Apr 1, 2009 | blog
We’ve all been there. You’ve got a great idea that you wish you could find a way to share with the appropriate team at your company. You’re not able to, because you’re not part of that team. Or that department. Heck, it’s not even a field you’ve specialized in or worked in much, but you’ve got that idea – a good one – and you’re sure that it’ll help in some way.
How do you share that idea? How do you get a chance to talk to folks on that team or present that idea without someone saying “gee that’s great†and then ignoring it because you work in another part of the company? How do you make your voice heard?
Unfortunately this is all too common in corporations today because of various institutionalized barriers. Different departments, protective fiefdoms, overzealous paperwork, and draconian process and procedures. These all contribute to the problem we have today of large, slow, companies that make incremental improvements rather than large bold ones.
Cut Out The Middle Man
This is where cutting through the organization from another angle is beneficial, and while it’s not a new idea, its facilitated by social media tools. Call them “Enterprise 2.0†or some other Gartner approved term if it helps you out, but it’s all web 2.0 tools and with social interactivity built into the technology.
These new tools foster that important cross-organization conversations that help promote sharing the institutional knowledge that is part of each employee. Allowing them to forge new relationships and new communities within the organization.
This lets people – the most important resource of any organization – to feel more welcome to share and trade ideas, just like sharing anecdotes and stories. The workplace becomes less rigid in it’s communication allowing everyone from the bottom up, or the top down, to be more receptive to comments, ideas, questions, and suggestions coming from other parts of the organization.
Getting There
Getting to that point is a lot of work, and simply making the executive decision to try something new is a large step in the right direction. That first step is a doozy though, because its all about trust. Not just trust in a new CFO, or in a Director of “This Or Thatâ€. Its trusting every employee at every level. Trusting that they’ll do the right thing. Trusting all those intelligent folks that were hired to do those jobs in the first place.
That’s the first step… the next is almost as hard. Accepting feedback. But that’s another post.
Photo credit: Jerry Vo
Sep 30, 2008 | blog
I’m curious (and cautious) about the sudden business interest in Twitter.
Don’t get me wrong, I truly believe that Twitter is a great tool for businesses to listen to customers, even forge new relationships with them. I’m just curious if it’s due to real acceptance of the concepts of social media, or the more likely scenario of upper-level interest because of buzz in the usual places.
Either way given a chance, social media tools such as Twitter can make a difference and prove themselves. The difference is that organizations looking to build relationships through the tools will have successes much quicker than those that "don’t want to be left behind".
Through this sudden interest, I do believe that any organization willing to listen, engage, and learn from & with their customers will have great success. What’s your take?
Sep 29, 2008 | blog
You know the place, the one we all crab about, the one we all supposedly hate to go to every morning? Yeah, the place where the coffee sucks, your desk is too small, and where traffic is always a pain to get through. It’s the office – the one your employer has graciously equipped and staffed for your working pleasure.
I know exactly what many of you are thinking. We all seem to dread heading to work in the morning, knowing that there is a "pile of work" ready and waiting. It seems we associate the negatives of the work we do with the place our employers house there workers and rarely associate the positives of the office itself.
What if you could separate those feelings? What about all the work and preparation that goes into that workplace? The costs involved for employers to provide a workplace for each employee are substantial, and the goal is ultimately make it as easy as possible for you to get your assigned tasks done. Most of the time it works, though our perception is usually clouded by co-workers, outside influences, business climate, workload, and many others.
Many folks talk about working remotely, or from home. It seems that lately we’ve become so enamored with this idea that it’s like the end-all solution to our working woes. As if, just getting out of the office will make all the difference by itself.
This simply isn’t the case. You can change the scenery, but that doesn’t always solve the issue. There are great things about working from home, or being able to set up at a coffee shop for the afternoon. Getting away from drive-bys and the daily routine are highly effective ways to GTD when you need to.
Just don’t forget that on a regular basis, those remote locations, or the home office also have their distractions. Whether it be sick kids home from school, household chores that seem important during the day, or just the noise and music at your favorite coffee shop – they are distractions too. Start taking a look at your employer’s office as a space designed specifically for getting things done. The resources available far outstrip what you can set up at home, or find as a secondary workplace.
From people resources to copiers, take a fresh look and try to separate out the workplace from the work itself. You may be able to discover unused offices or conference rooms to skip off to for an hour. Or find that color printer that does 11×17 landscape that you need for your presentation – you don’t always need to go to Kinkos! Your company is paying for resources to enable you to do your job, finding out what’s available and using the existing space more effectively could make a bit of difference in your productivity and perspective. Give it a try and share your tips if you have them.
Aug 28, 2008 | blog
It’s a new field where there are no experts; no real training for classification or certification, and it’s difficult for folks participating in it to explain how it works. It’s not a lawless field where anything goes, but the cowboys still roam the prairie where social media grazes. Christopher S. Penn describes the problem and the process quite well in his post How to Become a Social Media Expert, comparing social media to the nuances of martial arts training – pretty good analogy in my book.
Since there are no real experts with years of schooling and experience, how does a company find a community manager? Heck, how do they determine what they’re looking for – most companies really don’t even know exactly what they need. Several are starting to here “community manager†more in relation to social media, and I suppose it does make a bit of sense to the average hiring manager.
As I’ve been looking around in this space as a consultant myself, I’ve noticed a bit of mislabeling, and misunderstanding of what these positions do. They can range from being a glorified forum moderator, to the public figurehead of the company in social media circles. The vagueness and inconsistency is frustrating to both those looking to move into these jobs, and the companies who realize they need someone to fill this indefinable niche they have.
Normally, a company would hire a consultant to help define the needs, address the process, and sometimes assist in filling the role. The problem though is… aren’t consultants experts and there really aren’t any social media experts? Catch 22 huh?
Some firms are looking internally and finding candidates in their existing staff. This could be anyone from marketing, to information technologies, to human resources (and beyond). Sometimes it’s easy to get noticed and get in front of the right people. Other businesses are going for the big guns and hiring out consultants from the A-List to assist them in their social web endeavors.
At least, several of the A-List actually have participated in building, shaping, and forming the concepts of the social web through the work of Cluetrain and their own pieces through the years. This is a great place to start, even for organizations with small budgets – many of the thought leaders in social media give away really good information for companies to start from.
So in this nascent “industryâ€, there is confusion on both the side of organizational need and individual growth in social media. The next step for those mastering the dark arts of the social web is to be bold, go forth, do good things, and prove that you have the vision and understanding. Both to the founding concepts of Cluetrain and to the fiscal responsibilities of corporations that want to participate in, not control, the message.
Photo credit: .mw
Jul 29, 2008 | blog
One of the problems of contract work as opposed to consulting is the length of time that a person spends at one assignment. Sure, it’s nice to have a steady, billable gig for a time, but it brings its own unique challenges. One of these challenges is that team members in the organization, even management, seem to forget that you’re just a temporary troubleshooter.
The implications from this are that they start building plans or structure around you and not the role you’re filling. Many folks simply forget that you’re here to fulfill a specific need, run a single project, or fix a unique system that is outside the scope or abilities of the existing staff. It’s bothersome when people start talking as if you’ll be there “next year” or when managers start implying that they need to make sure to “keep you around”.
Like many, I’m flattered by those sentiments and sometimes think it may not be too bad to go back to the corporate gig with a desk & phone and a guaranteed payday every week. However, there are too many aspects of the independent consultant that are appealing to really let that happen.
While the risk of uncertain pay schedules is the biggest issue, the benefits of bringing your workspace with you every day are too many to ignore. You are your own boss. You ultimately control your schedule. You determine your pay rate. You are responsible for your personal evaluation. You decide how the profits are spent.
The net result of being an independent consultant is that you gain control over these things – even in a longer contract, these items are still under your purview. Giving up that control and “working for the man” is the part for many consultants that is simply unacceptable. The feeling that long-term contracts adds is a mix of the consulting/employee feeling, even though you have control, the longer you are sitting somewhere, the longer people think you belong there – or to them in some way.
That’s one of the aspects of contract work that bothers me – the expectation in many areas by the team members you work with that you either should be hired on, or ultimately will be. Only for them to be disappointed when it doesn’t happen. For me, I’m content to simply be a great consultant that helps clients achieve their goals.
