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iStock_000002098925XSmall.jpgOver the past two months, I've been sharing my thoughts on the seven ingredients needed to make a successful social media program.

 

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

  • Target Audience
  • Business Objectives
  • Audience Objectives

 

Step 2: Integrate

  • Social internally – roles, accountability, governance, training
  • Social strategies – align promoted, earned and owned content


Step 3: Listen

  • Brand monitoring and support
  • Product feedback
  • Prospect mining
  • Competitive insights

 

Step 4: Engage

  • Meaningful content
  • Bridge online and offline


Step 5: Build

  • Strong communities on various social platforms


Step 6: Activate

  • Customers
  • Influencers
  • Partners
  • Employees
  • Fans
  • Prospects

 

Step 7: Analyze

  • Social metrics (activity, reach, engagement)
  • Business metrics (support, leads)

 

Look forward to hearing your thoughts!

HiRes.jpgLike 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:

  • New Business: # of leads, # of marketing qualified leads, cost per lead
  • Loyalty: net promoter score, renewals, additional purchases of social members vs. non.

 

How do you measure social in your organization? What aspect of social are you most thankful for in 2012?

In our upcoming webcast, hear directly from HP executives how they are innovating with social business software. With the growing adoption of social media and customers "owning" brands, many marketers recognize the importance of being a welcome participant in the conversation. However, gaining status as a thought leader requires marketers to trade opportunities for commercializing their brands in more traditional ways (e.g. mass marketing channels) for opportunities to have fewer, more targeted conversations.  Now marketers are challenged to develop ways to scale these targeted conversations to drive real brand value.

 

Join us for a discussion with HP's May Petry (VP of Viral Marketing) and John Knightly (VP of Industries and Solutions), and Jive's Elizabeth Brigham (Product Marketing Manager) on how HP is innovating with social collaboration tools to create a thought leadership platform that enables employees, customers, and evangelists to share expertise and discuss the future of enterprise.

 

Wednesday, November 28 at 11am PT for a webcast on how HP is using social business technology to create a thought leadership platform.

 

In this webcast, Jive and HP will cover:

  • How social business tools enable valuable discussions
  • How HP used social tools to develop and retain their position as thought leaders
  • Best practices for integrating social into your business initiatives


Reserve your seat here.

 

Please feel free to submit questions advance in the comments.

Since the relocation of the headquarters from Portland, Oregon to Palo Alto, California in 2011, we have continued to grow rapidly. Last week we announced that we brought Producteev and Meetings.io into the Jive family. In addition to these acquisitions, we have been hiring for a number of new roles. It became apparent that we needed more space to accommodate new employees. Last night, we celebrated the opening of a new Jive office in downtown San Francisco with some of our customers. CEO Tony Zingale talks about the decision to open the new office

 

 

Here you can see the outside of the building...

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And the entrance...

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Walk through lobby and head to the 4th floor, you'll see this beautiful work space...

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This sleek, stocked kitchen...

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The office had customers and Jivers mingling at the opening...

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Tony Zingale gave a toast last night at the opening...

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We also had a tweet wall that displayed the conversations about the new office...

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A photo booth was a must to capture the moment, one of the highlights... (to see all the photos, be sure to check out our Facebook Album)

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We want to thank everyone who attended and look forward to continuing to grow the team. Interested in a career at Jive? Check out our openings on our careers page.

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Virtual teams are a necessary evil in the modern enterprise.  As companies grow in complexity, so does the nature of problems.  To staff dedicated personnel for every problem is unrealistic, but to "borrow" time from people working in related areas makes total sense.  It's the over-use, and possibly abuse, of this paradigm that has given virtual teams its stigma. 


Most recently I read How Successful Virtual Teams Collaborate by Keith Ferrazzi on the Harvard Business Review Blog Network, and it got me thinking:

Why is it that I am on more virtual teams than ever before and why am I OK with that!!?!!?!?

As I thought through this conundrum, I came to the realization that for the past 5 years I've been heavily involved in social technologies, and I believe that to make all the difference!

 

Recruit the Right Talent ... Fast!

The biggest obstacle to successful virtual teams is establishing the right team composition for the task at hand, and doing so in a manner that allows the team to react in-stride with a situation for optimal success.  With social technologies, virtual team organizers can leverage both explicit and implicit details about potential team personnel to determine real subject-matter expertise for any given situation.

  • Explicit details include quantitative insights pulled from user profiles, team affiliations, and self-proclaimed expertise. 
  • Implicit details include qualitative insights pulled from user contributions, topic interests, and 3rd-party acclaimed expertise.

The above paradigm, often referred to as Talent Discovery, may seem exceedingly simple, but it's also quite powerful.    Imagine the efficiency gains that could stem from everyone (not just a select few, or those with operational tenure) having the ability to assemble tactical teams with qualified candidates on-the-fly.  (*pause for affect)


Establish Leadership, Goals & Success Criteria ... Fast!

As the team organizer, you may find it natural to take the reigns and become the team lead; however, is that what's best for the team?  In some cases, organizers might be business owners and the tasks at hand may be purely technical, and vice versa.  With social technologies, organizers have an unprecedented excess of information about their team capabilities, and that information should be leveraged for the best possible outcome.  To reference Keith Ferrazi's article,

Many managers believe that teams collaborate best when the roles of members are flexible but the group has a clear idea of how to get from A to B. But the reverse is actually true, according to a study of more than 50 teams in different industries. That research found that collaboration increased when people had clearly defined roles but were uncertain about how to achieve the team's goals.

As the team organizer, your role should be to outline the problem(s) at-hand, define success outcomes for the team and assign team roles.  Once these are established, social technologies can help the team curate, collaborate, and formalize details based on the collective team feedback, which strengthens the sense of ownership for each team member and should lead to the best use of the team's available talent.


Execute, Communicate & Disband ... Faster!

When it comes to executing on virtual teams, standing weekly meetings are quite common.  Coming together to hear official status updates from team members, where in most cases the team has already learned "unofficially" via the grapevine or gleaned information from email discussion.

Instead, why not use social technologies to avoid the weekly meeting all together?

By opting for a post first, meet second approach with social tools, teams can share status updates online and avoid unnecessary meetings, which gives team members more time to execute on team objectives and, perhaps more importantly, their primary job functionFast forward to the end of the project, where we traditionally see a "long tail" of presentations, face-to-face conversations, and waining team efficiency and purpose.   The most overlooked characteristic of successful virtual teams, is knowing when to stop

Instead, why not use social technologies to communicate deliverables, extend team conversation, and release team members to other initiatives faster.

By objectively looking at your remaining team objectives and comparing that with your on-hand talent, it should be apparent which team members can be released to their primary job functions.  If situations arise where they are needed again, simply leverage social technologies to bring them back into the conversation.  Not only does this quick dismissal give time back, it also provides instant mental closure for team members, which is important given the aforementioned stigma that virtual teams carry.  

 

How Do You Use Social Technologies with Virtual Teams?

Imagine the power virtual teams could bring to an organization, if it shed the stigma and became a marketplace of opportunity for people to volunteer, not volun-told, participation, showcase their talents, and diversify their work experience.  (*pause for affect)  How have social technologies made an impact on your ability to operate with-in virtual teams?  Perhaps, together we can write the playbook on how every company can use social technologies optimize virtual teams to achieve an infinite number of positive outcomes, while creating endless job growth opportunities for us all!

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Mathew Ladd works at Jive Software in the Account Support Department. A bit about Mathew: "I have my undergraduate degree in communications, specializing in marketing and sales, and have a ton of experience writing content for startup companies around Portland.  I'm a philanthropist through and through, and tend to wear my heart on my sleeve.  You can count on me to be honest, forward, and not afraid to speak my mind.  I gather a lot of inspiration from the world around me, and like to share that positivity through my writing."

 

 

 

There’s an upward swing in the online social market throughout a variety of industries.  Making the move to strong online social support is a big step, and having a superb support department is imperative. If you’re new to the social game, that’s cool, too!  Now is a great opportunity to build strong internal docs and practices, increase coworker collaboration, and show the world what you’re all about.  Social media is a goldmine of opportunities; you just have to harness it!

 

Using the built-in social capabilities of Jive, it’s a snap to create a powerful social business structure that responds to customer inquiries and support questions in a heartbeat. Here are a few simple steps to get your own social support rolling:

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  1. Structure it. Take time to develop a structure that meets your company's unique needs.  Every company has their own set of priorities and flare for organizing their community conversation. So, you may have to adapt and grow your initial plans.  Nothing stays the same for too long in this industry, and there is a lot to benefit from by paying attention to new and popular trends of communication. Practice good organization with your groups and spaces in the community, it will help make finding documents so much easier.
  2. Establish a core team. Get staff to help, and create a core team. Using Jive, you can encourage coworkers and staffers to help formulate posts for social content. Be sure to set up specific groups of people who will respond to certain questions based on their responsibilities. Have them either respond directly to question, or forward back to other staff who create a central company voice.  A core team in charge of answering a variety of questions will promote more accurate replies, and reduce the wait time for a well-formulated response.  These are time sensitive, so the faster you can get a response, the better!
  3. Practice it. Once you have developed an effective flow to your group, stick with it. Daily practice is key to making this successful. Keep a positive message, an uplifting persona, and concentrate on being efficient.
  4. Create standard responses. You will want to develop standard responses for different social platforms. Depending on what you support, there are any number of ways to create an effective structure.  Practice, and feel out what works best for your company to make a good solid frame.  Part two of this blog will spend more time on the creation of responses that can be used for the most common questions and concerns that you receive through your online interactions.


These efforts will result in the creation of a conglomerate of all your company's great ideas and responses using a community that is uniquely you. Your social impact will be thriving, and traction gained through online support will be immense. More solid planning leads to proactive action, instead of reactive. Now, riding that social wave doesn't seem so scary, does it? Learn how T-Mobile is providing support through their Jive-powered community in this case study.

 

What processes or methods have you found effective in providing social support?

Screen Shot 2012-11-05 at 3.39.46 PM.pngAs the leader of this awesome business, every day I have the privilege of meeting entrepreneurs with great innovations.  And with that comes the ability to see opportunities and top talent that will be a rocket booster for our business.

 

I’m excited to let you know that we’re adding exactly that kind of great talent and technology to the Jive platform.

 

Today, we announced that we are bringing Meetings.io and Producteev into the Jive family – innovative companies in their respective areas of real-time communication technology (RTC) and cloud-based social task management. And what’s so exciting is that both companies already have several thousand customers around the world who have experienced what we already know - that social task management and RTC make work more productive, accountable and personal, just like Jive.

 

For those that are just getting to know these companies, Meeting.io’s RTC platform allows people to use video and chat connections by simply clicking a link.  What I love about it is that work gets that much more personal and moves that much faster. When I can simply call up a session without hassle and talk to someone to solve a problem in real time, I know I’m much more efficient, personal and frankly, better.

 

Producteev similarly makes work that much more productive by letting people collaborate together on tasks and projects on any device. If you’re like me, being able to turn real work into actual work streams as easily on my iPad and iPhone as I can on my desk is really valuable.

 

By integrating Meetings.io and Producteev into Jive, we will take a giant leap forward in making work collaboration much better. Who wouldn’t want these services that allow all of us to focus on what matters at work.

 

And the other great news is that both companies will continue to offer their services to their customers in their current form as standalone products, while we bring them into the Jive platform.

 

I’m so excited to welcome the extremely talented Meetings.io and Producteev teams to Jive because I am certain they will help us pursue our next generation platform and help our customers continue to change the way work gets done.

 

Learn more about these announcements and hear directly from Denis, Meetings.io founder and Ilan, Producteev founder. I look forward to your feedback and comments to this news and anything else on your mind.

 

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Jennifer Kelley (Jenn) is a Senior Strategy Consultant on the Jive Professional Services team.  In this capacity, she works closely with Jive customers to apply successful practices and define their roadmap to social business success.  Part coach, part tour guide and part cheerleader, Jenn helps guide companies as they establish and execute strategies to engage their employees, customers and partners and deliver business value.   Jenn brings perspective from an extensive and varied background in digital strategy and user experience design consulting. In this piece, Jennifer Kelley explains how to determine how many advocates you need:



As you'll hear from many of our Jive champions, an effective advocate program is a cornerstone of a successful launch strategy (for your internal community*). Your advocates will provide powerful examples, act as role models and mentors, evangelize your community and collaboration goals, and generally help supercharge adoption.   I wanted to tackle one of the most immediate questions customers raise around advocates: How many will I need?

 

Like with many aspects of social business strategy, while we'd love to be able to say "14" or "500," there isn't a tidy one-size-fits-all answer when it comes to a desired quantity of advocates.  The reality is the more the better. In many cases when an enterprise struggles with initial adoption, it starts from having too small of an advocate pool (and/or one that is not sufficiently empowered).  Here are a few additional rules of thumb to keep top of mind as you start recruiting your volunteer army of advocates:

 

  • Cast a wide net. While a percentage doesn't scale to large enterprise communities, for a smaller community we'd encourage aiming for 5-10% of your launch base.how many.jpg
  • Represent diversity. Make sure your team of advocates reflects and represents the diversity of your employee base. Remember, people will look for and gravitate toward “someone like me” as a model to follow.  So these need to be individuals with whom your other employees can readily identify – not just a homogenous group of early adopters who are enthusiastic but whose behaviors may not resonate across your broader employee population.  Take the time to recruit and enable individuals from across your different divisions/departments, job functions, demographics, seniority levels and even tenure in the company.
  • Build in redundancy. You should expect some variability in the level of commitment and performance of your initial advocates. Some will emerge as natural, proactive leaders but others will falter due to other workload commitments or competing projects. Don't put all of your eggs in one basket!
  • Set clear priorities. While you want to think big, you also need to set yourself up to be successful if you are working with limited resources.  Focus on your initial or primary member segments and use cases first and then you can look to phase in other groups as you go forward. For information on empowering your advocates, check out 7 Steps to Empowering Your Natural Advocates.
  • Replenish and renew.  Rather than a stable or finite team, think of your advocates as a continuous pipeline that we want to maintain.  Expect some turnover as people shift focus or get pulled onto other things and welcome the new energy and enthusiasm from new advocates.  Watch your community activity to see leaders emerge organically, ask your existing advocates to identify other potential advocates and encourage candidates to self-identify through your community.  Make sure to encourage new advocates to self-identify.
  • Make specific asks. Be sure to make specific asks of your advocates. And plan to enable and reward/recognize in any way possible for their efforts!  That should also help with your recruiting efforts.

 

As you work on building advocacy, be sure to download this whitepaper 6 Secrets of Solid Social Business Deployments.


What obstacles have you run into in building advocacy?

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