Public Relations Strategery

Part 3 in a series of posts responding to my original post, “Social Media is Scary“

So, what can you do to address the myriad reasons for social media being scary?  This is the third (the first one addressed the junior employee, and the second addressed senior leadership) of four blog posts tackling each of the demographics that I brought up in the original posts, one by one and illustrate how I handle the “social media is scary” line.  The third group is the middle manager and project manager –

For managers – “So, how much time is my staff going to be spending blogging/reading blogs rather than doing actual work?  If my staff have questions about their project, their career, or their work environment, I want them coming to me, not blogging about it for the whole world to see.  I’ve got an MBA and have been with the organization for five years – why would I put my work out there for people to change and mess up?”

Ah, yes, time for the middle managers and project managers.  In my experience, this is the stakeholder group that is most skeptical, opposed, and confused about social media.  They seemingly have the most to lose – social media allows senior leadership to interact directly with their workforce (why go to my manager if I can talk directly to the big guy?) and they’re directly responsible for ensuring that the “work gets done” so while time spent reading blogs might be beneficial over the long term, it doesn’t directly benefit the project at hand.   The typical project manager is interested first in achieving the goals of the project, and the typical middle manager is interested in balancing the needs of his or her staff, plus doing what senior leadership asks, plus building their own career.  For this group, social media is at best, another activity competing for their time, and at worst, a severe inhibitor to achieving the mission.

To get the middle manager or project manager on board with social media, you have to show them two things:

1. Social media will save them time
2. Social media help them build their business and/or grow their team

While one might be tempted to launch into presentations about how social media can help them communicate with their staff or to collaborate more efficiently, they aren’t going to care unless you can demonstrate to them how these tools will help them do one of the above.

When talking with a middle manager or project manager, I’ll typically start by focusing on the tools themselves, rather than on the overarching strategies, like I would do with senior leadership.  Show them how the tools can help them save time.  Show them how they can use del.icio.us so that they can use their bookmarks no matter where they’re at, and despite the number of “blue screens of death” they see.  Social bookmarking to save time is of much more importance to them than being able to share their bookmarks with others.  Show them an example where a wiki has been used to eliminate 43 MS Word versions of a white paper or some other document.  Show them how an internal blog can be used to keep team members up to date on their project instead of having weekly in-person team meetings.

Once they have that foundation in how the tools work, and how they can be used to save time and to build their business/team, THEN they’ll start getting interested in the broader view of social media.  “Hey Steve – first, thanks so much for getting me set up on del.icio.us.  It really saved me when my laptop died the other day!  But what I really wanted to talk to talk to you about is the sharing aspect of it.  Since my bookmarks are just available online, couldn’t I just tag things and then my team would be able to see what I’ve tagged?”

Middle managers and project managers deal much more in the practical than in the theoretical.  An understanding of this very fundamental perspective is critical to showing middle managers and project managers that social media isn’t scary – it’s a critical time-saver that can be used in myriad different ways.

Last week, I participated in AIIM’s Enterprise 2.0 Practitioner Certificate program, a two-day course focused on learning the principles and best practices of Enterprise 2.0 – social media behind the firewall.  Now, I’ll admit, I was extremely skeptical of this course when I first heard about it.  I don’t think that social media or Enterprise 2.0 is something that you can learn about from a book, course, class, or test.  I think that above all, it’s learned from doing.

It’s one thing to read that successful Enterprise 2.0 deployments are about changing a culture and not about implementing a new tool, but it’s another thing entirely to actually do it.  I think the most successful social media efforts are those that are driven by passionate people who love people and who truly want to change the way their organization operates, not by people with degrees, certificates, or titles.

So when several of my colleagues urged me to enroll in the two-day AIIM Enterprise 2.0 Practitioner Certificate program, I didn’t really pay much attention to it at first.  However, I figured I should at least do some research into the program to see if it would be worth my time.  I was pleasantly surprised to see that a number of social media luminaries that I respect were involved in the development of the course – Andew McAfee, David Weinberger, Stowe Boyd, Patti Anklam and Eric Tsui.  Well, ok, if those guys were involved, I figured I’d give it a try.

I wanted to be challenged by this course, to get out of the social media echo chamber and get different perspectives, and to learn about specific strategies/tactics that have been successful elsewhere.  I didn’t just want to learn what I needed to pass some test.

Day One

Along with 20 or so of my colleagues working on Booz Allen’s own deployment of an Enterprise 2.0 platform, our first day began with our instructor, Hanns Kohler-Kruner, leading us through an activity to determine what Enterprise 2.0 was about – was it about culture?  Technology?  Innovation?  Tools?  All of the above?  After seemingly hundreds of slides of definitions, acronyms, models, and terms, I started re-thinking my decision to enroll.  I wasn’t a fan.  It soon became clear that the attendees of this class were far more advanced in Enterprise 2.0 than the typical attendee.

Hanns did an admirable job of adjusting his teaching style to include conversation and less lecture, and he promised to totally re-work the material for Day Two.  The material from Day One was best suited for someone who has little to no knowledge/experience with Enterprise 2.0, and is interested in discovering the basics.

What I Liked:

• The adjustments that Hanns made to accommodate the audience
• The occasional conversations/debates that the course attendees had

What I Didn’t Like:

• Hundreds of slides!!
• Too much lecture, not enough conversation and brainstorming
• Curriculum seemed to be too focused on teaching you what you need to pass the test rather than having discussions about Enterprise 2.0 strategy
• No hands-on application of the tools we were discussing
• Very little discussion of what’s worked/what hasn’t

Day Two

Before even arriving for Day Two, I was excited to find Hanns on Twitter that night, responding to our #aiim tweets from the first day.  I was really looking forward to the conversations about more advanced E2.0 strategies and tactics instead of definitions of terms that I would need only to pass a test.

Discussions on Day Two centered around the right balance of policies, rules, guidelines, and best practices for internal wikis; the risks of open vs. closed networks; and the need for open/transparent communication between IT and the user community. Some of the choice nuggets from the second day included:

“Stop focusing on the HUGE task of changing culture, and instead focus on changing habits.”

“Give people the tools and the time to do their work inside the firewall and they’re less likely to use less secure applications on the Internet.”

“The IT staff HAS to communicate regularly with their users and remain flexible and adaptable to their needs rather than their own wants and desires.”

For me, there were two big takeaways from Day Two.  1) Enterprise 2.0 tools like blogs, social networking, wikis, etc. aren’t some panacea – there is still a place for email, for face-to-face meetings, and for other “old-school” tactics.  And 2) Enterprise 2.0 isn’t a set of tools, it’s a mindset.  The actual tools don’t matter as much as how you use them.  Organizations can have blogs and wikis and still have just as many silos of information and isolated information as one that doesn’t use any of these tools.  Just as organizations without any of these new tools can still be open, transparent and participatory.

What I Liked:

• The open, free-flowing conversation where ideas were debated and assumptions were challenged
• The instructor was not only on Twitter, he’s been actively using E2.0 tools internally at AIIM
• The breakout groups where we worked together to help fictional organizations
• The slides had been completely re-adjusted for our needs

What I Didn’t Like:

• Hundreds of Slides!!
• Too focused on structured models and not enough on the cultural norms/nuances
• Not enough discussion about real-life Enterprise 2.0 examples

Following Day Two, we were all given a link to an online test consisting of 64 multiple choice/true-false questions.   This is where I was most disappointed with the course.  In taking the test, I quickly became annoyed that the questions were completely objective, focused on testing my knowledge of theoretical models and frameworks (e.g., “True or False: The tags described in the FLATNESSES model do not include meta-tags”), rather than on real-life Enterprise 2.0 practices.  Seriously, I could care less if someone can recite what that acronym means.  Why does that even matter?  I’m more concerned with answering questions like, “You’ve just implemented an enterprise-wide wiki – what are the arguments for/against keeping it completely open vs. allowing some private wiki spaces?”

Overall, I’d give the course a C.  I don’t think Enterprise 2.0 can be learned from a book – it needs to be experienced.  In the future, I’d like to see them shift the focus away from lecture (as Hanns did so aptly on Day Two) and more toward facilitated conversation.  I’d also like to see more use of these actual tools – how about an intstructor’s blog where we could all interact with our instructor before, during, and after the course?  Lastly, and most importantly, I’d recommend that AIIM incorporate some sort of # of months/hours of hands-on experience actually involved with Enterprise 2.0, a la the Project Management Professional requirements to have at least 4500 hours of direct project management experience.  Without this requirement, I’m scared that people will become “Enterprise 2.0 Certified Practitioners,” so they can cash in on this hot topic right now without ever actually having done any Enterprise 2.0 at all.

*Image courtesy of Flickr user billerickson

I’ve fulfilled one of my social media resolutions for 2009, and have recently re-read the Cluetrain Manifesto.  As I mentioned in that post, I always feel so much better about the work that I do when I look at it through the lens of the 95 theses laid out in Cluetrain.  This is even more true now.  Ever since President Obama’s “Transparency and Open Government” memo was issued a few weeks ago, it seems that every one of our clients is asking about social media.  They all want to know how/if social media can help them become more transparent, participatory, and collaborative.  They all want to know what they need to do to comply with the new Administration’s goals of transparency.  Inevitably, this increased interest has brought its fair share of social media carpetbaggers and alleged Government 2.0 gurus, but it has also done an incredible job of bringing together real-life Government employees with contractors and consultants for a common goal.

Just as the Cluetrain laid out 95 theses that described the new global conversation taking place via the Internet, here are 20 theses (I’m not nearly as ambitious as the Cluetrain authors) for carpetbaggers, gurus, civil servants, contractors, and anyone else interested in Government 2.0.  There are undoubtedly many many more that could be added to this list and I encourage you to add any that you think of in the comments.

1. The risks of social media are greatly outweighed by the risks of NOT doing social media.
2. Your Government agency/organization/group/branch/division is not unique.  You do not work in a place that just can’t just use social media because your data is too sensitive.  You do not work in an environment where social media will never work.  Your challenges, while unique to you, are not unique to the government.
3. You will work with skeptics and other people who want to see social media fail because the transparency and authenticity will expose their weaknesses.
4. You will work with people who want to get involved with social media for all the wrong reasons.  They will see it as an opportunity to advance their own their careers, to make more money, or to show off.  These people will be more dangerous to your efforts than the biggest skeptic.
5. Younger employees are not necessarily any more knowledgeable about social media than older employees.  Stop assuming that they are.
6. Before going out and hiring any social media “consultants,” assume that there is already someone within your organization who is actively using social media and who is very passionate about it.  Find them, use them, engage them.  These are the people who will make or break your foray into social media.
7. Mistakes can and will be made (a lot).  Stop trying to create safeguards to eliminate the possibility of mistakes and instead concentrate on how to deal with them when they are made.
8. Information security is a very real and valid concern.  Do NOT take this lightly.
9. Policies are not written in stone.  With justification, passion, and knowledge, policies and rules can and should be changed.  Sometimes it’s as easy as asking, but other times will require a knockdown, drag-out fight.  Both are important.
10. Be humble.  You don’t know everything so stop trying to pretend that you do.  It’s ok to be wrong.
11. But, be confident.  Know what you know and don’t back down.  You will be challenged by skeptics and others who do not care and/or understand social media.  Do not let them discourage you.
12. There are true social media champions throughout the government.  Find them.  Talk to them.  Learn from them.
13. Government 2.0 is not a new concept.  It’s getting so much attention now because social media has given a voice to the ambitious, the innovative, and the creative people within the government.
14. Social media is not about the technology but what the technology enables.
15. Social media is not driven by the position, the title, or the department, it’s driven by the person.  Stop trying to pidgeon-hole into one team or department, and instead think of a way to bring together people from across your organization.
16. Instead of marketing your social media capabilities, skills, experience, platforms, software, etc. to the government, why don’t you try talking with them?  An honest conversation will be remembered for far longer than a PowerPoint presentation.
17. Today’s employees will probably spend five minutes during the workday talking to their friends on Facebook or watching the latest YouTube video.  Today’s employees will also probably spend an hour at 10:00 at night answering emails or responding to a work-related blog post.  Assume that your employees are good people who want to do the right thing and who take pride in their work.
18. Agency Secretaries and Department Heads are big boys and girls.  They should be able to have direct conversations with their workforce without having to jump through hoops to do so.
19. Transparency, participatory, collaborative – these terms do not refer only to the end state; they refer to the process used to get there as well.  It’s ok to have debates, arguments, and disagreements about the best way to go about achieving “Government 2.0.”  Diverse perspectives, opinions, and beliefs should be embraced and talked about openly.
20. It’s not enough to just allow negative feedback on your blog or website, you also have to do something about it.  This might mean engaging in a conversation about why person X feels this way or (gasp!) making a change to an outdated policy.  Don’t just listen to what the public has to say, you have to also care about it too.

The technology that is currently driving social media will change, but the principles of participation, transparency, and collaboration will not.  You can either jump on the Government 2.0 cluetrain or get hit by it.  Which one will you be?

*thanks to Rick Levine, Christopher Locke, Doc Searls, and David Weinberger for inspiring this post with their book, the Cluetrain Manifesto.

As one of my company’s social media leads, I’ve had the opportunity to speak with a wide range of people about social media.  From our most senior VPs to senior executives within the government to our summer interns, every group has their own set of questions, concerns, and pre-conceived notions about social media and what it means for them.  Over time though, I’ve realized that they all one thing in common.  They could all agree on one thing.

Social media is scary.

Let me tell you why.  Businesses and our government are structured in a very hierarchical way – everyone is part of an org chart, everyone has a boss, and everyone is working to get to the next level.  Why?  Because inevitably, the next level brings more pay, more power, more respect, and more influence.  In the current organizational structure, everyone’s role is nicely identified on the org chart and with that, there is a structured way to act.  Raise your hand if you’ve ever said or have been told something like, “you can’t contact him directly – get in touch with your manager first,” or “draft an email for me to send to him,” or even better, “talk to “Public Affairs and Legal to get that approved before sending it out.”

The problem with this structure is that social media renders these traditional roles and responsibilities obsolete.  It introduces unpredictability and opportunity, unauthorized emails and tremendous insights, inappropriate language and humor.  Social media gives everyone a voice, whether they want it or not.

That’s a scary concept.

• For junior employees – “Yeah, that’s great that I can start a blog that everyone in the organization can read, but what will I say?  What if my grammar is wrong or I spell something wrong – will people think I can’t write?  What if I disagree with something that my manager says?  What if I write too much and my boss wonders why I wasn’t working?  I don’t know – I’ll have to really think about it.”
• For developers, programmers and other IT staff – “Ummm, I became an IT programmer because I hate people.  I don’t like speaking out, and really enjoy just coding and sticking to myself.  Now, you’re making me blog about my work?  I have to post my code to a wiki?  But, I can’t – it’s not ready for prime time yet.  I can’t just post draft content out there – let me get my manager to review this first.”
• For managers – “So, how much time is my staff going to be spending blogging/reading blogs rather than doing actual work?  If my staff have questions about their project, their career, or their work environment, I want them coming to me, not blogging about it for the whole world to see.  I’ve got an MBA and have been with the organization for five years – why would I put my work out there for people to change and mess up?”
• For senior leadership – “What happens when people start using these platforms to just complain about everything?  Why would I want to give everyone a place to whine about every little thing that’s bothering them?  I can’t possibly keep up with every comment, question, and suggestion that goes up – I don’t have the time to do that!”

At the heart of all these questions is an underlying fear of the unexpected. People now have a voice, a freedom to say what they want and talk to whomever they want.

In the traditional business culture of org charts, everyone is relegated to their role and everyone lives by that – it is very easy (and fits nicely onto a PowerPoint slide).  Before we had social media at my organization, if we got an email from someone we didn’t know, all we had to go on was their directory listing – “ohhh, I just got an email from one of our Principals – I’ll have to ask my manager if it’s ok to respond directly to them or not.”  Now, I can click on anyone’s name and see not only their entire bio and a picture, but also their entire history of contributed intellectual capital(IC).  I can see their blog postings, their wiki edits, their bookmarks, and their skillset.  I’ve gotten this a lot lately as people within my organization have tried to say that they’re social media “experts” yet I can click on their name and find out they haven’t blogged, they’ve made one wiki edit, and they’ve only logged into our social media platform once.  Really?  You’re a social media “expert?”  Thanks, but I’ll pass and contact the guy in San Diego who has been editing the wiki like a fiend, adding great IC on social media.

Social media allows people to easily subvert the traditional organizational hierarchy.  Whereas that title or degree that followed your name used to be all the authority you needed, you’re now being judged by what, if anything, you’ve contributed.  I’ve run into quite a few senior PhDs who turned out to be brilliant and just as many who left me asking how they got through undergrad – I now have more information at my disposal to make my own determination before I ever even meet them.  This transparency scares people because they’re now forced to show their skills and demonstrate their expertise.

Social media gives employees an unprecedented ability to use their voice to gain credibility, influence, and power within the organization – for better or for worse.  Junior employees can quickly become valued and respected or suspended and reprimanded members of the organization because they now have a voice.  Middle managers can lose their power and credibility if they don’t use their voice.  Senior leaders can lose total control of their organization if they don’t listen to these voices.

No matter what level you’re at, social media can be very scary.  On the other hand, it can be an incredible opportunity.  Will you face your fears and take advantage of the opportunity or hide from the fear it instills?

*Image Courtesy of Flickr user Ack Ook*