No time to write anything new today, so here’s something from the archives that might be worth another look:
Now that we’re hopefully beyond the “what is social media and why does my company need to understand it” phase, let’s move into some practical thinking: How to actually start planning for a Social Media program, and to that end, how to look at four distinct types of activities and roles needed to do this well.
First things first: The four principle components (or building blocks) of any social media program, each with its very own management imperatives. They are (yes, in order): Development, integration, management and measurement. This is important to point out because it lays the foundations for structure and the assignment of specific roles within the context of Social Media. (Hint: A Social Media practitioner isn’t necessarily a jack of all trades. Some are strategists. Others are communicators. Others still like to play with numbers, not people.
In other words, you need to realize that just because someone is a Social Media practitioner doesn’t mean they are suited to perform any and all Social Media duties your organization requires.)
Let’s take a very brief look at the four building blocks of any well structured Social Media program, especially in the enterprise space:
Development is basically the strategy behind your Social Media program. The build. The framework. Someone at a Director or C-level has to put the strategy together. That someone has to ask the macro questions: How can Social Media help the company? What are we trying to accomplish? How can we build a program that will accomplish these objectives? Who will be the principal players? Where will the funding come from? What should the program look like? What should be its macro components? What time-frame are we working with? What and when will the milestones be? What needs to happen in order for this program to happen and be successful? What tools will we use? How will we gauge success?
Integration is the plugging-in of the program into the organization: Training staff. Recruiting staff. Working across silos to incorporate the social media program into the company’s current activities. Working with HR to develop social media policies, guidelines and training. Working with PR to coordinate corporate communications. Working with customer service to embed Social Media into existing customer support initiatives. Working with IT to make sure the company’s Social Media ecosystem is swift, painless, and secure. And so on. You get the picture. The integration piece requires someone with operational leadership experience. Someone who knows a) how Social Media fits into every department’s world, and b) how to actually work with department heads and key staff to smoothly embed Social Media into their processes.
Management is the day-to-day execution of the Social Media program. This can look like a multi-layered management structure (most likely for an enterprise-space company) or it can be a one-man show (small business or business in its first year of dabbling in Social Media). Types of activities that fall under the management umbrella are things like community engagement, customer support, business intelligence, market research, content production, publishing, monitoring, etc. This is hands-on work. We’re outside of the realm of strategy here. This is pure execution. Where the rubber hits the road.
Measurement is… well, you know. Someone has to measure success, failure, even stagnation. Incidentally, measurement doesn’t just involve overall financial impact (ROI) and non-financial impact. It also involves the performance of individual departments based on their specific goals and objectives. (The Customer Service team is certain to use a very different set of metrics to define success than, say, the Public Relations team.) Certain campaigns may also require separate measurement independent of the entire program. And drilling deeper still, measurement also involves individual performance: If, for example, a community manager is evaluated on their ability to grow their community by x% and respond to a minimum number of daily queries, then measurement lives there as well. In other words, in addition to the macro components to measurement that we usually talk about (like ROI), don’t forget the layers of micro components as well.
As you may have guessed, one person probably shouldn’t handle all four elements of a Social Media program unless they absolutely have to. There are three basic reasons for this:
1. Most people, no matter how talented and hard-working don’t have all the skills required to do it all (or do it all exceedingly well). Some people are analytical by nature (measurement), others are fantastic strategists (development), others – operational superheroes – see how all the pieces fit (integration) and some are natural charismatic “get it done” powerhouses and avid consumer advocates (management). Rarely do you find strong analytical, strategic, management and integration skills in just one person.
2. Even if you do find that one person, s/he probably can’t handle that complex and involved of a workload for very long without suffering a spectacular burnout. Even the most multi-talented social media manager/director can’t do it all. Try to integrate a social media program across several departments AND be an effective community manager AND be responsible for program measurement to senior management. Good luck with that. Spread the load.
3. Community managers and customer service representatives probably don’t need to worry about silly things like R.O.I. What they need is an environment that allows them to engage with the public without having to worry about measurement and strategy and integration. Some things just don’t go well together. If everyone can just focus on what they do best, everything will flow much more smoothly. Specialization isn’t a bad thing. (Remember this?)
If this all seems like common sense, you’re right. It is. But how many Social Media programs, even among the world’s top social brands actually have such a structure in place already, or the right types of people in the right roles, even? (Don’t worry. You don’t have to answer that.)
Just food for thought. Again, this might not work for every company… but it probably does.
[...] This post was mentioned on Twitter by Derek Markham, Olivier Blanchard and others. Olivier Blanchard said: Social Media Best Practices: The basics of program planning http://bit.ly/crS9HQ (I might have published it too soon the first time around.) [...]
[...] The rest is here: Best Practices for Social Media: The basics of program planning … [...]
[...] Best Practices for Social Media: The basics of program planning Published: July 7, 2010 Source: The BrandBuilder Blog No time to write anything new today, so here’s something from the archives that might be worth another look: Now that we’re hopefully beyond the “what is social media and why does my company need to und… [...]
… did anyone say “Burnout”
[CHUCKLES]
I think that’s applicable to most every organization.
Great post, tagging as #Homework to share.
Thanks
It starts with “flame on!” and ends with “burnout.” Every time.
[...] Best Practices for Social Media: The basics of program planning … [...]
The Social Media 4? /groan
It was unexpected though. You get a half-chuckle.
Do you think we’ll ever see Social Media Departments instead of ‘the Twitter guy’ ? …eventually (answered my own question).
Yes, but even that is a transition. First, you have the social media guy, then a SM team to better handle and spread the load. Next in the evolution is the integration of SM activities within specific departments, like customer service, PR, etc.
Over time, the natural progression of SM roles inside a company isn’t one of specialization, it’s one of integration. Customer Service departments create their own SM programs, PR does too, HR as well, etc. SM becomes just another toolkit, another set of channels, another funded activity like any other. What remains is a small Social Media oversight team or a Social Media czar to oversee it all – Like Ford’s Scott Monty, for example.
SM can’t be a parallel organization though. In and of itself, it has very little ability to move business needles unless its activities are attached to specific business functions.
I come from the direct mail industry, so that is my frame of reference for what you’re saying. It seems that Social Media programs and direct mail marketing share this in common…no jack of all trades. In direct mail, there are also different duties (creative, offer management, analysis, data integration, and getting the piece out the door..operations).
The model where a marketing department is organized into these different areas (design, integration, management, measurement) seems to make a lot of sense. Presumably one approach would be to then spread the different channels (mail, social media, etc.) across these different functional areas. That way everyone can focus on their strength (i.e. design), and apply that strength to all types of marketing.
That makes more sense than saying this is our direct mail guy, our social media guy, our email marketing guy, and so on.
Finally, this provides “shared accountability”, and a “teamwork” culture can be fostered as well.
Exactly. Most of the “Social Media guys” I’ve run into are fantastic at content community management,’ but not super well versed in measurement, strategy and integration (the latter being the most overlooked of the four disciplines).
[...] Best Practices for Social Media: The basics of program planning … [...]
I couldn’t agree with you more that one person shouldn’t be responsible for all 4 building blocks. Unfortunately in my role where I work I need to do all 4 or they won’t get done. The bad thing, is I can’t do the well because there is too much. I wish I could just do the ‘management’ building block.
Oh well, one can hope.
Great Post. Social Media can no longer be left up to a single employee.
Justin
Hi Olivier,
Love the distillation of the skills needed and building blocks of social media. However, that said, so many ARE the “one person shop.” They don’t want to be, they KNOW others should take responsibility, but they can’t get the company (organization) to spread the social media responsibility. That leaves hiring more people or outsourcing. There has been a lot of discussion about outsourcing social media and I’d be interested in your take on what of the four building blocks and/or skills you would recommend outsourcing given the right circumstances.
Thanks for a great resource I’ll be passing along, too!
@askdebra
Outsourcing is tricky in this space. Procter & Gamble seems to have found the sweet spot with the agency handling Social for their Old Spice brand, but they’re the exception rather than the rule. Here’s why it works: They’ve spent several years building trust, building a solid collaborative environment and a measurement methodology. At this point, W+K’s Old Spice team is completely integrated within the Old Spice brand management structure. So… They’re outsourced, but they don’t behave like a contractor.
Think of outsourcing social the way you would outsource your attendance at a party:
Scenario #1 – You hire a stranger, give her a script, some background on you and your social circles, and send her off to be your surrogate at a party. “Hi, I’m Debbie. I’m here as a stand-in for Debra because she couldn’t make it. How are you doing?” It wouldn’t work very well, would it?
Scenario #2 – You ask a friend or an assistant to go in your place. Someone who knows you, who is already familiar with your social circles, and will feel like an extension of you in a way. You call ahead to let the host know about the switch, and they’re delighted. “Hi, I’m Jane. I work with Debra. Great to finally meet you. I’ve heard so many great things about you.” Still not as good as the real thing, but a lot better, right?
Outsourcing friendships and relationships (the crux of social, even in business) can only be outsourced in a context that makes sense socially. No consultant is going to know your business better than you. No agency is going to know your customers better than you. … Unless that consultant or agency is so integrated into your business, so fluent with it, that they’re almost an extension of you.
[...] Check out Olivier Blanchard’s (The Brand Builder) post on the different roles required for a successful Social Media Plan: Best Practices for Social Media: The basics of program planning [...]