Social media

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Introduction ix
1. Social Technologies: An Introduction 1
A Bit of History 2
The Vocabulary 3
How Did We Get Here? 6
Why It’s Critical to Actively Manage Social
Tech Usage at Work 11
Manager’s Checklist for Chapter 1 13
2. Social Technology and the Organization 15
Setting a Historical Perspective 15
Leveraging or Blocking Social Tech Tools? 21
Generations, the Organization, and Social Tech 25
Manager’s Checklist for Chapter 2 29
3. Setting the Tone: Social Tech from
a Leadership Perspective 31
Using Social Tools with Your Employees 33
The Dangers of Managing Employees
Through Social Tools 35
The Importance of Setting Individual Goals
for Your People 36
Onboarding and Helping Employees 40
Setting Internal Policies and Guidelines 42
Manager’s Checklist for Chapter 3 46
4. Managing the Use of Social Tools 49
What Are the Boundaries of Privacy? 50
Social Tech and Personality Types 51
Contents
v

Appropriate Use of Social Tools 53
Best Practices for Managing the Posting
of Online Information 57
Building Acceptable and Effective Online Profiles 60
Social Tech and Security Issues 61
Manager’s Checklist for Chapter 4 63
5. Selecting the Best Social Tech Tools 65
Easy Construction 65
The Role of the Manager and Social Tools 68
Dealing with Employees Who Prefer to Use
Their Personal Applications 73
Training Your Team Members 74
The Responsibility for Researching New Social Tools 77
Manager’s Checklist for Chapter 5 79
6. Managing Your Online Reputation 81
The Three States of a Reputation 83
The Three-Step Process for Managing
an Online Reputation 87
The Tension Between Online Reputation and Privacy 93
Manager’s Checklist for Chapter 6 98
7. Building Rivers of Information 99
Rivers of the Past 100
Why Rivers of Information Are Critical 101
How to Build a Powerful River of Information 104
Helping Your Employees Build Their Rivers 110
Manager’s Checklist for Chapter 7 112
8. Managing the Organizational Voice 115
Who Listens to These Voices? 118
Managing Employee Participation 119
What Has History Taught Us So Far? 124
Manager’s Checklist for Chapter 8 128
9. Social Tools and Virtual Teams 129
Why Virtual Teams Make Sense 131
Handling the Challenges of Managing a Virtual Team 136
What the Future Holds 141
Manager’s Checklist for Chapter 9 144
Contentsvi

10. Managing Social Tech by the Numbers 145
What Gets Measured Gets Done 147
Analyzing Results Will Show What Must Be Improved 147
Ideas for Areas to Measure 148
Measurement Tools 153
Setting Stretch Goals 155
Manager’s Checklist for Chapter 10 156
11. Integrating Social Tech with Velocity 159
Why Being Early Is a Positive 161
Pilot Projects as a Velocity Tool 164
Building a Culture of Velocity 167
Manager’s Checklist for Chapter 11 170
12. The Future of Managing Social Tech 173
Making Good Decisions Today 174
How Embracing Social Tech Can Lift Your Career 176
What Are the Next Big Things in Social Tech? 180
Manager’s Checklist for Chapter 12 183
Index 185
Contents
vii

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R
arely does a new set of tools come along—seemingly rising out
of nowhere—and become such a powerful way to get business
done. At the same time, while social technology tools are indis-
pensible to some people, others can’t grasp what they are or why they
matter. In just the last few years Web sites like Facebook, MySpace,
YouTube, and Flickr have become commonly used by hundreds of mil-
lions of people. Services like Twitter, RSS feeds, blogs, and LinkedIn con-
nect us in real time to the thoughts and lives of thousands of people at
once so that we can assemble rivers of information in ways we simply
never had before. All of these new capabilities have the potential to
improve our quality of life and our productivity at work. Of course,
therein lies a manager’s dilemma!
There’s clearly huge potential for social tools to help organizations
reach goals and prosper. There can also be great challenges because the
same tools that connect organizations with their customers and clients
also connect workers with all their friends. The same tools that help
organizations create content and distribute it for free to millions of peo-
ple also allow employees to access any type of content at their desk at
work. At this moment you either agree that these tools are a powerful
element for the good, or you might believe that they’re the worst things
to hit the workforce since the company holiday party. Regardless of
where you stand on social tech, we all must face the fact that it’s here to
stay, and it’s just a baby at this point. There will be more capabilities to
ix
Introduction

come and billions more people who will join the ranks and use these
tools over the coming years.
Navigating our new socially infused world isn’t a simple thing for
managers. There are so many rules that haven’t yet been put in place,
and we haven’t had time to develop social mores of what is acceptable.
Social technologies have the power to impact every area of an organiza-
tion. We haven’t yet figured out how to harness this power and head it in
the right direction. In many cases, people don’t even understand what
social technologies are and all of the concepts and uses that come under
this banner description!
We wrote this book to serve as one of the first how-to guides for man-
aging the people who are now bringing these tools to work and are tasked
with figuring out how to leverage them. The rewards for getting this right
will be huge; the penalties for mismanaging a corporate culture now
adopting these tools (whether you like it or not) could be unfortunate.
We’ll teach you what social technology is and then provide information
about how to put it into productive practice.
Chapter Highlights
The workplace has never been faced with a set of new tools whose use is
growing so rapidly. Add to that they really can’t easily be controlled.
Workers can now participate in any type of social site through their
mobile devices, meaning they don’t need your equipment to connect
with the world. With many people on salary and working flex hours,
there’s not a distinct line between work time and nonwork time, espe-
cially when people are investing time to keep their personal contacts
fresh in order to get work done. What might appear as wasting time to
one manager could be recognized as valuable investments being made
by an employee in nurturing his or her network to another. There are
solutions to all this complexity, and we’ll make the world of social tech
simpler for you—and that’s a promise!
Throughout this book, we’ve taken care to both explain the new
issues that social technologies are creating, as well as the wonderful ben-
efits of its use. In some cases, we suggest ideas that could help you be a
star on your team. In other cases, we share best practices we’re seeing in
Introductionx

organizations that are leading their competition with the use of social
tools. For example, we highlight the following areas:
■
What social technologies are and why they’re important
■
How organizations can fit social tech into their strategies in a healthy
way
■
The importance of managing the use of social tech as a tool, and the
dangers of allowing it to happen organically
■
How to choose the best social tools for your organization, and how to
stay current in a world where new tools come out every day
■
How to integrate social technologies into your sales model
■
The importance of managing your online reputation (you being the
organization and the management)
■
How to build powerful rivers of information using social technologies
and simultaneously raise the organizational IQ
■
How to administer the socially delivered organizational voice
■
The benefits of measuring and analyzing the use of social tech, espe-
cially return on investment
■
The best practices for implementing social tools with velocity, and
how you can use them in ways that’ll create value for any organiza-
tion
■
The future of social tech, including where it’s likely to go and why
Because social technologies are so new and becoming such a differ-
ence-maker in achieving goals inside organizations, there’s huge poten-
tial for you to take the information in this book and apply it in ways that
advance your career. Don’t miss the opportunity to get in front of this
movement and be a leader the rest of the managers will look to for the
best practices in the use of social tools. We’d love to play that role for you.
We hope you’ll be able to refer to this book as a step-by-step guide for
years to come, and also that you’ll pull out a handful of ideas and be the
evangelist in the organization for getting them institutionalized. Now’s
the time to grab this powerful trend and use it to help reach your com-
pany’s goals!
Introduction xi

xii Introduction
Special Features
The idea behind the books in the Briefcase series is to give you practical
information written in a friendly person-to-person style. The chapters
are short, deal with tactical issues, and include lots of examples. They
also feature numerous boxes designed to give you different types of spe-
cific information. Here’s more information about the boxes you’ll find in
this book.
Every subject has some special jargon, especially one like
social technology. These boxes provide explanations and
insights into ideas and terms.
These boxes give you tips and tactics for using the ideas
in this book to intelligently take advantage of social tech-
nology tools to manage your team and organization.
These boxes give you how-to and insider hints on tech-
niques savvy professionals use to successfully implement
social technology in your organization.
It’s always useful to have examples that show how the
idea and techniques in the book are applied.These boxes
appear frequently throughout and explain how real com-
panies use social technology.
These boxes warn you where things could go wrong
when you’re planning and implementing social technology
in your organization and what to do about it.
How can you be sure you won’t make a mistake when
you’re implementing the techniques the book describes?
You can’t, but these boxes give you practial advice on how
to minimize the possibility of an error.
KEY TERM
SMART
MANAGING
TRICKS
OF THE
TRADE
FOR
EXAMPLE
CAUTION

xiiiIntroduction
Social media and the technology behind it are tools for
communicating and connecting with employees, cus-
tomers, and all the stakeholders in the organization.These
boxes call attention to special items you should know
about.
TOOLS