he folks in legal are often the last ones invited to the social media party. After all, they are often the “Dr. No” of the organization; who would want to let them in too early on any groundbreaking innovations? At best, they would certainly try to change it. At worst, they’d kill it. I have written about this before (in 2009) but believe it needs further treatment.
Social Media Governance
Determining who is in charge of social media can be a daunting task. Even when social leadership is channeled through the executive suite, it does not stop at the executive level. Often the question becomes “who owns social media?” within the organization.
For many new initiatives, he who first touches the new “thing” becomes its ultimate owner. The department which leads the first or most visible social media project establishes the initial beachhead of control over its eventual programmatic development. But does this accident of innovation deliver the best results for the organization?
When planning an online community it is so important that all the stakeholders are able to clearly articulate the business goals that the community will serve and understand how the members will be able to benefit from it. When stakeholder expectations are varied, it is likely (regardless of whether the community succeeds or not) that a certain percentage of stakeholders will not be pleased. Mismanaged business expectations gets in the way of community growth and development and can cause a fair degree of confusion at a critical time-period for the online community.
Online communities are not neutral. They fundamentally change the nature and way a company does business. All too often, an…
Policies are dull. No one wants to create them, no one likes to read them and certainly, few desire the job of enforcing them. But they can play an important role in outlining the rules of engagement around a particular set of online behaviors and have a strong role to play in the face of new situations where there are no standards. This is especially true with the wild west world of social media in business.
Leadership can come in many different forms – and sometimes from unexpected places. Most companies employ troops of Millennials – young people who are learning the ropes of business. You know, those jean-clad 20 something people who support executives, do entry-level tasks and are being groomed for the future of business. While their business acumen will be fine tuned over time, they know a little something about social media. Meanwhile, today’s executives are often seasoned veterans of business typically are what David Weinberger calls “digital immigrants” – new to the digital world and still learning the culture and the skill sets of digital participation.
At Leader Networks, we often work with organizations to help integrate social leadership into the fabric of a company – we go into an organization and study how technology is being used internally for knowledge share, competitive intelligence, sales efforts, recruiting and collaboration. We make changes based on best practice and tailor programs to help a company achieve their goals.