- Define your audience. When you use social media, are you talking to current customers? Prospects? Influencers in your industry? Too many organizations have a checklist mentality when it comes to social media. Without knowing who you are speaking to on your social media platforms, it’s difficult to communicate in a meaningful way. Social media is effective only when you can provide your audience with information that has some value to them.
- Remain true to your roots. All successful organization have a unique reason for being in business. They all deliver something to an audience that others can’t provide. So, think about what makes your organization unique, and be authentic in how you talk about it on social media. If it is people who make the difference, talk about people. If it is your innovation, then talk about how you innovate. If it is your efficiency… you get the picture.
- Take on only what you can realistically manage. You don’t have to tweet hourly or post something on your Facebook page every day. And you don’t have to cover every social media platform out there. Pick one or two platforms that best suit you needs, and be as active as makes sense. Just be sure that you post on a regular basis, and that you offer information that has value to others.
- Don’t obsess about how many followers you have. For every new follower you gain, there will always be those that you lose because they are no longer interested in your organization or what you have to say. People are fickle, to which the thousands of editors and publishers who are trying on a full-time basis to garner audiences for their work can attest.
- Don’t expect your social media efforts to do more than can be delivered. Put in perspective the amount of resources dedicated to engaging customers and prospects and the relative rate of return. Concede when other forms of communications might be as effective and more efficient.
Recently I had a catch up meeting with a friend. He shared with me how hard he finds it to keep momentum going while implementing long term strategic changes. He was very concerned that not only would he miss his more immediate milestones, but also could fall short of his long-term goals.
Regrettably, his dilemma is common- change is not easy, but it is constant. Also, people don’t like to be told what to do – even though it can be in their best interests. I’ve found that traditional command and control management rarely works today. Since most people have suffered through two major recessions since 2000, change can be perceived as a threat to their personal well-being.
Coincidentally I came across this article in the Harvard Business Review and it sums up what I’ve seen. Successful change requires simplification, intentionality, persistence and sympathy. After over 30 years studying consumer behavior, people don’t change unless compelled. Any change will require a bit of pain – re-learning tasks and changing habits. In some cases, there will even be those who “win” and those who “lose.” So, your colleagues need a pretty good explanation for why things are now going to be better (and not just different). They need to feel as if your explanation and rationale make sense and are logical. They also need to know that while you have expectations, you will provide the support through the appropriate resources to help them make the transition and to meet their new obligations. So, you need to communicate.
Communicate so your colleagues know where you are taking them. Communicate often to keep them on track. And lastly, communicate honestly, so they know if progress is being made, or if additional changes will be necessary.
Read the article – it’s pretty good. For more perspective, feel free to reach Michael Tinati at email@example.com or by calling 301-654-5585 x101.