. We regularly spotlight Real Office Heroes - a.k.a. customers who are pioneering social business at their organization. When we spotlight a user, we do a brief three-question blog post with them that is featured on our community, share the post on our social channels, have them show-up as the cover photo on our corporate Facebook cover image, etc. Here is an example of a blog series highlighting customers: Real Office Hero Spotlight: Tracy Maurer, UBM
Weekly, we also do #ThursdayThanks on Twitter, highlighting community members that said nice things about the brand or our products that week. This is an idea we got from Emilie Kopp at National Instruments:
4. Amplify Once you've gotten people talking, it's time to amplify their voices. As seen by the examples below, we've taken customer-generated social content and turned it into conversations starters on other platforms. For example, when we recently sent Jive-branded boxing gloves to attendees of last year's user conference. Enthusiastically, people shared tweets and pictures of their gloves. We then used that user-generated content on this year's conference website and on our official social channels.
5. Look Inside You don't have to look far to find advocates. At Jive, we've done a series of employee video interviews. The subjects are nominated by their fellow employees, and informally discuss how they use social business tools to get their jobs done. We've featured people from various departments, including support, human resources, engineering, and product marketing.These YouTube videos allow us to:
How do you build valuable relationships with loyal influencers? Comment below.
As the social media manager at Jive, I know our social ecosystem would not be complete without your help. We appreciate the thoughtfulness and ingenuity in everything you do. To make it easier for you to get social this week, I've compiled a list of activities.
Have a compelling success story, or a funny photo from the show? We would love for you to share it!
Here are the major ways to get involved:
The JiveWorld12 Challenge: https://community.jivesoftware.com/community/jiveworld
Be sure to take the JiveWorld2012 Challenges! We are doing a series of games, and you can earn some awesome prizes and new Jive Community badges.
Daily, we will be posting the don't miss activities and onsite videos. It's also a great way to network before you get to Vegas or stay tuned in if you can't make the show.
Twitter: @jivesoftware, @jiveworld, @jiveofficehero, #jw12, #jiveon
We’ll be streaming mentions of #jw12 on larger than life monitors during JiveWorld. If you tweet and use the #jw12 hashtag, your tweet will be displayed for the entire conference to see.
Connect with a community of fellow #socbiz superstars and participate in fun activities. I'm dying to know WHICH OFFICE HERO ARE YOU? (Jive Software - Palo Alto, CA - Internet/Software - Office Hero | Facebook)
Instagram and the Mobile Photo Contest: @jivesoftware #jw12
Capture all your greatest moments using your smart phone, uploading to Instagram or the JiveWorld mobile app, and show off that unique artistic side for a chance to win some cool SWAG.
YouTube: www.youtube.com/jivesoftware, #jw12, #jiveworld, #jiveofficehero
Can't make it this year? Don't worry. We’ll be capturing clips of our customers and speakers throughout the event and posting them live. If you're onsite andcapture some of your own videos, remember to use the hashtags above when you share them.
Join our LinkedIn group and stay connected to the people you meet IRL.
Google+: @jivesoftware, #jw12
Share with your circles, give them the gift of Jive. Leave no stone unturned.
Help us spread the word about JiveWorld12, make some industry history, and keep setting the social trend. I look forward to seeing you in Las Vegas, and please let me know if you have any questions.
As an adult, building a community has that same sense of awesomeness.
Here is a list of the top 7 things LEGO taught me about building a quality community.
Accessibility. You can find LEGO building blocks anywhere (especially stuffed between the couch cushions at my cousin's house). Social business needs to be the same. A strong enterprise community should span internally and externally, across departments, geographies, and devices.
Usability. Unlike Ikea furniture, anybody can pick up a few LEGO blocks, stick them together, and build something amazing. A good community should make it easy for members to go from a newbie to expert in record time, with engaging tutorials and introductory tours.
Fun. LEGO allows people spend hours being creative. Enterprise communities should engage users. With recent improvements in areas like gamficiation, this becomes a lot easier.
Beneficial. LEGOs are more than just an entertaining toy. By playing with LEGOs, kids learn things like simple mechanics. The same should ring true for your community - members should learn through building and sharing.
Next Generational. LEGO has evolved its product offerings. In a previous role, I got to help launch the LEGO Mindstorms NXT. This flavor of LEGO allows you to build and program robots - a far advancement from the standard building blocks. A good community will also adopt next-generation technologies, such as enterprise applications, social search engines that knows what you're looking for and find it fast, and adaptive social intelligence to provide more personalized, relevant results.
Versatile. By buying a single set of LEGOs you can make several different creations. One day, you'll build a log cabin and the next day a castle. Building a community is similar. With an investment in one strong social business platform, like Jive, you can build a variety of vibrant communities for areas like customer support, sales and marketing, social intranet, etc.
Leader. Every box of LEGOs comes with one of those cool little, plastic people. Like those guys, it's key to have a community manager, who can serve as the front-man. Altimeter Research’s Jeremiah Owyang studied community manager job descriptions from 16 different organizations and found four key elements: community advocacy, brand evangelism, savvy communication skills and editorial planning, and liaising between internal decision makers and community members. One of my mentors was Jake McKee, who served on the front lines of community management for LEGO. Check him out Jake McKee | LinkedIn.
While building a community might not feel like child's play, just remember that it can be fun and the hard work will pay off in the end.
Now, if I can only get my hair to stay as perfect as the LEGO girl's....
As a social media practitioner, I know it is sometimes overwhelming to remember all of the day-to-day responsibilities we have.
Did I post an update on Facebook?
Did I listen to all of my customers on Twitter?
What the bleep should I do with Pinterest?
How is my new YouTube video performing?
Add to these internal questions all of the inquires from corporate stakeholders, the blogs you have to read to stay updated on the latest trends, and education you must provide as a social pioneer, and it can seem like you are drowning in a sea of post-it notes (or in my case digital alerts).
As we covered, there is a lot of noise on the social Web so once you've started to Listen Up, Social Managers!, you can start engaging and the real fun can begin. Here are some strategies I've deployed at Jive to gain efficiencies and ensure I'm spending my time doing the things that really matter.
The first step is to create a detailed content calendar that tracks all of our proactive and reactive social conversations. From Tweets to detailed blog posts, we are strategic about the dialogue we were starting and joining.
Integrated Content Strategy
Additionally, we leverage our limited resources. For example, when we launch a new white paper, we re-purpose it into a series of blog posts, interview the author for a YouTube video, and promote all of these assets on both social and traditional outlets. This helps ensure we have a steady flow of information.
Vary Types of Conversations
We also focus on having different types of content and ensuring the frequency of each is relevant to each social channel (based on our previous ecosystem and engagement analysis).
We set a goal to have 50% of our content on sites like Twitter come from outside sources. We wanted to ensure we were engaging and not a mass marketing machine.
Our plan for paid social is to Build, Nurture, and Convert our target audience. The early emphasis is to build Jive’s opt-in audience while opportunistically pushing conversions. As we mature in this area, the mix will gradually shift as the nurture campaigns prove successful. (We are currently still working on this aspect our program).
Bridge Online and Offline
A great example of this is our recent Office Hero campaign, which we launched to help support a free 30-day trial of Social Business Software. While the Office Hero YouTube video was central to our strategy, we wanted to engage in offline activities too. So, we did some larger than life activities in NYC Times Square and at relevant events like BlogWell Chicago. We had social media coordinators on the streets engaging audiences, going to Good Morning America, and capturing all of it on sites like Instagram, Twitter and YouTube.
How do you ensure you are building an engaging Social Business? What has worked well (and not so well)? Let's learn from each other!
Links to Previous Posts in this Series:
Right now, the Social Business industry is buzzing with information pouring out of the recent McKinsey report, "The social economy: unlocking value and productivity through social technologies."
Some of the most interesting stats in the report include:
To get a better understanding of the current state of social, I sat down with Jive's CMO John Rizzo.
What is the #1 factor of success for building a next generation company?
As the economic realities of today continue to be uncertain and turbulent, companies must extract maximum amounts of business value from their number one asset: their employees. Today, about 40% of enterprise spending goes to employee costs. According to McKinsey, knowledge workers in the enterprise spend 28 hours a week doing email (invented 40 years ago in 1971 and I doubt we'd find anyone today that loves email), searching for information (does anyone really like the way that enterprise document search works?), and collaborating internally. If companies can surface just one day more a week of productive time by cutting those 28 hours to 20, then we can create hundreds of billions of dollars in productivity.
Next generation companies are trying to unlock their most valuable assets - their people. By using social business technologies, they can accomplish this goal as well as have greater sales growth, more innovative products, and better customer relationships at a lower cost.
What is the #1 trend you are seeing in the Social Business industry today?
We're crossing the chasm. The early adopters are now truly able to show how social business technologies, like Jive, derive massive value. Overall, we're shifting from an early stage market to a mainstream one.
In one word, how would you describe the future of Social Business?
One word: Yesterday. Social business is SO 2011. At Jive we've moved far beyond talking about Social Business as a technology and are now moving onto mainstream usage where massive business value is unlocked. This is not about social anymore. It's about taking what we've learned by being out in front of creating this market and being focused on technical features, and unlocking employee productivity and value in ways that hasn't ever been possible until now. Social is yesterday. Value is today and tomorrow. And Jive is the only one with proven value.
Comment below to ask John Rizzo your social business questions.
We're all familiar with the following scenario - a customer complaining or asking a question about your company or product on Twitter.
This tweet is an opportunity. Today's social Web provides great insight into what is being said about your organization, products, markets, and even the competition. By tracking important wikis, forums, blogs, and other Web content, you can now engage customers and prospects to quickly identify opportunities and threats, share them in real-time, and collaboratively respond. If done correctly, you can help develop your company's brand WITH your customers.
In this case, the message is Jive listens to their customers.
In this post (part of the 7 Pillars of Social Business Success series), I will cover LISTENING.
Your public relations team is probably doing a great job monitoring online conversations; however, much of their gathered intelligence often lives in a vacuum. It commonly gets buried in inboxes and on servers or is shared in a silo among team members who have access to expensive social media monitoring tools.
Additionally, with the "old school" public relations model, few employees beyond marketing or support teams are even empowered to actively engage customers and help develop the corporate reputation. I see this as a problem. As the senior social media manager at Jive, my team is responsible for listening, responding and tracking key conversations. We need a better method than spreadsheets, emails, and standalone listening services that charged by the keyword. We need to bridge the conversations happening inside and outside the firewall.
Utilizing a combination of Jive tools and Spredfast, I developed 6 Steps to Social Media Monitoring.
Step 1: Collect Information. The Jive social media team acts like classic telephone operators. We use software as well as insights from our employees to listen to key conversations in the social Web about the brand, products, markets, etc.
Step 2: Filter. Then, we apply several filters to determine if the conversation helps meet one of our core social business objectives. We determines whether these conversations can impact our goals of support, product feedback, sales, marketing, public relations, or community-building. We also evaluate the source to see if they are influential or if we have a historic relationship with them. Finally, we looks to see if responding would be a good opportunity from an SEO standpoint.
Step 3: Engage the Subject Area Experts. If it meets one of the items on the checklist, we post a link to the “actionable conversation” directly into the employee community or branded public community with Jive Anywhere. In the communities, we can then have a detailed conversations about the best response and pull in topic experts. This step is especially important at large or complex organizations. It is impossible for one person or a team of people to be experts in each area of the business, so leveraging the employee network and branded customer community helps ensure the best response.
Step 4: Respond. Either a member of the “core response team," or a topic expert responds on the original platform and links to valuable content and resources.
Step 5: Assign Sentiment. Next, we assign the post a sentiment score. This helps keep track of our overall brand perception on the social Web as well as helps us identify any potential crisis communications issues. We've found that 80% of the conversation is neutral; therefore, it’s really important to take action on the outliers. Keep in mind, while sentiment is subjective and not perfect, we've developed ways to use sentiment to help track the online attitude, opinion or intended meaning of a writer and their message.
Step 6: Analyze. All of these actionable conversations are then tracked, recorded and searchable for inclusion in metric reports as well as for making business decisions about innovation, marketing messaging, prospects, support plans, etc.
It's also important to note that listening on the social Web isn’t just about being reactive. It's great for relationship-building and competitive insights.
For example, Emilie Kopp is the internal subject area expert on robotics at National Instruments (NI). She was listening to a blogger talk about the industry. Although the post didn’t mention NI, she was able to add value to the conversation by linking back to her own blog and a targeted discussion space in their public community for more information. This simple task opened up dialogue and helped her build a relationship with one of the top subject experts in the world.
At Jive, we are also utilizing listening tools to look at competitor conversations. We can see where they are being discussed, who their key influencers are and stay updated on their latest news all in one tool.
While 140 characters seems small, there is a huge opportunity when you listen, empower your employees and customers to respond, and utilize the insight gained to make real business decisions.
Click Below to Read Previous Posts in this Series:
This post is part of an 8-part series on the pillars of social business success.
Once you have taken the big plunge and "DTR" with social business (see: It's Time to Define the Social Business Relationship) , you're ready to start integrating social into your organization.
Since 2006, I've had various "social titles" (community manager, community marketing, social media manager, social specialist, social business manager, etc.). Despite all of this evolution, one thing always remains the same - you will run into people that think social is merely a way for new moms to share baby pictures on Facebook and will only reduce productivity in the office. There are several ways to combat this and ensure that your organization has Social DNA.
The first step is to find a leader who is willing to back (or at least experiment) with social. I've spent a great amount of time (and sleepless nights) trying to convert the non-believers. However, I learned it's better to find and empower an executive who can champion your successes. Otherwise, you will spend wasted energy trying to get the entire leadership team to jump on the social bandwagon.
Once you have some executive support, you're ready to begin genome mapping internally. There are various models for how to structure your internal integration; however, the one that has worked best for me is the Hub and Spoke.
At Jive, we used our own social intranet to create a virtual "social business team" with contacts in key departments that help integrate the social into their primary functions. For example, a sales rep drafts content for the rest of the sales force to send to prospects and current customers when we create a new Facebook App. This group meets regularly to discuss strategy, review employee social guidelines, and get trained on specific social technologies. The goals of this group are (1) to ensure all of our employees are empowered and rewarded for participation and (2) that we successfully meet our social targets.
Once you have a social team aligned, you can start integrating all of your Social Strategies. We formed one core team to handle all promoted, earned and owned social media in order to drive activity, reach and engagement. In doing this, we were able to create a social funnel and prove that social acquisition of fans and followers plus increased engagement equals leads and measurable sales.
The final integration, and possibly the most important, is to determine how to integrate social throughout the customer journey. This unprecedented level of connection means we can successfully impact, nurture and track from a "like" on Facebook all the way to a advocate using social technologies!
In summary, integration is key in order for social to work at, well, work.
Here are the previous posts in this series:
What problems have you encountered in your journey to integrate social into your organization?
Community and social media managers at organizations large and small are struggling with how to increase adoption of social business technologies. While there are no formal rules for success, I have compiled the following 7 Pillars of Social Business Success for Marketing based on my experience in the trenches. By implementing or adjusting your strategy to fit the following framework, I truly believe you will draw others in at all levels of the enterprise and throughout the ecosystem Just remember, a complete social business transformation can take a long time, but having a strong strategy will ensure you are focusing on the activities that will have the largest ROI.
I'll be doing a 8 post blog series on these pillars and would love for you to chime-in throughout with questions, comments and general feedback. So, let's dive in.
Pillar 1: Define
Like any good marketer, the first step is to clearly identify your Target Audience. For Jive's social strategy, we are always trying to connect withpassionate, credible, and connected individuals both inside and outside the organization.
Next, it's key to align social business objectives with REAL business goals and set measurable targets for them. At Jive, we focus on the following social business goals:
Finally, it's easy to get caught-up in the "what's in it for me?" Therefore, for any new social business project, we always ask "what does the audience get?" By participating in things like reading this blog, we hope customers, prospects, influencers, and employees get:
Fellow marketers, what are your defining steps? What business objectives are you trying to accomplish through social?
Since 2007, I've worked with Emilie Kopp. While we were at National Instruments together, Emilie helped draft the original requirements document that led the business to choosing Jive for their external community. Additionally, she was the top engineering blogger, where she geeked out about everything from miniature robots to samurai's. Now, she serves as the social business strategist for NI. She defines, evangelizes and coaches strategic usage of social technologies across the B2B enterprise to measurably impact business objectives.
I sat down with Emilie and asked her about Social Business and JiveWorld12.
What advice do you have for those who are new to Social Business?
Now, more than ever, in order to be a good marketer, you must be a good listener. Before you start engaging with customers on the social web, put listening processes and tools in place so you can listen before you join conversations.
What's the biggest lesson people will take away from your JiveWorld12 session?
It's critical for any business engaging on the social web to actively monitor and react to threats and opportunities to your brand. I'll walk through real examples from a tech B2B, sharing how NI listens to social conversations (using Jive tools) and the lessons we've learned along the way.
What aspect of JiveWorld12 are you looking forward to the most?
Networking! This is one of my most anticipated conferences of the year because I know I'll speak to like-minded individuals who stay up at night thinking about the same challenges as I do. Social strategists unite!
More from Emilie:
Connect Emilie Kopp on LinkedIn.
Read Emilie's Social Business Blog Posts: Internal Community Managers ... | Jive Community
See the National Instruments Case Study: National Instruments - Jive Social Business Case Study
Meet Emilie in person at JiveWorld12. She's speaking at the Social Business Bootcamp and Ignite session for community managers.
One of the best parts of my job is sharing best practices with fellow Jive fans. As part of our ongoing Office Hero outreach, I will be interviewing Real Office Heroes to learn the secret behind their success. This week, I'm proud to feature: Tracy Maurer, Collaboration Systems Manager at UBM.
Tracy is an Enterprise 2.0 system administrator, evangelist, community manager, and trainer at UBM. An especially important goal of hers is to connect people from various divisions within UBM who otherwise would have no means of meeting, so that they can share experiences and opinions and thereby create new business opportunities.
She has used her experience as an E2.0 "outsider" (someone not initially involved in the implementation yet who was converted to an evangelist by the power she found in the tools) to her advantage in convincing others to give it a try. She is a member of The Social Business Council, The Community BackChannel (#cmtybc), and TheCR. You can follow her on twitter @tracymaurer.
Tracy, tell us the story of your social business journey.
My personal social business story started when UBM decided to pilot Jive. I was a director on the product team for one of the many UBM divisions, and was asked to be involved in championing the new platform for my department (product management). I was like many people in assuming it would create extra work for me, so I was somewhat skeptical and lacked some enthusiasm. But because I knew it was a pet project for our CEO, I decided to bite the bullet and dive in. I was pleasantly surprised by the ease-of-use, the amount of visibility I was able to generate for key projects, and the time that I was actually able to save myself in the long run. I ended up enjoying working in and with the platform so much that when a role became available on the team supporting it, I quickly applied (heck, I’d been asking when they were going to need more help so I could be first in line!). I’ve learned so much since then, and been so grateful for the opportunity to help so many people across our global business to connect and get work done in a more efficient, visible and connected way. And the people that I get to work with from other companies who offer advice, suggestions and camaraderie has been outstanding as well.
What's the biggest benefit of social business?
For UBM, by far the biggest benefit has been being able to connect people from around the world and from very disparate divisions. Our Jive instance is the only software shared by the entire company, and it has allowed people to keep from reinventing the wheel in many areas including 3rd party product evaluation, product development and contract negotiation. People have shared code, contacts, content and their lives. And employees who have only ever met virtually have ended up making decisions to meet in real life, both for business and personal reasons.
What's the #1 piece of advice you would give to a new social business practitioner?
As a new practitioner, you are likely to experience a lot of push-back or resistance. Find and document the ways that people benefit from using social business, both within your organization and elsewhere. Share them when you hear negativity, and refer to them yourself on those really hard days. For me, social business is about empowering employees and encouraging positive culture. It gives employees and business real tools to work smarter, see results and enjoy what they do.
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