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The biggest challenge to companies adopting new or social media isn't the media themselves: it's technological change and institutional change. This presentation talks about some of the levers you can use to help your organization adapt to technological change.
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Switching Gears
Adapting to technology change
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Who this presentation is for
• Those of you planning to implement social media in your organization
• Those of you trying to implement social media in your organization, but who are facing roadblocks
• Decision-makers who are trying to come to terms with the change social media will bring to their organizations
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What you’re going to learn
• The lessons I wish I knew years ago, going into all this
• How to implement social media in a hostile or challenging environment, i.e.. where you are now:– How organizations change
– Resistance to change: the psychology behind it
– Gatekeepers: what do if you’re facing one / what to do if you are one
– How to fight back: strategies that have worked for me
– Profiles in resistance
– Case studies
– Lessons learned
– Resources you can use
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A Brief History of Me
• 1995 – Started in communications
• 2001: Founded webness.biz, a web design & electronic communications firm
• 2003 - 2008: Webmaster / Creative Director at Earth Day Canada
• 2008 - Present: Communications Specialist at the Association of Canadian Advertisers
• 2009 - Present: Summerhill Group
• 2009: started webheresies.com
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More me
• Humber College
• Society for New Communications Research
• Social Media Club
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How to contact me
• Blog: webheresies.com
• Website: webness.biz
• Twitter: twitter.com/markus64
• E-mail: [email protected]
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I see two kinds of guru… ALL THE TIME.
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Gurus: a field guide
vs
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Not for you
vs
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The psychology of change
• What’s it all about?– Not about smooth sailing
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The psychology of change
• What’s it all about?– It’s about message / communication
1. Identify a strategic goal / tactical goal
2. Craft a message
3. Identify key influencers
4. Develop the action items necessary to influence them.
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The point
• Past a certain point, all business is communication
• Past a certain point, all communication is psychology
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Your change complexion
• Change models:– Consultative
– Consensual
– Authoritative
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Before you do this...
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Documentation?
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Resistance
• Many different kinds:– Fear
– Feeling threatened
– Uncertainty
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Gatekeeper
• Gatekeeper profile
• A message from the boys & girls in the trenches: you don’t need to understand
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You don’t actually need to know how it works
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Gatekeeper
• A message to the boys & girls in the trenches: it’s your responsibility to make the gatekeepers understand(as much as is reasonably possible)
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Demographics
• Pre-1945
• 1945-1965
• 1965-1985
• 1985-2005
• 2005-?
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Flavours of resistance, Part I: 2001
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Flavours of resistance, Part II: Privacy
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Case Studies
• Where to find them:– Society for New Communications Research: sncr.org
– ACA Blog: http://acaweb.ca/Publications/directions/articles
– Six Pixels of Separation: http://www.twistimage.com/blog
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Case Study I – Blogging at the ACA
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Case Study I – Blogging at the ACA
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Case Study I – Blogging at the ACA
• Lesson #1: shift the frame of reference
• Lesson #2: mind your language
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Case Study II: twitter
• Lesson #3: just do it
• Lesson #4: don’t over-think low-hanging fruit
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Anti-case Study: facebook
• Lesson #5: don’t believe the hype
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Damn you, Sockington
• Me: 52 followers
• Sockington: 557,667 followers
• Typical Mark Farmer tweet:
• “Google says it's good for journalism - Forbes's CEO calls its business model "parasitic." You decide: http://bit.ly/JG1ma”
• Typical Sockington tweet:
• “WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY WHERE IS FATTY oh here you are ignoring you”
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Rapid-fire lesson round-up
• Don’t assume people aren’t interested just because they don’t get it– Ask what they need to get on board / what the gaps are
• Communicate, communicate, communicate internally. And don’t wait until it’s perfect to communicate. Did I mention to communicate?
• People have to be at least interested – and more likely excited – before they’ll care. People have to see the thing before they’ll get interested.People have to use the thing before they’ll get excited.
• Show, don’t tell– Almost no one will get sold on something simply by hearing it described
– Get people to use the thing you’re trying to sell
• Pounce on opportunities to advance your agenda, and get people to engage with the technology
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Rapid-fire lessons, continued
• Be prepared to accept that this might fail...
• ...but be prepared to measure your success– Commit to a metric; commit to a goal
– Be confident you can reach that goal / meet that metric, or at least something close to it
• Don’t avoid talking about the risks– If they’re in the open, they have to be addressed (by all involved, not just you)
– It’s not your job to assume the risks of new initiatives – it’s the business’s responsibility
– At the same time, what the business ultimately chooses to do is not your call to make
• Find a champion (and it may be you)
• Walk the walk
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Rapid-fire lessons, continued
• What does business love:– Case studies
– Statistics (but be intelligent about your intelligence)
– Avoiding risk
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The best lesson I can leave you with
• The key to social media success is to tap into people’s passion
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Further reading
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Websites
• sncr.org
• acaweb.ca
• webheresies.com
• cnet.org
• twistimage.com/blog
• twitter.com/acafeed
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Thank you
• Blog: webheresies.com
• Website: webness.biz
• Twitter: Markus64
• E-mail: [email protected]
