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Adopting a social media mindset

01 Jun, 2020 Social media

This article was originally published in 2015 and has been completely updated in 2020.

Adapted from an original article by David Ferris in the Workforce magazine

Social media experts acknowledge that social media tools can unleash forces that are difficult to control. Giving everyone a voice can challenge the worldview of people who are used to calling the shots.

“People who have grown up in a hierarchical business model may have some fear of the contact sport element of it,” says Kathryn Yates, director of communications consulting at Towers Watson & Co. “Successful leaders realize that that feedback is going on anyway, and you’re better off being part of the conversation.”

Here are some guidelines to your new social media future:

Be authentic

Social media have made it glaringly apparent to employees when they are being lied to or when information is being withheld. For leaders to be trusted, they have to actually mean what they say.

Start at the top

Workers watch their managers closely to see how committed they are to an open conversation. That means that managers need to be active on social media and set the tone. “You have to demonstrably give permission,” says James Gardner, chief strategy officer at Spigit, a social media vendor. “You have to have senior leaders who communicate that it’s OK to use social media and that if you do, you won’t get fired.”

Stay above the fray

Online, it is easy for a productive conversation to gallop off on a tangent or turn nasty and personal. While leaders feel the need to intervene, it’s remarkable what can happen if they don’t.

“If you stand back and let the conversation run its course, the employees will start to manage the conversation themselves,” Yates says. The crowd often reinforces the corporate culture, marginalizes the catcalls, and seeks the best solution to a problem.

Adopt clear guidelines

Most companies with successful social intranets also have clear, published guidelines about what sort of comments and behavior are allowed. Most don’t allow employees to post comments anonymously.

Respond quickly

In the old days, when a company found itself in crisis, managers knew they had a few days to formulate a response to employees. But now, leaders need to accustom themselves to responding immediately or risk seeming deceitful or as if they’re stonewalling. “It’s not that we ever had control,” Yates says. “Maybe we just thought we did.”

David Ferris is a freelance writer based in Washington, D.C.

About the author Kim Harrison

Kim Harrison loves sharing actionable ideas and information about professional communication and business management. He has wide experience as a corporate affairs manager, consultant, author, lecturer, and CEO of a non-profit organization. Kim is a Fellow and former national board member of the Public Relations Institute of Australia, and he ran his State’s professional development program for 7 years, helping many practitioners to strengthen their communication skills. People from 115 countries benefit from the practical knowledge shared in his monthly newsletter and in the eBooks available from cuttingedgepr.com.

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