When Giants Tip Toe #Leadership #Social

138H

Small Actions

We are all tiny giants walking through this world creating ripples with far reaching and unknown impact.

It is a struggle to know if the decisions we make will have a positive impact or a negative one.  We can’t predict the future, but we can realize that we are all giants.    The world is becoming smaller through technology and each of us individually is becoming larger.  Today we have more ability to reach and impact millions of people with very little effort.

In 4 minutes and 4 seconds Candace Payne made over a million people laugh by wearing a Chewbacca mask and laughing throughout the video.  Not only did she do that, she set off a sales and marketing blitz for the retailer Kohls .

Of course this is a good news story for this family and Kohl’s.   It is proof that (if you need any) that social media, the internet, and interconnected media shrinks the distance between us.  It also means that we can get crushed by the same effect.

Big Mistakes by Big Players

Anyone with a connected device could impact millions of people with something interesting, funny, brilliant or otherwise compelling.   If this is the case, why do so many companies make critical mistakes with social media?

These companies are aware of the opportunities to the extent that they experience them but they aren’t aware of the opportunities in the sense of creating them.  Under these conditions they are trying to “tip toe” carefully while using the social digital space as a walking stick.   Under these conditions, they seek to “be social” but with carefully controlled messaging.   The underlying issue with this is that they are already social, but social can’t be controlled, it can only be influenced.   The influence occurs through natural human interaction.   How many CEO’s have I/O psychologists readily on hand?  Instead they look at data and what they call sentiment analysis.    This by itself is a mistake and it is akin to removing a splinter with a hatchet.   Giants think they need giant things and giant solutions, but the reality is they need small solutions and small tweaks.   The reason is that small things in a giant world have large impacts.

Retired General Stanley Mcchrystal said, “I would tell my staff about the dinosaur’s tail: As a leader grows more senior, his bulk and tail become huge, but like the brontosaurus, his brain remains modestly small. When plans are changed and the huge beast turns, its tail often thoughtlessly knocks over people and things. That the destruction was unintentional doesn’t make it any better.”

Carefully Well Thought Out Poor Decisions

How much did it cost Kohl’s for the four minute social wave of marketing?   In 2012, it is estimated that Kohl’s spent 1.16 billion dollars.  In 2014, they spent an estimated 1.9 billion.    The underlying reason they spent more on advertising was “weak profitability. It is too early to tell what the “Candace Payne effect” is, but it cost them around $5,000 (they gave Candace $2500, 10,000 reward points, and Star Wars toys for her kids) and that was by their choice.   In other words, Kohl’s was smart to respond but they didn’t have to because they were mentioned as a natural part of the conversation.

There is a lot to think about here.  For example, what if Kohl’s turned their advertising budget into enhancing the customer experience?   What if Kohl’s goal was to “create a shopping experience that made people happy?”    I am not knocking Kohl’s, I am just stating that they are solving the wrong problem precisely.   Another great example to consider is the Giant air carrier United Airlines.

United Airlines sent me a very personalized message signed by their CEO Oscar Munoz.

UA

 

There are many things wrong with this message.   The message could have been sent out generically without the personalized touch.   Marketing experts may tell you that x percent of people respond better when their names are put in a message, but that is nonsense.   People respond to kindness, honestly, integrity, humility and reality to start.   It is not reality to think that UA cares about my business.  If you think I am being too harsh, consider that United Airlines is ranked worst by a J.D. Power customer survey .   You see “all about the data” can go many ways.    What did Oscar say in his personal message to me that would make a difference?   Can I reach Oscar to respond to his personal message to me?   Let’s find out.. 

United Response “My name is NO.. my number is No”

CustomerCare@united.com <customercare@united.com>

May 20 (2 days ago)

to me
Dear Mr. Cohen:
I am truly sorry for any poor experiences you have recently had with
United.

I know in the past years it has been quite painful to travel with
United.  As an employee I agree with you, but Mr. Munoz has brought
great change. We have been improving the morale of all employees and in
turn have created a wonderful customer experience for all of our
customers.  We do hope you allow us to show you how we improved and
continue your loyalty with us.

Mr. Cohen, we appreciate your comments and look forward to serving you
again.

Regards,

Matthew Miguel
Executive Services, United Airlines
Corporate Customer Care
Case: 10376324

Original Message:
To: Munoz, Oscar
Subject: Message CX

Dear Oscar,

I received your message today and I don’t think your  message really means anything.  In fact,  I don’t know what you are doing to energize your employee base but I do know this.

Getting to the plane is painful.
Being uncomfortable while waiting for the plane is painful.
Getting on the plane is painful.
Sitting on the plane is painful.
Getting asked to pay extra at every turn is painful.
Moving reservations is painful.
The frustration pouring out of people in the airport and on the plane is
painful.

The whole experience together makes it simple for me to travel in that
since airlines don’t differentiate themselves any longer in any way, I
can just choose the lowest cost and be miserable for the duration of my
travel.
If you have questions, please feel free to reach out.

Best Regards,
Howard Cohen

My Interpretation

 

Dear Mr. Cohen:
I am truly sorry for any poor experiences you have recently had with
UnitedI am sorry that we wrote you. 

I know in the past years it has been quite painful to travel with
United.  I have no idea what happened to you or your experience with United but I am just going to tell you that “I get it”  and hopefully that will be enough. 

As an employee I agree with you, but Mr. Munoz has brought
great change.   I agree with you.   I can’t say anything else beyond that because I am in customer service.   Mr. Munoz has brought great change and change is good because change means change. 

We have been improving the morale of all employees and in
turn have created a wonderful customer experience for all of our
customers.  We are improving morale through our efforts of change and we have created a wonderful experience for customers <– in past tense as if this was something that happened and not in present tense as something that is happening. 

We do hope you allow us to show you how we improved and
continue your loyalty with us.  You probably aren’t going to fly with us anytime soon. 

Mr. Cohen, we appreciate your comments and look forward to serving you
again.  Did you actually think in small giant feeble mind that Oscar Munoz the CEO of the company would read your message?  You aren’t even a very frequent flyer, why would you matter?   Thanks for the laugh and enjoy my generic response.  

Regards,

Matthew Miguel
Executive Services, United Airlines
Corporate Customer Care
Case: 10376324

Only Time Will Tell

In 2010 Forbes Lee E. Ohanian said that “Recent lessons indicate that once an industry starts to get big through mergers and acquisitions, it is hard to change course. And this may well be bad news for both travelers and taxpayers.”   (http://www.forbes.com/2010/05/11/airlines-merger-economy-opinions-contributors-lee-ohanian.html)

The reality though is that airlines are thinking about ways to cram more folks into the plane.   Flying me to Cuba in a box while I am hibernating or strapping my feet to the floor while I stand in the subway isle of the aircraft isn’t going to be interesting to me.    I predict more challenges for United.

Summary

Every connected person is part of the digital ecology.   We are giants and our small actions will have long lasting effects.  The days of leadership from the ivory tower are not over but we are moving more towards a complicated hive network topology between corporate employees and customers alike.   What does change really mean?   Consider that whether you walk with a flat foot or tip toe through the network, you will have an impact on the ecosystem, your presence will be felt and we are all “leaders from where we are.”

As an FYI, I did follow up with United after their response and never heard back from them.   I don’t have unreasonable expectations, but it is clear that they are struggling with their social strategy.

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Everything on Demand #Instant Gratification

Do you see me- (1)

The world is a place of amazing possibilities and more often than not, we have the ability today to do things we only dreamed of as kids.   Our children are growing up with the idea of “instant everything.”

If you want to purchase something and have it the same day or the next day, it is very possible today that you can order what you want online and get it that day or even that next hour.   Uber has become a household name beyond simplification for picking people up.   The reality is that instant gratification happens in multiple directions.   The people receiving a service, the people providing a service and the people that potentially own the franchise or organization that governs the service.

It is easy to do almost anything today and we the people are consuming these services in both micro transactions like in application purchases or services fees and in high quantities like Amazon.    Regardless of how we feel about these services, they are here in our world and changing the way we behave and do business.

Something that strikes me here is that a lot of these services have been around for a very long time, they just weren’t application based and they weren’t available to the general public.  One of the key factors here is accessibility in terms of affordability.   Limo drivers were around for many years, you would have required enough money to have them “be available” for you as an individual.   Take a look at the list below of “uberfied” businesses and think about who the target audience and accessibility was prior to application based availability.  (source: http://digitalintelligencetoday.com/the-uberfication-of-everything-master-list-of-uber-inspired-businesses/)

  • Uber for Liquor Delivery: SauceyDrizlyMinibar
  • Uber for Cannabis Delivery: EazeCanary
  • Uber for Errands: TaskRabbit
  • Uber for Odd Jobs: GladlyDo
  • Uber for Hotel Rooms: HotelTonight
  • Uber for Beauty Services: SwanStylebeeStyleSeatManicube
  • Uber for Home Cleaning: HandybookHomejoy
  • Uber for Car Repairs: YourMechanic
  • Uber for Babysitting: Urban Sitter
  • Uber for Pizza Delivery: Push for Pizza
  • Uber for Medical Equipment: Cohealo
  • Uber for Quiet Spaces: Breather
  • Uber for Vet (Home Visit): VetPronto
  • Uber for Dog Sitters: DogVacay
  • Uber for in-home Massage: MassageUnwindMeZeelSoothe
  • Uber for Doctor House-call: MedicastPager
  • Uber for Doctor (Remote) Consultation: Doctor on Demanddvisit
  • Uber for Courier Deliveries: DelivPostmatesShyp
  • Uber for locksmiths: KeyMeKeysDuplicated
  • Uber for Childcare/School Run: KangaDo
  • Uber for Dry Cleaning/Laundry: CleanlyDashlockerWashioFlycleaners
  • Uber for Hotel Dry Cleaning: Oliom
  • Uber for Mobile Repairs iCracked
  • Uber for Removals: Moveline
  • Uber for Lawnmowing: LawnstarterPlowz&Mowz
  • Uber for Restaurant Home Delivery: Seamless
  • Uber for Taxis: LyftSidecar: This ridesharing company, also based in the Bay Area, promises the “lowest prices on the road.” Available in 10 major U.S. cities, Sidecar aims to match riders with “everyday people” driving their personal cars. But unlike other services that rack up a fare as you go, Sidecar asks riders to enter their destination and offers a selection of pre-set prices, along with ETAs, which the rider can choose from. The company also offers a cheaper “Shared Rides” carpooling option like Lyft Line and Uber Pool.
  • Flywheel: Taxi companies are using apps like Flywheel to re-disrupt the disruptors. Currently in San Francisco, L.A. and Seattle, Flywheel allows users to order a taxi on-demand and have payments made automatically through the app. The ride likely won’t be as fancy as an Uber black car or as cheap as an UberX, but there’s no surge pricing and the company is brokering deals to allow scheduled rides to airports, places where ridesharing companies are typically non grata.
  • Curb: In August, Taxi Magic launched as the rebranded Curb, broadening their focus beyond providing licensed taxis on-demand to include fancier cars-for-hire (like Uber black cars) in some of the 60 markets where Taxi Magic was already working with fleets. Unlike most of the other app-based services, customers have the option of paying with cash rather than through the app. The refreshed company is also working on launching pre-scheduled rides, to the airport and beyond.
  • HailoAnother e-hail company that works with licensed cabs, Hailo is focused on the European market, having launched in London in 2011. (betrayed by their slogan, “the black cab app.”) In October, the company announced it would be closing operations in U.S. cities like New York, Chicago and Boston, shifting their eye to growth in Asia and, perhaps, re-entering the U.S. market in a few years. In September, the company launched an innovative feature that allows users to pay for the bill in a street-hailed taxi through the app.
  • SummonThe rebranded and overhauled InstaCab, Summon is an on-demand service that has a hybrid approach, offering both taxi e-hails and cheaper peer-to-peer “personal rides” with a no-surge-price promise. Summon is currently available only in the Bay Area, but the company said earlier this year they plan to expand to L.A., Boston and New York. The startup offers pre-scheduled rides through their Summon Ahead program, including fixed-rate rides to surrounding airports, with a journey to San Francisco’s SFO costing a mere $35.
  • RubyRide: Based in Phoenix, Ariz., and founded in 2013, RubyRide is a fledgling subscription-based startup that bills itself less as a taxi replacement and more as a replacement for owning a car. A basic plan that allows unlimited pre-scheduled pickups and drop-offs within certain “zones” like Downtown Phoenix costs $299 per month. The company offers limited on-demand service but plans to expand their options—including replacing rides to and from the dry cleaners, say, with delivering members’ dry cleaning—as they grow.
  • Shuddle: Dubbed “Uber for kids,” this San Francisco startup positions itself as an app for lightening Mom’s load. Parents can pre-book rides to take kids (who aren’t old enough to drive themselves) to sports practice or school. With safety the obvious concern, the company institutes layers of checks beyond thoroughly screening employees: drivers are given passwords they have to use before picking up kids; parents are given photos of the drivers and cars and can monitor the trip through their app. Drivers must have their own kids or have worked with kids. The company’s first 100 drivers, which they call “caregivers,” are all female.  (SHUTDOWN)
  • Uber for Home Maintenance RatedPeopleHouseCallRedBeacon
  • Uber for Home Decoration: PaintZen
  • Uber for Home Deliveries: AnyvanDoormanInstacartUberRUSH
  • Uber for Dog Walking: WortheeSwiftoUrban LeashTrottr
  • Uber for Private Jets: BlackJet
  • Uber for City Parking: ParkingPandaMonkeyParkingSpotHero
  • Uber for Language Tuition: Cambli
  • Uber for Storage [Valet]: CaddyMakeSafeBoxbee
  • Uber for Bodyguards: Bannerman
  • Uber for Tow Service: Honk

 

Build Your Own, Be Your Own, Do Your Own

Another aspect of this on-demand concept is that we can do things on our own now more than ever.  The ability to build things, learn and do are in our hands.   Justin Bieber came from YouTube and many others emerged from everywhere.   In fact, today you can create your own music or raps right from an application.  I did one for you guys in 3 minutes called “Instant Gratification

The Struggle

Making things “easy” is why different businesses exist in the first place.   Think about it.  You do something and you are trading it with someone else that does something else so that you don’t have to do it.   I believe this gets lost in concept.   Now we are making things easy that shouldn’t be.  We are setting expectations for our children that everything is “instant” and “on demand.”     At this moment as I write,  we can’t get fat or fit in a day.  There are natural mechanisms that are intertwined with our humanity.   I have to ask,  when should we make certain things more difficult as opposed to easier.

The instant mentality resides in our corporate world today.  If something goes wrong we want immediate results to resolve the problem.  Even if nature doesn’t allow for instant results.    I suppose the Japanese would want Fukushima to be resolved immediately, but there is no app for that.   A recent story in the Japanese news talks about revival of some business in that area .   We should be cautious and temper our desires for easy, fast and instant.

Another aspect of this is the immediacy of a rise and fall in businesses.   The tale of Theranos comes to mind as Elizabeth Holmes became an instant billionaire and now she is becoming an instant example of how fast is too fast.

An Idea

What if we consider a dialogue on waiting.   In other words,  consider and focus on long term strategies with long term goals and long term considerations.    The need for immediacy is clearly important as well but not for everything.   I enjoy going to an online store and getting my shoes the next day.   At the same time, when I go to the doctors office, I don’t want to be placed on a conveyor belt and automatically diagnosed by the doctors mobile application.  Today you can be diagnosed remotely without even being touched.  That being said, my last doctor spent more time tooling around on his IPhone vs asking me questions.   I asked if I should pay him or WebMD.

We must consider that easy doesn’t always mean electronically delivered and lacking personal touch.   We should also consider that “on demand” should be tempered with “the right response”   To give the best response possible, it still takes critical thinking and human intervention.   We must strive towards balance as we digitally engage in that we should not digitally decouple.

 

 

 

 

Project Management Tips ON POINT #Quick Advice

struggle leads to success

PM Tips from a Master

Gopal Srinivasan https://www.linkedin.com/in/gksrinivasan  says if you want to be successful in project delivery consider these tips as you start your initiative.
Even with the best planning sessions and strategy the best projects can go off the rails without great leadership.  I have witnessed Gopal pulling folks together and getting projects right on track.   I asked him how he did it and what his thoughts were on the subject.   In kind, he responded with some clear thoughts on “getting it right” and on point with projects!

Keep these concepts in mind…

  • that process or methodology is not a panacea (people make the process work – remember people, process, technology)
  • things do not go according to plan – constant risk mitigation and contingency planning is key for successful execution
  • communicate and accountability – ensure ownership (usually single point of contact vs. groups) to bring items to closure

Additional points that help during any initiative:

  • be ready to course correct (use war rooms and deep dives to focus on the issues, bringing critical contributors together in addressing the issue)
  • assume positive intent – no one comes to work thinking “I am going to really mess up today…”
  • commitments delivered! builds credibility and track record

Gopal said “You have to always realize that people are the number one most important factor.”    It is amazing to me to see that a “people first” approach in all business and subject areas is the key to successful outcomes.   Delivering on promises and commitments while being open, transparent and honest will make for the best outcome.   This coupled with a kind hearted and sensitive approach that considers cognitive, physical and social factors will accelerate team, project and program success.

 

http://icsgrp.com/wp-content/uploads/2014/10/Quick-Reference-Guide.pdf

 

 

 

 

 

 

 

 

 

 

 

 

 

 

Gopal Srinivasan https://www.linkedin.com/in/gksrinivasan  says if you want to be successful in project deliver consider these tips as you start your initiative.
Even with the best planning sessions and strategy the best projects can go off the rails without great leadership.  I have witnessed Gopal pulling folks together and getting projects right on track.   I asked him how he did it and what his thoughts were on the subject.   In kind he responded with some clear thoughts on “getting it right” and on point with projects!

  • that process or methodology is not a panacea (people make the process work – remember people, process, technology)
  • things do not go according to plan – constant risk mitigation and contingency planning is key for successful execution
  • communicate and accountability – ensure ownership (usually single point of contact vs. groups) to bring items to closure

Additional points that helps during any initiative:

  • be ready to course correct (use war rooms and deep dives to focus on the issues, bringing critical contributors together in addressing the issue)
  • assume positive intent – no one comes to work thinking “I am going to really mess up today…”
  • commitments delivered! builds credibility and track record

Gopal said “You have to always realize that people are the number one most important factor.”    It is amazing to me to see that a “people first” approach in all business and subject areas is the key to successful outcomes.   Delivering on promises and commitments while being open, transparent and honest will make for the best outcome.   This coupled with a kind hearted and sensitive approach that considers cognitive, physical and social factors will accelerate team, project and program success.

 

http://icsgrp.com/wp-content/uploads/2014/10/Quick-Reference-Guide.pdf

 

Content Clutter 3 Steps to Start #Digital Cleanup

Japanese organizing consultant Marie Kondo wrote a book about methods to deal with clutter and organize clutter in physical space.  I considered her practices in the context of enterprise content management and virtual space.

= A Great Deal of Nothing (1)The Life-Changing Magic of Tidying Up: The Japanese Art of Decluttering and Organizing

Lesson #1: Tackle Categories, Not Rooms <–Kondo / Create an Enterprise Approach, Not Project Based

Many companies start with a project or a pilot when it comes to working on content management.  The problem is that it creates inconsistent behavior between teams and groups.  It also creates inconsistent practices on enterprise systems.

Consider working with leadership and the corporate communication team to build communication campaigns around content cleanup.  Depending on how your company manages time, consider building in a small amount of time for learning content management practices and creating a pipeline for cleanup and organization.

Lesson #2: Respect Your Belongings <—Kondo /Respect Your Content (Explicit Knowledge)

When you search for something on your network do you find more than one version of it in more than one place?   Is the content tied to an authoritative data source?  Is the content valid?  Does it hold value to keep?  Is it a risk to keep?  Is it accessible by everyone? Should it be?  Content is everywhere while it should be some place appropriately accessible, find-able and understandable.   Identify high risk content immediately and take action to at least mark it for review.

Lesson #3: Nostalgia Is Not Your Friend <—Kondo / Records Management and Retention Matters

Before I started learning about “personal knowledge management” I would always enjoy keeping everything “handy” all the time just in case I needed it.   A few megs turned into gigs and a few gigs turned into terabytes.   Before long I was running applications to find duplicates across my own personal data stores.   There are many reasons to keep content handy and many more reasons to have an archival strategy.

In the enterprise we need to be concerned with the risks of improperly managing our records and content.    We also wind up losing a lot of important content because we create content that we feel emotionally tied to, and we seek keep it.   I know a person that said he had the last 13+ years on his laptop.   How is that good for the enterprise?  What happens when he turns his laptop in when he retires?   Managing content extends all across the enterprise including mobile devices.  Ever wonder exactly how much content is in your enterprise?

Just in case you want a KonMari Cheat Sheet.. 

 KonMari Cheat Sheet by MakeSpace, a full-service storage company that picks up, stores, and delivers your stuff - for less than self-storage prices.

via MakeSpace

Summary

Content management strategies often involve a lot of discussion around tools.  Any discussions about a content strategy should start with practice, process and methods.  These should be driven by a clear business approach to reduce operational risk, reduce cost for the business and optimize opportunity to find information and knowledge needed for all aspects of work including generating income!

Digital World | Forgetful Consumer

This is a time machine post.

Digital engagement does not mean or equal good use of historical records.   In fact, I wrote a post in 2012 to prove the consumer market has a short term memory.   Here is the original post https://cohenovate.com/2012/01/ and a simple concept to go along with it.  I said

Consider buying stock in Carnival Corporation CCL if I am right people will forget that one of their cruise liners just crashed and they have already forgotten about how many people have gotten sick on cruises!   When you make your millions just send me a note..

The stock that day was $32.91,  today it is 49.06.   Would have made a few bucks if you invested.  What is more interesting is http://www.dividend.com/how-to-invest/carnival-cruise-disasters-how-has-its-stock-price-reacted/ which shows a history of disasters with CCL that have since been recovered.

The key point here is that more often than not, digital behavior and sentiment is more about “right now” as opposed to thinking of the past or future.   In terms of transactions, from an investor standpoint there are concerns and speculation about the future but consumers worry about current conditions.

Summary

The concept about the “forgetful” consumer will continue to emerge as it is a precondition for understanding how to work with customers.  Consumers are very forgiving but more than forgiving, they are forgetful.   With all of the technologies today bombarding them, they would forgive an organization for bad behavior if it means something”easy” today.  They forget because they are so bombarded.

Beyond the consumers, investors are pretty capable of figuring out what will stick in the mind of the consumer.   I may be pointing out the obvious but behavior is where we have to start in consideration of knowledge practices and technologies pertaining to “Digital.”

 

 

 

 

 

The People in the Middle #KM leadership

Congratulations! You just purchased a new social tool for your organization.

software-analysisIt only cost your company a few bucks to get licenses and there are very little infrastructure costs associated.  In only a few short months, your teams will break down silos faster than you could ever have imagined.

  1. Software
  2. Infrastructure
  3. Maintenance including Service Level Agreement
  4. Corporate Communications and Marketing

Ready… Set… Go…!    Click here pacman for result 

A social platform without community management is like a party without a host.   No one has any idea what the heck is going on and / or what to do.  They show up, see that everyone is confused and leave.

Many organizational leaders simply don’t know what they are buying and what it takes to make this successful.   When they are told what it will really take, they don’t want to spend the money they come to consider as “additional.”   The only reason why they consider it as an extra cost is due to poor understanding of the social space and poor planning for implementation, support, and on-going day to day operations.

They believe  “Not only will you get better collaboration, we will throw in cost savings, 100% ROI and you ..yes you … will no longer need email”!  As soon as a “TOOL” is purchased for the company it will be … “SOCIAL.”

Wait..what?…Where is the focus on the people???

-making sense-people

Story from the Trenches 

This story / discussion comes from a colleague Wendy Woodson @iaqtworld 

I was recently involved in a conversation related to this. I was sharing an image created to help the conversation. Nothing complicated.

One of the first comments I received was “you need to remove the people from the center of the image, it isn’t important and it makes it busy.” This is not the first time I have heard/seen this. All too often the people are left out of the equation.

I responded with that is the problem today. People are considered insignificant and left out until it’s too late. Leaders sit around wondering what happened, why aren’t they using/doing what we want?

I went on to explain it is important that the people are not only included but are the center or focus of it all. People are essential to it all. Remove them and there is nothing. No one to use the tools or to follow the process. Without them, who will manage the content who will use the systems? People are the nuclei and everything, we as knowledge managers do, is to provide benefit to them and the community they create. – WW

-making sense-

People in the Middle

This is very simple. Social media tools that are used for personal purposes are very different than tools used for a social intranet or social business.  Beyond this social internal and social external for business use is also very different.   The common thread is context and purpose.   If people are in the middle and they are the center based the platforms are used more.  Platform use does not by itself equal value.   This is very important to understand.   A page hit doesn’t mean anything.   Every aspect of the human interaction has a specific context and it will change over time.  That is why the community management aspect is so important.

Community

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Community management is a key critical function for a healthy social network.  Being connected can mean the difference between a new sale and a missed opportunity.  It can be a channel for innovation, information, observation, awareness and it can also be detrimental.    Placing social systems out in the wild without expertise is akin to running with scissors.

Summary

Whether you are building a social channel for your sales force,  a place for your whole company to meet at the water cooler, or simply enabling your work force to have additional channels for communication and collaboration, people need to be the central focus.   One thing is for certain as it stands today,  tools without people will not build, produce, sell, create, innovate, enable or protect your company.   The case for a social platform must include active community management, facilitation, leadership and communication.

 

 

 

 

Boundary People #KM Engagement

Our Town

A few weeks ago,  I had a friend visit my office.  As we were walking the halls of the building and passing the various business areas, I waved and said “hello” to the people I know.   My friend said “oh, you must be the Mayor.”   If anyone were truly the Mayor it would most likely be my Architect.

I wonder if it is still true in most organizations today that we can identify those people that we call “Mayor” or if this is something that is changing dramatically due to the global workforce or virtual teams.

For today, at least where I work, it is like a small town with the various town folk representing their areas of business.   I think of this as work-town.

The Boundary People

Today, I considered looking at my network in the context of multiple towns.   I considered all those folks that I know about but generally don’t interact with and the opportunities that they represent.

Socilab   LinkedIn Social Network Visualization  Analysis  and Education

I used the Socilab LinkedIn network analysis tool located here 

Here is another view ..

12me LinkedIn Social Network Visualization  Analysis  and Education

It looks like I may have to get out more..

The  tool only allows for 500 people, so this is a sample size but I think it is a good representation of my connections.

It would be interesting to have this in the office for all of our folks to see individually.  I am well aware that tools exist for this but we would have to consider the practical implications for people.  http://www.kstoolkit.org/Social+Network+Analysis

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Basically,  I have my work-town relationships, my hometown relationships, my current town relationships and some that live between the hometown and the work-town.

Looking at the “social network” as informed by a technical system would not be enough to apply the personal context of what the relationships mean to me in context.    This aside,  there is an opportunity to measure operational effectiveness or “connectedness” in some context through looking at the boundaries.

Why do they (boundary people) exist at the edge of my network?

What town are they in?

Where are they relative to me and in what context do we have a relationship?

Relationships are “for purpose” and often times, this is represented as a negative but I see it as a positive.  For example,  I enjoy getting a cup of coffee in the cafeteria in the morning.  I see Toni every morning and share a brief exchange with her.  I enjoy that relationship and the coffee.   If the coffee were not there, I honestly don’t know how often I would simply find myself wandering down there.  That being said, I often walk away from the cafeteria with a lot more than just coffee.

Mindful Boundary Person Engagement

In life you’ll realize there is a purpose for everyone you meet.  Some will test you, some will use you, and some will teach you.  But most importantly, some will bring out the best in you. – unknown

Social tools seek to introduce technical capabilities to address these boundaries.   LinkedIn now shows you that someone is having a birthday or an event change that you can see.  This presents the opportunity to reach out to that person living at the edge of the network or town.   This kind of capability generally doesn’t exist in the workplace and even if tools like Jive are in place for this kind of notification, work-town engagement is much different and results would be heavily impacted by work-town culture.

The intent here is to work on our level of awareness without the benefit of these social tools in our network.

I must admit that I do use tools though..   I use “The Brain” Screen Shot 2016-04-17 at 10.52.13 AM

The process I use .. is

Person –> Context—>Date—> Organization—>Group—>Applications—>Events

It isn’t a perfect system but it allows me to determine who I know and in what context I know them beyond a relationship in a CRM tool.    I can see many to many relationships.. but I digress.

The point is to understand the boundaries and find ways to turn them into a relationship of deeper meaning or better context.   The benefits are consistent with good community management.   In my case, it is data about a person converting to dialogue with a person.. and gaining the opportunities to share and grow with new relationships.

Who lives in your town?

Maybe you could get out and meet up with some of your boundary people?

Thoughts?

More information on networks and connectedness can be found here https://netmap.wordpress.com/2016/01/07/how-to-get-strategic-insights-from-net-map/