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Archive for August, 2011

I didn’t realize it until this week, but there still seems to be some confusion about Social CRM in certain business circles. Let’s fix that right now.

(Before you get too excited, Social Media ROI: Managing and Measuring Social Media Efforts in Your Organization won’t be followed by Social CRM: The Complete Guide to the Obvious. We can take care of this right here and without the need for another 299 pages of examples and how-tos.)

This is how the discussion started: Neville Hobson (@jangles on Twitter) asked Edelman Digital’s Chuck Hemann (@chuckhemann) and I what we thought of Esteban Kolsky’s (@ekolsky) definition of Social CRM yesterday. The definition, as it appears below, comes from this piece on Neville’s blog, dated 9 May 2011, following Luke Brynley-Jones‘ Social CRM 2011 event in London:

[…] The closest best definition on the day came from  Esteban Kolsky in his presentation on “Three Reasons You Will Do Social CRM”:

[Social] CRM is a philosophy and a business strategy, supported by a system and a technology, designed to improve human interaction in a business environment.

It’s a start. A good start, even, but while I don’t disagree with the definition completely (and here I must apologize to Esteban for what follows), it misses the mark twice:

First, CRM is neither a philosophy nor a business strategy, but a business function. CRM stands for Customer Relationship Management. (Emphasis on management: A function.) So before we do anything else, the definition should be changed to this:

[Social] CRM is a business function supported by a system and a technology, designed to improve human interaction in a business environment.

Second, the definition is far too vague about what the system and technology actually do. And because it is vague and doesn’t actually provide a clear explanation of what the technology does, it fails as a definition. We have to go a little further if we want to make it work.

Let’s begin with the last part and maybe we can find a way to whip it into something more helpful: “Designed to improve human interaction in a business environment.” What does that mean? The telephone is designed to improve human interactions in a business environment. So are email and memos. Faxes, IMs, SMS, blogs, video-conferencing and high tech conference rooms and work spaces all perform the same function. What differentiates SCRM from any other collaboration tool? is it even a collaboration tool?

You see how already, something crucial is missing.

If we want to look at the definition of SCRM in the context of company-customer relations, then we must include that element in the definition. Let’s see what that looks like:

[Social] CRM is a business function supported by a system and a technology, designed to improve human interaction between companies and consumers in a business environment.

Okay, that’s a little better. But we still aren’t there. We’ve established that CRM is a business function. We don’t need the final four words of the definition. In fact, they are incorrect as the expansion of CRM into the social space blurs the line between business environments and non-business environments. Our definition now becomes:

[Social] CRM is a business function supported by a system and a technology, designed to improve human interaction between companies and consumers.

Now we are getting somewhere. The definition is far less vague than it was before. We are starting to see what the aim of CRM is… but it still isn’t entirely clear, is it. What kinds of human interactions are we talking about? Is SCRM a customer service tool? A technical support tool? A marketing tool? What sets it apart from communications tools, which also improve human interactions between companies and customers?

We need to dig deeper.

Let’s start with the obvious: What is the difference between CRM and SCRM?

CRM collects data on consumers so that customer service reps and salespeople can look up their purchase history, billing history, complaint history, and any other information pertaining to their interactions with your company. It allows you to serve them better when they call with a question or problem, and it also allows you to better target them when the marketing department cranks up the budget furnaces. That’s what CRM does. It focuses on what consumers do with your company and allows you to use that information.

Social CRM (SCRM) aims to bring a whole new data set to traditional CRM by linking customers’ social data to their transaction data. What does that mean? Well, it means is that in addition to what traditional CRM tells you about these customers, SCRM also adds what they do outside of their relationship with your company: Where they go, what they like, what they share, what they search for, what they talk about, etc. by collecting that data from social networking platforms like Twitter, Facebook, blogs, YouTube, Foursquare and many more.

Fig.1: CRM view

Fig.2: SCRM view

Social CRM takes traditionalCRM and injects it with what can be best described as lifestyle data, human data, broader cultural and behavioral data. You are no longer limited to observing your customers in a controlled environment. You can now observe them in their natural habitat and understand him better.

It also gives you insights into whether or not specific customers talk positively or negatively about you, or not at all. It allows you to map their connections and affiliations. It allows you to understand their beliefs and behaviors better. It gives context to what they do in the tiny narrow bandwidth in which you interact with them as a business. It pulls back the curtain on what makes customers tick.

What SCRM promises to do is combine customers’ transaction data (what you already had access to through your traditional CRM system) with their social/lifestyle data (which they publish to the social web). Imagine the depth of insights this will yield.

So let’s come back to our definition problem. We left things at:

[Social] CRM is a business function supported by a system and a technology, designed to improve human interaction between companies and consumers.

We need to add what we just talked about:

[Social] CRM is a business function supported by a system and a technology, designed to improve human interaction between companies and consumers by connecting customers transaction data with the lifestyle data they share online.

The “improve human interactions” piece seems redundant now. The “technology” piece might also be too complex now to rely on just one. Let’s try that again:

[Social] CRM is a business function supported by a system and technologies whose aims are to improve a company’s ability to derive insights into customer needs and behaviors by connecting their transaction data with the lifestyle data they share online.

Note that the term “transaction” here meaning more than purchases. It encompasses all interactions with the company. An email is a transaction. An order is a transaction. A customer service call is a transaction.

Depending on how well you understand the world of CRM, here is a variation of the definition:

[Social] CRM is a business function supported by a system and technologies whose aims are to improve a company’s ability to derive insights into customer needs and behaviors by adding to their transaction data the lifestyle data they share online.

Are these last two ideal definitions of SCRM? I don’t know. You tell me. All I can hope is that these two versions of the definition – still works in progress – move the ball forward a little bit, at least for now.

My other hope is that by 2013, the term SCRM becomes obsolete, and CRM has simply evolved into the richer ecosystem of data, insights and consumer interactions provided by the social web. In my mind, the sooner we stop qualifying everything in terms of “social” or not social (as if the two were still somehow separate from one another), the better things will work. For now though, the painful transition continues. Viva la revolución!

A huge thanks to Esteban Kolsky for getting things started, and for letting me rudely snatch the baton from his hand (you’re a good sport, Esteban) and to Neville Hobson and Chuck Hemann for getting the conversation started earlier this week on the Twitternets. Their wonderful blogs, respectively, are here, here, and here.

Additional reading – This short and brilliant bit from Eric Swain: http://www.social-collective.com/2010/08/10/guest-post-social-media-is-dead-long-live-social-crm/

The comment section is now yours.

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 If you haven’t already, pick up your copy of Social Media ROI: Managing and Measuring Social Media Efforts in Your Organization (Que/Pearson) at quality bookstores worldwide, or download the e-version to your favorite device. Don’t let the title fool you, it is a lot more about building social media programs for companies than it is about measuring ROI. Check out the reviews on Amazon.com.

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The more I watch Gordon Ramsay‘s UK-based shows, (not just Kitchen Nightmares but The F-Word as well) the more I notice similarities between the types of problems that plague struggling restaurants and the types of problems that plague struggling businesses. The problems are always the same (and by default, the solutions as well). Here are four of the most common parallels I have found exist between what I have watched him deal with on his various shows, and what I run into in the business world:

1. Without exception, poor leadership is at the heart of every business problem.

The Navy SEALs have a saying: “There are no bad boat crews, only bad leaders.”

They’re right.

We are social animals, like bees, ants and wolves. In order to function properly in crises, we need a leader. Forget about the notion of flat organizations for a moment, and of theoretical “everyone is the boss and no one is the boss” ideals. Sure, it’s a nice thought and in some instances, that sort of perfectly flat structure can work. But eventually, circumstances will call for leadership. Why? Because for better or for worse, we are wired that way. In crises, we crave structure. Without it, armies cannot function on a battlefield, restaurant kitchens cannot function, businesses with more than 5 people cannot properly coordinate purchasing, inventory, marketing, budgets. Someone has to own certain functions. Someone has to steer the ship. Someone has to say “let’s do it” and “no, we aren’t going to do that.” Someone has to be lead the way.

Look at the US. Free country, right? And yet its citizen willfully elect leaders, give them the power to make policy decisions that will affect every aspect of their lives, from the amount of taxes they pay to what they are allowed to smoke in their own back yards. Instinctively, human beings know that without leadership, without an authority structure, there can be no organized society, no functional organization, and perhaps more importantly, no forward momentum.

Look at any stalled organization in the world, from a small mom & pop restaurant in Devonshire to a nation the size of the US: Stagnation, uncertainty, lack of direction, these always stem from an absence of clear leadership. It doesn’t matter whether the catalyst for the problem was a new restaurant opening down the street or the economy or a hurricane. Obstacles and challenges are just part of the landscape. What you do to get through (or around) them starts and ends with adequate leadership.

Watch enough Gordon Ramsay shows and you will notice a universal constant: Every restaurant in trouble has a leadership problem. The owner might be too busy trying to be everyone’s friend in the front of the restaurant to actually run his business, or the chef might be an incompetent bully. It doesn’t matter. Whatever problem exists stems from that. Dirty bathrooms, brought-in food, rancid meat in the fridge, lousy service, burnt desserts. Leadership. Or a lack thereof.  The same is true of every other type of organization and business: A boss who skirts his responsibilities and expects things to happen on their own isn’t leading. He is just playing a part.

If a new hire sucks at their job, whose fault is it? (Who hired them? Who hired the person who hired them? Who hired the person who hired the person who hired them?) If a project team is stalled and things aren’t moving forward, whose fault is it? Who owns that project? Who is holding them accountable?

Who sets the example? Who makes sure things get done? Who makes sure things are done right? Who sets expectations for the entire business? Who is in charge here?

Before an organizational dysfunction can be resolved, hierarchy has to be clearly reviewed for imbalances. Leadership at every level has to be established, starting from the top. Leadership has to be clarified, expressed and put into action. Not just once per month or quarter, but every moment of the day.

Until you fix the leadership piece, nothing else matters. You can pump funding into the organization, give them new equipment, new marketing, 25% new customers overnight, it won’t matter. 2 months from now, the same problems that existed before the upgrades will still be there, and they start at the very top. Either the wrong person is steering the ship, or that person doesn’t really have what it takes to be there. Tough decisions ahead.

Things a leader has to be able to do on their own:

- Give every action purpose.

- Articulate vision into strategy.

- Transform strategy into action.

- Get employees to completely commit to their responsibilities.

- Make employees want to give their absolute best.

- Stand for something. (It inspires loyalty.)

- Lead by example.

- When something isn’t working, step in, roll up sleeves, and fill the gap in the chain.

- Show people who don’t want to be there the door.

- Give people a reason to be proud of what they do, no matter how far they are from the C-suite.

- Choose work over golf.

- Take a pay cut before laying off good employees.

- Take responsibility for every failure.

- Understand that delegation is only a short walk from abdication.

- Give truth a platform, no matter how inconvenient it may be.

A leader in denial isn’t a leader. He’s a drunk driver pretending to be sober, driving his car and everyone in it into a ditch.

2. Passion is the fuel of excellence. Whether tanks run on full or on empty, this is the stuff that’s in them.

Fuck “motivation.” Motivation comes and goes. I can motivate a team of salespeople with a cash bonus. I can motivate a bored subordinate with the threat of being demoted or fired. I can motivate someone with a kind word or a pat on the shoulder. Sure, motivation is needed at regular intervals, but at some point, if people don’t learn to motivate themselves, “motivating” people in an organization becomes a full time job.

Those inspirational posters and smarmy motivational calendars with their quotes of the day, rip them down, walk out into the parking lot and set them on fire. They’re shit. Not only do you not need them, they’re holding you back. They’re teaching you that motivation comes from cliché wisdom and that it can be purchased like a get well card. If you have passion for what you do, you don’t need someone to motivate you. The minute you start believing it, the minute you start putting your faith in “inspirational” products (and that is precisely what they are), is the moment you decide to let go of your own future.

I was asked not long ago to give a motivational speech to a team of executives. The mere notion of this blew my mind. A motivational speech? Me? It isn’t what I do. And to deliver this “speech” to people who make an incredibly good living working for a successful company when millions of people can’t find jobs seemed all the more absurd. I told the event manager that I had no idea what to say to these people, that I am not a motivational speaker, that he had the wrong guy. But the more he explained the predicament they were in, the more I felt like I needed to find some way to help them, even if it meant finding a way to “inspire” them.

This was new territory for me. My first instinct was to drag them by the ear to a soup kitchen or a social services office and tell them to take a good look, then thank their lucky stars that they had the option of needing someone to help them become motivated. I couldn’t wrap my mind around it. Why did these “leaders” need someone to infuse them with motivation? It pissed me off. Fortunately for everyone, I got over it.

Long story short, I didn’t give them a motivational speech. Instead, I taught them how to do stuff. I laid out some of the puzzle pieces for them and, together, we put them together. Then I showed them how to finish the puzzle on their own. I gave them something to do and gave them a reason to do it. I removed “motivation” from the equation completely. The motivation came from doing things that yielded results. In other words, we did the work that needed to be done.

The point being this: If I have to motivate someone to do their job every day, why are they here to begin with? Teach someone how to make a living doing what they love (or to give them a reason to love what they do for a living) and you will never have to motivate them again. Ever.

Watch enough Gordon Ramsay shows, and you will start to notice that many restaurateurs in trouble suffer from a certain form of defeatism and apathy. Sooner or later, if Gordon asks them the most pitiful question in his repertoire – “what happened to you?” – they will admit that they have “lost their passion.” They’ve gotten so caught up in the details, in the negatives, in the seemingly challenges of their profession that they have forgotten how to love it. If he can reignite that passion, they stand a fighting chance. If he can’t, they’re done. The restaurant won’t survive.

There is no gray area here. Passion vs. no passion. Success vs. no success. (And by ‘success’ I don’t just mean a fat paycheck.) It isn’t rocket science. The two are indivisible. The more child-like and visceral the passion, the higher the octane, the farther it will drive you, your project, your idea, your company.

There’s an honest conversation that needs to happen between a boss and an “unmotivated” employee (or between a consultant and a client), and it centers around passion. The question is this: Why are you here? “The pay is good” is an honest answer, but it is not a good answer. Same with “beats the hell out of working at Orange Julius” and “Too many content strategists and social media gurus in the marketplace already.”

Imagine asking your spouse “do you love me?” and having her answer “you make a good living, I feel financially secure, and I like living in our house.” Good luck building something worthwhile out of that. It isn’t so different in business.

If you don’t understand what someone is passionate about, you don’t really know them. Sure, when you hire them, you can take a look at their resume and see where they have studied and worked, but you have no idea who they are. Too many companies hire resumes and CVs, bullet-list snapshots of someone’s past. Not enough companies hire people based on who people are and what they are passionate (and not passionate) about.

A few years ago, I was asked to hire someone for a newly funded position. For the next few months, I found myself suffering through a battery of applicants, each one more full of shit than the next. They wanted the job because of the pay and security. No one wanted the job because it was interesting or fulfilling (at least to them). I remember one woman in particular, when I asked her what she was passionate about, giving me this for an answer: “I am really passionate about people.”

What does that even mean?

I asked her. She nervously repeated her answer: “I am really passionate about people.” I asked her to elaborate. She had a hard time. Finally, she managed to articulate what she meant: “I love helping people, making their day, making them smile.”

“And you want to cold-call SMBs all day and try to sell them software?”

Wrong job for her. Wrong direction. She was never going to be happy doing this. She would be burned out inside of six months, desperate for a new job somewhere else.

Remember the Navy SEAL saying about boat crews and leaders? Here’s the detail that makes it work: SEALs are all volunteers. They want to be there. BUDs‘ (the grueling series of training evolutions during which future SEALs are selected from a pool of volunteers) primary purpose isn’t to train. It is to test. Not to test in terms of scores and aptitude, mind you, but to push volunteers to ask themselves how much they are willing to endure to do the job. If anyone isn’t truly passionate, desperately passionate to be there, they will allow themselves to fail or they will ring out. If all they want is the prestige of displaying the trident on their pretty uniform, they won’t make it. The selection process is designed to weed out the volunteers who are there for the wrong reasons. The real reward for surviving another day isn’t status or high pay or prestige. It is more pain, more hardship, more discomfort. How much are you willing to bleed for what you are passionate about?

Official US Navy Photo

While the SEAL example lies on the extreme edge of the spectrum when it comes to pursuing your passion, the principles it illustrates apply to every occupation in the world. Yes, you can be passionate about being a fry cook. Yes, you can be passionate about picking tomatoes or being a cashier or shoveling turkey shit on a farm. It’s a mindset, nothing more.

Here’s another little secret: Whatever you end up doing, whatever profession you end up pursuing, it’s going to be hell. Being a Navy SEAL isn’t about jumping out of helicopters and being movie-cool. It’s about freezing your ass off on the butt end of the world and going days without sleep or food. It’s about enduring hardships and discomforts that no other human being would be crazy enough to put themselves through. It’s miserable. Likewise, being a writer condemns you to a life of psychological and emotional hell. Whatever self doubts you have, multiply that by a thousand and you still won’t come close to understanding how difficult it is to sit there day after day and fill up blank page after blank page. It doesn’t matter what the job is: Actors, musicians, copywriters, photographers, salespeople, product managers, engineers, chefs, firefighters, EMTs, if they’re worth a damn, they all bleed for their passion. They suffer for it every day.

The more passionate you are about something, the more you are going to give up for it, the more it’s going to make you bleed. And here’s the key to it all: The more you’re willing to bleed for it, the more you will. It’s just how it works.

Last night, I was watching an episode of the F-Word (Season 5, episode 5) in which the UK’s two best local Thai restaurants went head to head in a 3-course contest. One of the two chefs, Chef Patria, talked about what she does. Check it this out.

Here it is on Youtube if your device can’t read BBCAmerica’s video. Fast-forward to 3:23 and listen to how Chef Patria talks about what she does.

“I cook with my love, my care, my passion. Everything, my heart, I put into every single dish.”

Fresh ingredients. A passion for perfection. An obsession with quality. It isn’t just a job. It’s a calling.

Is she an extreme case? A woman who has no time for a husband, children, a life outside of her work, whose last day off was Easter a year ago, who only sleeps 5 hours per night? A dragon lady whose energy in the kitchen would probably drive away 99% of foodservice workers in the US?

Yes. She is an extreme case. And that is precisely why she is exceptional at what she does. Does she truly need to work that hard 24/7 to be as good as she is? Probably not. But she loves what she does so much that she chooses to go all-in. This is commitment. This is passion. This is what complete commitment to one’s art looks like.

The world’s best fighters train and work that hard. So do the world’s best surgeons, athletes, musicians, actors, artists, and warriors. Why? Because distraction is weakness. Distraction is resistance. Anything that doesn’t strengthen them in their craft makes them weaker. For people in pursuit of excellence, working at it 8 hours per day then going home amounts to 1/3 commitment. To them, being 1/3 as good as they want to be amounts to engineered failure.

How hard are you training to become the best at what you do? How hard is your boss working at being the best at what he does? (Or should I be asking about his golf game instead?)

Later in the show, when Gordon jokingly asks chef Patria if she is as demanding with men as she is in the kitchen, her answer is simply this: “No compromise.”

Her restaurant wins the day’s contest and jumps to the top spot in the overall competition.

No compromise.

If you truly love doing something, doing it half-assed doesn’t cut it. You want that Superbowl ring? Work harder. No compromise. You want 6-pack abs by next June? Work harder. No compromise. You want to make consumers choose you over the competition? Work harder. No compromise. You want to be the best CEO the planet has ever seen? Work harder. No compromise.

That’s passion. Passion knows no middle ground. There is no such thing as a warm flame. It is either hot or it is out.

The death of passion in any business, from a small restaurant in Devonshire, UK to a global super-brand means the death of forward momentum, the death of quality, the death of every single competitive advantage fought for in the past. If you cannot reignite passion in a company’s leader, nothing else you do will yield results. Just like a chef who isn’t passionate about food can’t make a restaurant be successful, a CEO who isn’t passionate about what he does cannot make his company kick ass.

3. Sugar-coating the truth is for suckers.

tomfishburne.com

When a ship is sinking, every minute counts. This means that every interaction counts. Why sugar-coat the truth? Why perpetuate belief systems that have led to mediocrity or failure? If product quality sucks, it sucks. Say it, own it, try it on for size. Find out what it feels like to have allowed a crappy product to hit the market under your watch.

Remember when you were in school and you came home with a D- or an F when you didn’t apply yourself? Remember when you lost the game because you didn’t train hard enough or give your teammates 100% oeffort? There’s a brutal honesty that comes with keeping score. More empty seats than customers at your restaurant: That’s your way of keeping score. Bad reviews in the newspaper or on Yelp!: That’s your way of keeping score. Stalled market share quarter after quarter: That’s your way of keeping score.

When I ran track in high school, that quarter-mile oval was the ultimate arbiter of my dedication to the team. The clock doesn’t lie. When I was on the rifle range in Lorient, my groupings on the target didn’t lie.  You’re either getting faster or you aren’t. You’re either hitting your mark or you aren’t. There’s no sugar-coating on the field of battle. You succeed or you fail. You win or you lose. That’s it.

If half the fun of watching Gordon Ramsay’s shows is to watch him rip restaurants apart and yell at incompetent chefs, the real value of his apparent meanness is this: Gordon Ramsay isn’t there to make people feel good about failure. His objective is to fix restaurants in trouble. You don’t do that by wrapping the cold hard reality of failure in a blanket of warm euphemisms. If something sucks, it sucks. If something rocks, it rocks. Honesty, even when it comes across as being brutal, forces people who are living in denial to face the truth. is it a shock to the system? Yes. It is meant to be.

To many TV viewers, it seems that Gordon Ramsay is nothing but a loudmouth, pretentious asshole. The reality of it is that he has figured out that success and positive results are infinitely more valuable to confidence, self esteem and professional pride than platitudes and bullshit. In that context, sugar-coating bad news only prolongs mediocrity, failure and pain.

You want the good news or the bad news? The bad news is, your business sucks because of you. The good news is, you can turn it around, but you are going to have to take responsibility and start giving a shit.

That’s reality, and if it needs to be brutal, then it needs to be brutal. Deal with it.

If your job is to carry out orders, you’re off the hook. But as a consultant, as a therapist, a coach, an officer, a chef, a food critic, a leader, you don’t help anyone by injecting the truth with little white lies. Is it often the politically sound thing to do? Yes. And if your job, your next promotion or your contract is more important to you than actually doing your job (assuming your job is to fix a problem), then fine: cover your own ass and become part of the problem. On the other hand, if you are passionate about what you do, if you want to see real results, if the interests of your client or boss or peer supersede your own (and they should since you are being paid to look after them), then you have to be willing to risk ruffling feathers and pissing people off. Your job, believe it or not, is to do your job. If the client can’t face the truth and wants to fire you, then guess what? Let them. It’s their company going down in flames, not yours.

Here’s a little lesson I’ve learned over the years: The moment you allow yourself to get sucked into a clients’ dramas, their inner complexes, their excuses, their dysfunctions, you have effectively ceased to be of any use to them. Your value as a consultant, as an expert, as an advisor, is now zero. The moment you start playing that game, you’re done. You have become part of the problem. You have become a paid, willing accomplice in that organization’s eventual destruction. Congratulations on your new role. The twelve year old you would be so proud to see what you’ve become.

You have to be willing to be blunt. If the only way honesty will get someone’s attention is to deliver it brutally, then you have to find the courage to be the guy who delivers bad news to the CEO without embellishing or minimizing the bad news. That’s your job. If you don’t have the huevos to do your job, you don’t belong in this line of work.

And if you’re a business owner, a manager, heck, an adult in the process of screwing up and you can’t handle reality, it’s time to reevaluate a lot more than the discomfort of this moment. Thick skin comes with the territory. If you can’t effectively deal with criticism, especially when it is on the nose, maybe leadership is the wrong career path for you. If someone who knows better than you tells you what you are doing wrong, shows you what you are doing wrong, and then teaches you how to do it right, shut up and listen. If the comfort of little white lies is weakness, outright denial, especially when it becomes institutionalized, is career suicide.

Here’s the lesson: The faster you get to the truth, the clearer your perspective of where you are and where you need to go will be. It’s that simple. Anything that slows down or otherwise hinders that process is a liability. Get rid of the bullshit. Cut to the chase. The more painful and unpleasant it is to hear, the more valuable it is to you and your organization.

4. Competence is key.

It isn’t enough to be a critic and point out what’s wrong with a business. Anybody can do that part. Once you identify the problems and make the brass understand what is wrong with their operation though, you also have to know how to fix them. That doesn’t just come from reading business books and looking stuff up on Google. You have to be competent. Eminently competent, even. You can’t just glimpse what the solutions might be. You have to be able to show them, explain them, teach them. You have to know what works and what doesn’t, what hurdles the client will have to overcome before they can implement them, what tools they will need during that process, and how they will gauge their progress during their transition.

Theory might be great on paper, but you need to be able to show people how to get shit done.

One of the things Gordon Ramsay does in every show is teach restaurants in trouble how to do things they don’t know how to do. Note that he doesn’t leave his “clients” with a strategic brief or a findings report. He doesn’t just recommend that they revamp their menu or that they improve the quality of their dishes. He gets in the kitchen and teaches their chefs things they need to learn how to do in order to move forward. He shows them stuff that works, stuff he knows will work because he’s used it before.

Competence here makes all the difference in the world.

What can a 23-year-old consultant with no business management experience teach an executive team about effective change management? What insights into cross-functional social business integration can an SEO blogger-turned-social-media-guru provide a Fortune 500 COO? The benefit of… theory?

Contrary to popular belief, attending a webinar doesn’t make you an expert. Neither does attending 18 webinars. Neither does paying $13,000 for the privilege.

Having stayed “at the Holiday Inn last night” doesn’t make you an expert in anything either. (But okay, the commercials are funny.)

Just like a food critic isn’t necessarily qualified to be a chef, a consultant who can’t shift from talking to demonstrating isn’t necessarily qualified to give advice to anybody.

Competence, defined in only 6 words, boils down to this: Don’t just tell me. Show me.

Who do you want teaching you how to clear a bunker: A guy who read about it in a book, or the guy who has 5 years of combat experience and personally cleared dozens of enemy bunkers? Who would you rather have teaching you how to land airplanes in emergency conditions: A guy who read the manual, or the test pilot who actually performs emergency landings in all sorts of emergency conditions to learn what really works and doesn’t work? You get the point. Competence and experience go hand in hand. Talent alone isn’t enough.

Consultants need to be competent. Head chefs need to be competent. Restaurant owners, bodyguards, accountants, auto mechanics, surgeons, marines, airline pilots, parachute instructors, chemists and CMOs have to be competent. Even social media directors have to be competent. Brains, creativity and imagination matter. When it comes to innovating, nothing beats the combined forces of imagination, curiosity and perseverance. But when it comes to making things work, nothing beats experience. Nothing takes the place of being competent.

Strange as it may sound, Gordon Ramsay’s Kitchen Nightmares may be one of the best examples of how businesses succeed or fail, and why. Take away the setting (restaurants) and apply the themes and lessons of every episode to other industries and settings, and they work: Poor leadership, the slow death of passion, cultures of denial and the erosion of competence. Everywhere you go, you will find the same thing: The Post Office, your local bank, your favorite software company, a global superbrand, the local steakhouse. Each of these four factors will kill a business, any business, faster than you can say “no customers.” And while Chef Ramsay’s unorthodox style (unapologetically pointing out key problems, confronting those responsible, breaking them down, then dragging them – kicking and screaming – towards resolution) might seem inappropriate for “the real world” of business, while his body language and choice of vocabulary and confrontational style may seem out of place beyond the shock-happy world of reality TV, the guy is spot on. He isn’t there to apply lipstick on a pig. He knows that a new menu and fresh signage won’t be enough. He is there to perform an emergency intervention, to turn a failing business around in a week.

Imagine that: A week.

With only a week to turn things around, your timetable for change is accelerated. There’s no time for reflection, for endless meetings, for brainstorming sessions, for PowerPoint tennis matches week after week after week. Things have to happen now. The time for bullshit, for excuses, for fear, for misplaced ego trips is gone. With an accelerated timetable, everything gets concentrated into what matters most: Getting things back on track. Getting things right. If necessity strips away excuses, urgency strips away bullshit. That’s what makes his shows so fun to watch and his management style so fascinating. It’s a crucible, a concentrated version of what many of us do over a much longer time-frame. Every episode is a case study in personal dysfunction, operational dysfunction, and in the process of getting things back on track. As corny as it often is, it is still brilliant.

So ask yourself: How would your business hold up to Gordon Ramsay’s scrutiny? What would be the effective range of your excuses? How willing would you be to put aside wounded pride, accept his recommendations, and make things right today?

Why aren’t you doing this now?

Whatever ails you, whatever challenges your company faces, I hope this helped, even a little bit.

Cheers,

Olivier

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Score your own copy of Social Media ROI: Managing and Measuring Social Media Efforts in Your Organization (Que) just about anywhere business books are sold, if you haven’t already. The book is actually about a whole lot more than ROI and focuses on a lot of business fundamentals with applications reaching beyond the digital world.

You can also check out smroi.net to dig deeper into the book and even sample a free chapter, or let the reviews on Amazon.com help you decide whether or not it is worth the price of a turkey sandwich.

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Can Apple survive without Steve Jobs? Will Apple’s stock bounce back? Is this the end of innovation and genius at Apple?

Who gives a shit. Companies come and go. Innovation still happens. If Apple falls apart a decade from now (and it would take at least that long for that to happen), another company will take its place. Maybe a Sony. Maybe an LG. Maybe a company some kid working out of his parents’ garage half a world away will start a year from now with some friends. And maybe in twenty years, Apple will still be the innovation juggernaut it is today, the game-changer, the company that year after year, manages to both redefine and advance the way human beings interface with technology.

So who gives a shit. Really. There’s something bigger here than the race to predict Apple’s future and write this week’s definitive article on Steve Jobs, and it’s this: Steve Jobs. The human being. The husband. The father. The friend.

Maybe you’re worried iPhone 5 and iPad 3 won’t come as fast or be designed as well as their predecessors. Well, maybe it isn’t really about you and that fancy little piece of technology that you think makes you the coolest kid in the coffee shop. Maybe there is more to Steve Jobs than being CEO of Apple. Maybe this is really just about a guy fighting for his life.

If Steve were my son, my father, my brother, my best friend, I would trade Apple and all of its success and revenue a thousand times over if it meant saving his life. No hesitation. Not even a hint of it. You can always rebuild a business, start over, change the world again. People though, when they’re gone, they’re gone.

So can Apple survive without Steve Jobs? Who gives a shit. It’s a selfish question. Get over it. The baker is dying and we’re sitting around wondering if his apprentice’s croissants will be as delicious? Seriously? Forgive me, but that seems a little cold, doesn’t it? We can do better.

So today, this week, next month, I won’t sit here and add to the fray of discussions and opinion pieces regarding Apple, the future of the company or the evolution of the brand post-Steve Jobs. There’s no need, and I don’t need the traffic that badly. Will I write about Apple again? You bet. Will I dig into Apple’s universe for insights into brand management, the importance of design, leadership lessons, the importance of vision and a million other topics? Of course. I just won’t do it now. Not under these circumstances.

Mr. Jobs, sending good vibes your way, sir. Beat this thing.

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Filed under Opinion:

Social media training in the real world:

Much of what I do involves teaching executives how to use Social Media in their day to day business activities. I help Marketing managers integrate social channels into their departments’ activities, for example. I help PR departments develop around-the-clock monitoring practices and crisis response protocols. I help customer service managers develop real-time customer support capabilities and train their staff to be as comfortable in social media environments as they are on the phone or via email. I help COOs integrate social media across their business units and CMOs and CEOs make sense of it all. In essence, that part of what I do looks a lot like cross-training: I teach marketing, customer service, sales, advertising, and PR professionals how to incorporate social media into what they already do, and I help executives understand how social media fits into their professional ecosystems. From there, we build programs based on their needs, objectives, and capabilities.

On occasion, I also help social media professionals learn basic business management concepts so that they won’t waste their employers’ and clients’ time with disconnected “social media strategies” and pointless measurement methodologies. I help them understand how to build social media practices for customer service departments, for instance or teach them how to apply their skillset to a digital marketing role, but somewhere along the line, it is their responsibility to take that training beyond what little guidance I can provide. I am not a university: I am simply not equipped to teach someone how to become a customer service manager or a data analyst or a CMO.

What I also don’t do is teach “social media professionals” how to get better at “social media.” Why? Because any non-basic course on “professional” social media management taught outside of a specific business application context is essentially worthless. It is the social media equivalent of taking an “advanced” course in telephone conversations or email content management. It’s bollocks. You want to learn how to use Twitter better? Find some free tutorials and spend more time using Twitter. You want to learn how to be more fluent with tools like Spiral 16, Webtrends or Seesmic? Get friendly with their tech support teams, let them show you some new tricks, and spend a few hours every week using what you’ve learned until it’s become second nature. Want to learn how to be a better community manager? Talk to other community managers and learn what you can from their successes and setbacks, then try some of their tricks to see how they work for you.

Here’s another tip: Every time you learn something new, share it. Train other people in your organization so you won’t always have to do it all. Build knowledge all around you. In time, they’ll be the ones sharing new tips and tricks with you.

The reality of the business world in 2011 and going into 2012 is that there is no need for “social media professionals.” What businesses need are marketing professionals with a fluency in social media, customer service professionals who can operate in a social media environment, executives who understand how to leverage social media to assist and amplify their other activities, business analysts who know how to measure the effectiveness of their companies’ activities in social media. In other words, businesses need professionals who know how to blend “social” with existing business functions. What they don’t need is to try and figure out how 500,000 newly minted “social media professionals” somehow fit into their organizations.

What is the value of a social media “expert” who can’t translate that expertise into a skill or role a company can actually use?

Where things go wrong:

The notion that thousands of organizations out there are in need of “social media professionals” is a complete sham. Whatever you were doing before social media became a “thing,” that’s what your real skill is. Your profession. What you will be most likely to be hired to do. Your new social media skills, they’re just a fresh layer of value wrapped around that core skill. That’s it. You have 10 years of experience as a customer service rep and three years of using Twitter and Facebook? Guess what: You probably aren’t going to be hired as a Social Media Director by anybody, nor should you. You aren’t ready for that yet. But you could be hired as the customer service manager who will be asked to build and manage the company’s first social media customer service team. Go for that job, kick ass at it, and maybe a year from now you get asked to build on that success, and so forward goes your career. Not as a “social media professional” but as a professional who knows how to use social media.

That social media shortcut though, that magic door to a Chief Social Officer title without passing “Go,” it’s bullshit. It’s a marketing scam to lure you into signing up for webinars, certification programs and whatever else will pass for training these days.

Not to pick on this particular event that popped up in my feed yesterday (whose content actually seems pretty good if you reframe it as a social media-themed conference), but read this marketing copy and think about what it promises and how:

“If you are a social media professional wanting to take your skills to the next level, or an online marketer expanding your capabilities, this program is your chance to go beyond a typical introductory course and get advanced insights from true social media masters. This conference series is a unique opportunity to develop your own mastery of social media for Marketing and Communications, with an emphasis on engagement. Whether you are in charge of a department in a large organization, you are responsible for multiple clients within an agency, or you are an independent professional deepening your skills and knowledge, this special event series will help you advance your career and accomplish your goals in key areas of social media marketing.”

Again, the event might be great. At $199, it seems reasonably priced, and some of the speakers, although I have never heard of them, seem like they might have some interesting insights to share. I just can’t help but be a little curious about:

Take your skills to “the next level.”

Develop your own “mastery” of social media.

This special event series will help you advance your career and accomplish your goals.

This program is your chance.

There’s a little voice in the back of my head that whispers “bullshit!” every time I read copy like this. What it really is, is another “chance” to spend $200 on a conference and listen to presentations. Period. Not that there is anything wrong with that, conferences are great, but they are a far cry from anything close to a course or training program that will “take your skills to the next level” or help you “advance your career.”

I don’t blame any speakers and SMEs for being dragged into operations that don’t quite align promises with delivery. For the most part, they are knowledgeable professionals with great insights to share. They are driven by a desire to help their audience gain insights on certain aspects of social media that are relevant and actionable, and have no idea when they accept the invitation how or to whom the event will be marketed.

Generally speaking, the people who create and operate events which promise one thing but deliver another, on the other hand, know exactly what they are doing when they write or authorize their marketing copy. They see where the ethical lines are drawn as clearly as you and I. Not all but most knowingly choose to use certain keywords in order to create expectations not in line with the reality of what they are  delivering. In other words, they choose to deliberately prey on people’s aspirations, hopes and fears (the fear of not being qualified for a job, of missing out on some vital information or insight, of being left behind if they don’t constantly sign up for the next webinar, the next top secret newsletter, the next so-called training program) to make an easy buck. To call people who deliberately engage in deceptive practices predators would be too flattering. They aren’t predators at all. They are parasites: They don’t just hunt you down and kill you. They suck you dry, little by little, one event at a time, one webinar at a time, one newsletter or monthly community membership fee at a time.

Imagine hundreds of termites eating at the very foundations of the social media discipline they claim to be building, all the while charging you for the wood. Now you’re getting a glimpse of what is really going on right under everyone’s noses.

My beef isn’t with the quality of these events or what they charge, mind you. I take no issue with any of it. You want to put on a poorly produced event and charge $3,000 a head? Go for it. It’s your reputation. You want to put on a world class event and only charge $25? More power to you. No, my beef is first and foremost with the marketing. What I take issue with is always the same thing: The predatory sales pitch, the misleading copy, the deliberate formulation of unrealistic expectations to lure the gullible and the desperate (read: the underemployed).

It reminds me of TV evangelists asking the most desperate and poorest of their viewers to send them money in exchange for favors from God. “Send us $50 right now and you will see your investment multiplied tenfold! So sayeth the Lord!” Right. Says the guy with the Gold Rolex, the villa in Beverly Hills and the private petting zoo on his 500-acre estate. If only social media gurus sported TV preacher hair and dressed in 12-button gold lamé suits instead of baggy jeans and ratty T-shirts, the sham would be easier to spot.

My other beef is that when the objective is to make a quick buck, more of the organizers’ time is focused on marketing the event than it is on vetting its speakers and curating their content. As an event organizer, it is your responsibility to make sure that your speakers or trainers won’t deliver complete nonsense that will end up doing more harm than good if anyone actually tries to actually apply their advice. Things along the lines of Social Media ROI = (engagement x brand equity) ÷ brand mentions. And yet, how many times have we seen “experts” deliver complete nonsense at events that were supposed to help us learn something valuable?

An event organizer more focused on making money than creating an exceptional event for his audience probably has his mind on the wrong thing. It’s hard to read slimy marketing copy and not wonder what is really going on behind the scenes. That doesn’t help anyone.

A word about ethics, responsibility, and digital citizenship:

There are ethical lines all of us, every single day, decide not to cross. And I get it: Times are tough. As one of these very well fed social media termites had the nerve to tell me via email not long ago, “everyone has the right to make a buck.” Yeah. True. But you also have the right to have both your motives and practices questioned when you choose to make a dishonest buck. This goes way beyond the shady SEO schemes and non-disclosure of paid endorsements you run into on a weekly basis with many so-called A-list bloggers: It goes to the heart of being part of a community, of presenting yourself as a “thought leader,” as a guru or role model or shepherd, and then using that community to fill your pockets with little concern for the damage you cause its members.

It takes a remarkable absence of empathy to deliberately build trust in tens of thousands of people with the sole purpose of betraying that trust at the first opportunity to “make a buck.”

Speaking of that, here’s what “making a buck” under the pretense of helping people looks like in the real world:

The same thing happens in the social media “industry,” only it isn’t caught on CCTV.

If you’ve ever wondered why some of us who work in this community sometimes speak out against predatory or otherwise unethical practices, it’s because we see the scams for what they are, and we are just as outraged by that type of behavior as we are by what you saw taking place in that video.

Now I ask you: What would be the upside of keeping quiet about it? Of protecting the perpetrators, even?

To see it happening and do nothing shames us. It makes us either cowards or accomplices. It’s that simple.

Being part of a community means you give back to it. You contribute. You watch out for other people. You help them whenever you can. You protect them when you must. You make sure it is healthy and crime-free. What you don’t do is turn a blind eye when someone gets scammed. What you don’t do is glorify or help support people whose sole purpose for being in your community is to exploit it for their own gain, at everyone’s expense, and without a hint of remorse. What you don’t do is sell out your neighbors and your friends in exchange for a tiny slice of the pyramid scheme pie.

Repeat after me: The word “social” means something. It isn’t just a marketing buzzword. In that regard, it is just like authentic, transparent and honest. In the immortal words of Gordon Ramsay, “if you’re going to take the money, work for it.”

The biggest difference between the real world and the social media space is that in the social media space, it’s a lot harder to smell the bullshit.

In short, be careful what you register for. Tighten your vetting process. Approach every social media event with an eye for red flags. Ask yourself whether it is really worth your time and worth the fee. Ask yourself whether the event can truly deliver on what it advertises. Ask yourself what you really need to get out of it and whether or not you can reasonably expect that the event will not disappoint. And recalibrate your expectations if you must: In spite of shading marketing copy, some events, once reframed as conferences rather than training programs, can be well worth the price of admission. Whether or not you reward them with coin without first pointing out their shady practices is entirely your call.

But back to our original topic:

Social media’s educational fix: Focus on cross-training.

If “social media professionals” really want to advance their careers, here is my advice:

Learn the difference between a conference and a training program. (The former has a schedule of speakers. The latter has a discernible curriculum.)

Learn the difference between beginner training programs and advanced training programs. (The former touches on basic introductory concepts and teaches you how to use social media platforms and tools. The latter focuses on either becoming an expert platform/software operator, applying SM knowledge to specific business functions, and/or – for executives -operationalizing social media).

And here is the big one:

Take less social media strategy classes and more business management classes.

That is where the real value is. That’s what will make you employable.

Likewise, if business professionals want to advance their careers in an increasingly digital world, they probably need to learn how to properly integrate social media into their profession. This is the group that should attend social media conferences and events. Ironically, events like the one mentioned above should cater to these folks rather than “social media professionals” and online marketers.  There would be far more value in that, but since it would require a lot more work, the low hanging fruit tends to suffice. Too bad.

If you aren’t focusing on cross-training at this point (teaching social media operators how to apply their skills within the scope of a business function, or teaching a business professional how to incorporate social media into their business function), you are missing the mark.

Cheers.

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Brilliant and succinct analysis of the erosion of expertise in the media from Todd Gitlin, in an article he wrote for the Chronicle of Higher Education. Check it out:

But when news media go looking for experts, they don’t examine their records. Baseball announcers would be fired for not knowing the RBI records of designated hitters. But editors don’t think it’s their business to vet their experts. They’re not enamored of expertise, they’re enamored of the aura of expertise. They embrace their experts all the way over the cliff.

With a news cycle running at full steam 24 hours a day and a push on the web to create and distribute content rather than substance, the walls come down. Or rather, the foundations crumble. We need viewers, we need visitors, we need clicks and likes have replaced we need to be the best in the business, the most knowledgeable, the most trustworthy.  That’s what content and content farms are there to do: The objective isn’t to answer questions, educate or even drive purchasing behaviors. It is simply to attract eyeballs. As many as possible, as often as possible. More eyeballs = more advertising revenue, and more advertising revenue is the end-game. If one channel isn’t enough, create a new one. Each new channel is like an empty bucket that needs to filled with… content. When SEO-friendly filler won’t do, sensational headlines and constant “news alerts” will pull eyeballs.

Opinions are now simply a product, which means that opinions have become mere content: Here is opinion A. Here is opinion B. Let’s throw a few soundbites back and forth at each other and move on to the next thing. Sell someone as an expert (or accept their claim regardless of whether or not they actually are) in order to fill a segment, and you have instant expert content. Now you have your 3 minute interview, your 3-paragraph blog post, your bite-sized YouTube video. More content means more views. More views means more advertising revenue, more chances to push more content and thus yet more advertising, more opportunities to sell webinars and white papers and $250 monthly subscriptions to the newsletter. Not enough experts to fill up 24/7/365 worth of news and content across 300+ channels? No worries: Just make some up. Anyone with an opinion that can be conveniently packaged as option A or option B will qualify as an expert for the purposes of a segment, of a presentation, of a consulting gig. And it isn’t like you will run out of people begging for their 15 minutes of fame anytime soon. The “personal brands.” The gurus. The overnight experts. They’re lining up around the block. You know why? Because they’re in demand and they know it.

Here is Mr. Gitlin again:

Some years ago, I wrote about the example of Edward Yardeni, formerly the chief economist of Deutsche Bank, who anticipated a world depression as the likely outcome of Y2K, yet remains on many a go-to list for economic commentary.  That he was badly mistaken did not impair his place on the media quotemeister list. Just this month, for example, he shows up not only in the FT but also Bloomberg, USA Today, and a San Francisco Chronicle blog—though one is thankful that he appears mainly to state the obvious.

Any of the following statements sound familiar?

Quora is going to redefine the social web.

Google Buzz is a game-changer.

Google Wave is here to stay.

Google+ will kill Facebook.

We’re one of the world’s first full service social media agency.

We’ll handle all of your social media feeds.

The value of a Facebook fan is $1.93

Social Media ROI = (brand equity x engagement) ÷ online mentions.

Content is king.

Blog post after blog post, presentation after presentation, prediction after prediction, are you really seeing valid expertise and insight, or simply an endless stream of content?

If you think that make-believe “experts” will eventually go away all on their own, keep dreaming. Why would they? We have created a market for them, built demand for their BS, given them an ever-growing platform, and held them accountable for absolutely nothing. How many social media-themed conferences are there now, each with dozens of tracks and breakout sessions? Among them, how many have really turned out to be either thinly disguised sales pitches or vague rehashes of basic concepts you already knew 3 years ago?

How many “experts” are still publishing books, selling bogus ROI calculators and make-believe “case studies,” how many are being increasingly quoted by self-professed “news” sites – where they guest-blog for free without much of an editorial review process? Is that really the business ecosystem you want to be building and supporting? Smoke and mirrors and BS by the pound, when real ideas and legitimate expertise are so sorely needed all around us? Really? In the crux of a recession, when companies need real help, when people need real solutions, when entire economies are in serious need of real direction, we want to gravitate towards the lowest common denominator? This is what we want to reward?

The dog that gets the strongest is the one you feed. One will protect and strengthen you. The other one will lead you astray and eat you in your sleep. Make sure you’re feeding the right one.

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Sources

Image: The Emperor’s New Sales ©2011 Olivier Blanchard

Quoted: Expertise, Dogma and the Journalism of Crackpot Ideas, by Todd Gitlin [published by The Chronicle of Higher Education, July 31, 2011]

Image:

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