At the intersection of the Social Era new business model and the traditional strategic leader, sits the 800 pound gorilla squarely in the middle of that ‘street’. It’s called Social Media. Only 10 years old, Social Media is already flexing its muscles by creating a whole new way of doing business. However, leaders worldwide are approaching this shift in business with a cautious attitude, even if the rest of the world is in full swing with Social Media. Because Social Media is in demand, according to a McKinsey & Company survey, organizations are indeed adopting social technologies – nearly doubling in 2011 since the survey began in 2008.
As important as that is, most companies continue to operate under the “command and control – process to output value chain” business model, which isn’t always “Social Media friendly”. The question is not IF, but WHEN, and HOW companies will give way to operating under the expansive, open and nimbler Social Era business model of the “3-C’s”: Connect, Collaborate and Co-create. How can C-Suite leaders make this transformation for themselves and their organizations?
Within the two realms of using social media: that of internal – employees and insiders, and external – customers and public stakeholders, in Brandfog’s CEO Surveys taken in 2011 and 2012, over 80% of CEO’s reported they believe utilizing social media can make the difference in attracting new talent, pleasing customers and attracting investors. Paradoxically, few C-Suite executives have consistently adopted using social media for either realm. In reality, many shy away given the risks to rewards value of using social media technologies; so adoption is not in full force.
With respect to using Social Media for external purposes, some leaders and companies have not leveraged the opportunities it provides to convert prospects or to connect with customers. In spite of Brandfog’s survey results, observations record that in general, C-suite executives are reluctant to use social media communications due to perceived risk factors and other reasons. Often, this creates a ‘disconnect’ amongst the leaders and their engaged employees or savvy customers.
However, for internal use, some leaders are finally showing a willingness to use social media technology for cross functional operations and administrative purposes, particularly for improving employee productivity and the quality of their performance. Clearly, though, with a range of only 5% to 20% of surveyed companies now implementing NEW technologies for certain purposes, strategic leaders have been slow in procuring and implementing these high impact tools (McKinsey & Co. survey, Nov. 2011). There’s plenty of room for growth in Social Media use, particularly for expanding the “3 “C’s” within organizations, worldwide.
This learning session will focus primarily on leaderships’ habits and uses of Social Media in general. We discuss their challenges and expectations of social media technologies and practices with their employees, customers and the bottom line. We will explore why it is necessary for leaders to endorse and use social media, and we will examine what social media skills leaders’ need in order to become better leaders in the Social Era.
We will cover:
· Leaderships’ relationship and use with Social Media technologies and how using social media can impact company success
· The 3 levels of leadership: Strategic, Tactical, and Operational, and the skills needed to be effective in all levels when using/implementing social media
· The different phases or growth patterns of an organization’s development and how social media can benefit/challenge them
· Suggestions regarding how HR can support their leaders in becoming transformational by adopting AND using these technologies
Who Should Participate
Business Partners and HR Leaders
C-Suite / CEO's
What You Will Learn
The value and impact social media can have on company success if leaders adopt and implement social media technologies.
The skills, attitudes and cultural/organizational issues leaders need to understand and learn in order to implement productive social media campaigns.
The role HR can play in helping leadership and employees adopt Social Media as a major tool and practice within their company.
Nilofer Merchant's 11 Rules for Creating Value in the Social Era. Great book, easy and inexpensive.
Social Media: What are the advantages and disadvantages of social networking sites? What should we include in a policy? SHRM's website under this name, pub: 6-1-2012
McKinsey & Company Survey: How social technologies are extending the organization. http://www.mckinsey.com/insights/high_tech_telecoms_internet/how_social_technologies_are_extending_the_organization, By: | byJacques Bughin, Angela Hung Byers, and Michael Chui, NOV. 2011
Brandfog's CEO survey: http://www.brandfog.com/CEOSocialMediaSurvey/
McKinsey & Company: The Social Economy: Unlocking Value and Productivity through Social Technologies -July 2012| byMichael Chui, James Manyika, Jacques Bughin, Richard Dobbs, Charles Roxburgh, Hugo Sarrazin, Geoffrey Sands and Magdalena Westergren
The challenges in today's business environment are legendary. They are being felt throughout the world affecting all businesses, regardless of size or stature. Do you have the knowledge, skills or strategy to keep this good fortune going?
how can we use social media for interal HR programs such as performance management? my client talked about creating an app for performance management but I am not sure how it could work. any thoughts from the presenter?
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