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Posts Tagged ‘recruiting’

While the new site is being built and I am on a well deserved workation, here is a piece from the vault that you will find just as relevant today as it was when I first posted it. Back by popular demand, Game Change: Moneyball and the reality of social business.

I finally watched Moneyball over the weekend. I’m not a big baseball fan but it held my interest, partly because it was based on a true story and partly because the movie really wasn’t about baseball at all. It was about old thinking vs. new thinking, about industry politics vs. the heresy of innovation, about dinosaurs desperate to hang on to a failing model that sustains their livelihood even when that model is clearly broken, ineffective and no longer relevant.

The scenes in which Oakland As’ general manager Billy Beane (Brad Pitt) locks horns with his cadre of coaches and scouts over how to do more with less, about how to break the cycle of mediocrity plaguing their organization, about how to get results again is brilliant, not because of the writing or the acting but because it is spot on target. How do I know this? Because I have been in that meeting hundreds of times. Well, not that particular meeting, but in others exactly like it. And every week that goes by, I find myself sitting in that meeting again and again and again.

In the US, in Europe, in Asia, the same meeting goes on almost daily. The conference table is always basically the same, the fluorescent lighting too. The players, they’re the same as well, everywhere I go. Only the vocabulary changes, the industry lingo, but the meeting, it’s the same and it goes pretty much like this:


Billy Beane
: Guys, you’re just talking. Talking, “la-la-la-la”, like this is business as usual. It’s not.
Grady Fuson: We’re trying to solve the problem here, Billy.
Billy Beane: Not like this you’re not. You’re not even looking at the problem.
Grady Fuson: We’re very aware of the problem. I mean…
Billy Beane: Okay, good. What’s the problem?
Grady Fuson: Look, Billy, we all understand what the problem is. We have to…
Billy Beane: Okay, good. What’s the problem?
Grady Fuson: The problem is we have to replace three key players in our lineup.
Billy Beane: Nope. What’s the problem?
Pittaro: Same as it’s ever been. We’ve gotta replace these guys with what we have existing.
Billy Beane: Nope. What’s the problem, Barry?
Scout Barry: We need 38 home runs, 120 RBIs and 47 doubles to replace.
Billy Beane: Ehh! [imitates buzzer]

What we see in this scene is a roomful of insiders with a century and a half of industry experience between them, and yet they haven’t figured out that their model is outdated, that their “experience,” is no longer enough to keep moving forward. They carry on day after day, season after season, doing the same thing over and over again, half-expecting a different result, but then again, maybe not. Worst of all, most of them have no idea what the problems plaguing their organizations actually are. A lot of it is just operational myopia. Some of it is also ego: they couldn’t possibly be wrong. All that experience and intuition, the entire industry’s decades-old model… how could things have changed that much, right?

And yet they are wrong, the model isn’t working anymore, and instead of listening to the guy in the room who sees it and knows how to fix it, they treat him like a punk. When he wants to do something about it, they push back. Hard. In Moneyball, he’s their boss. Imagine when he is just a Director or a VP, or even just an account manager. Imagine how quickly he gets overruled then. I’ve seen amazing people get shut down and pushed out of organizations over this sort of thing. I could give you names and dates. I could make you ill with true stories of stupidity and petty politics, of wasted opportunities and complete operational failures that turned what could have been huge wins for companies that needed them (and customers who demanded them) into case studies in wasted potential. And as tragic as  these stories would be, they are no different from the opportunities that will be wasted this week, and the next, and the one after that, always for the same reasons, always because of the exact same thinking and business management dynamics.

I see that scene, that meeting, that discussion being played out almost everywhere I go, especially when it comes to social media and social business: guys sitting around a table, treating social like it is just an extension of the same old traditional digital marketing game they all understand and desperately want to stick to. And so they make strategy decisions based on models that don’t apply at all to the social space, they insist on using measurement schemes that aren’t the least bit relevant to it or the business as a whole, and worst of all, they make hiring decisions that absolutely make no sense at all for the new requirements of social communications. Why? Because even though the game has changed, no one in the room wants to accept that it has. No one in the room wants to adapt. No one in the room wants to look reality in the eye and do what needs to be done to actually win. Talk about it, sure. Use cool new words like earned media and engagement, definitely. But actually change anything and adapt to a new model? Nope. Not happening. The change management piece that comes with social business integration, the piece that is absolutely vital to it actually working, that piece is still DOA.

Here’s another conversation that also goes on “offline” at every company (agency or brand) around the world right now in regards to hiring decisions that touch on social media management. Here it is again, through the filter ofMoneyball:

Peter Brand: There is an epidemic failure within the game to understand what is really happening. And this leads people who run Major League Baseball teams to misjudge their players and mismanage their teams. I apologize.
Billy Beane: Go on.
Peter Brand: Okay. People who run ball clubs, they think in terms of buying players. Your goal shouldn’t be to buy players, your goal should be to buy wins. And in order to buy wins, you need to buy runs. You’re trying to replace Johnny Damon. The Boston Red Sox see Johnny Damon and they see a star who’s worth seven and half million dollars a year. When I see Johnny Damon, what I see is… is… an imperfect understanding of where runs come from. The guy’s got a great glove. He’s a decent leadoff hitter. He can steal bases. But is he worth the seven and half million dollars a year that the Boston Red Sox are paying him? No. No. Baseball thinking is medieval. They are asking all the wrong questions. And if I say it to anybody, I’m-I’m ostracized. I’m-I’m-I’m a leper. So that’s why I’m-I’m cagey about this with you. That’s why I… I respect you, Mr. Beane, and if you want full disclosure, I think it’s a good thing that you got Damon off your payroll. I think it opens up all kinds of interesting possibilities.

Every company has a Peter Brand either on staff or sitting in a stack of CVs. Not necessarily in the sense that they are geniuses with statistics  but in the sense that they see the forest from the trees, that they see what needs to be done, but every time they open their mouths, they get shot down. Worse, if they open their mouths too much, they’re gone. And if their CV doesn’t have the bullet points and keywords that hiring managers were trained twenty years ago to find relevant, they don’t even get considered for the position.

If I see one more social media leadership position go by default to candidates with “big agency digital experience” or “big brand digital experience,” I am going to throw my pencil at somebody’s head. There is the medieval thinking in action, right there. There’s the primary reason why almost every social media program on the planet is failing to produce results, why three fourths of companies still can’t figure out how to calculate the ROI of their social media programs, why most brands see less than 1% of engagement from their followers and fans after the first touch, why “content is king” is failing, and why increasingly, “social media” strategy and budgets are shifting to ad buys on social networks. That’s right: For all the talk about earned media and engagement and conversations, social media account roles are starting to go to media buyers now. (Here’s some insight into it.) Everyone loves to talk the talk. Almost no company is willing to actually walk the walk. That sound you’re hearing is the banging of traditional marketing hammers pounding nails into social business’ coffin.

You want to know why most big brand social media programs aren’t gaining real traction? Why they don’t work without a constant influx of ad spending? Why nobody sticks around when the “free iPads for likes” promotions are gone? Start there: no one in the room gets it. No one in the room wants to get it. And when someone in the room does get it, he or she doesn’t keep their job for very long. You think most companies are going to hire, promote and support change agents all on their own?

So the real question is this: Do you want to actually score some real wins or do you just want to spend big marketing budgets and play at being a digital big shot?

It’s a real question. In fact, it’s the most important question you might ask yourself all year. Because the answer to that question will determine whether or not you still have a job in two years. No wait… I misspoke. The answer to that question will determine whether or not you have the job you want in two years, and yes, there’s a difference. A big one.

When you find yourself looking for your next gig (and you will eventually,) do you want to just be the guy who was SVP digital at (insert big brand/agency here) or do you want to be the guy who took (insert big brand/agency here)’s theoretical social media and social business programs, and turned them into the new industry standards, into the business model that everyone will be copying and basing theirs on for the next decade? It’s a real question. Which guy do you want to be? The dinosaur or the pioneer? If the answer is the latter, then are you going to have the huevos to go against the grain? To take chances on whom you hire, what kinds of programs you launch, where and how you invest your budgets? Are you willing to stick your neck out and do it right? Or is it more likely that you’ll just play it safe, hoping that the system will just carry you for another decade or two, that the CEO or CMO you will interview with next won’t notice that your job was basically to spend ad dollars and shuffle digital board pieces for the CEO’s monthly show-and-tell meeting?

Who do you want to be? What do you want to build? Do you want to just wear the jersey or do you want to win? Hold that thought. Here’s another key piece of dialogue from the movie, after Billy Beane’s gamble has paid off, after he has started turning some wheels in a big way. He responds to an invitation from John Henry, owner of the Boston Red Sox, who tells him this:

John Henry: I know you’ve taken it in the teeth out there, but the first guy through the wall. It always gets bloody, always. It’s the threat of not just the way of doing business, but in their minds it’s threatening the game. But really what it’s threatening is their livelihoods, it’s threatening their jobs, it’s threatening the way that they do things. And every time that happens, whether it’s the government or a way of doing business or whatever it is, the people are holding the reins, have their hands on the switch. They go bat shit crazy. I mean, anybody who’s not building a team right and rebuilding it using your model, they’re dinosaurs. They’ll be sitting on their ass on the sofa in October, watching the Boston Red Sox win the World Series.

And a couple of years later, they did.

So let’s talk about our world again for a minute. Let’s talk about what’s coming, about tipping points, about momentum: Ford not only hired the right guy (Scott Monty) a few years back but gave him the authority to build a solid program there. The result: some serious wins on just about every front, from customer perceptions to purchase intent to customer loyalty and recommendations. Evencar design was impacted in 2010 by the importance of social communications in the Ford organization. Edelman Digital seems to be doing something similar (I keep running into some pretty solid folks there, notably Michael Brito and David Armano). Want to see something cool? This is one of the things they’re working on. Starbucks caught an early train with that too. So did Dell. What sucks is that in 2012, virtually no one else has even tried to keep up with them. For all the money being spent and all the “case studies” being pushed around the conference circuit, most companies are still fighting it, still refusing to accept that the game has changed – worse, trying to keep playing with old methods, with old thinking, with old, outdated skills and CV bullet points. But there will come a day when someone will be given the authority to build out this new model, when it will blow everyone out of the water, and when the blindfolds will have to come off. That day is coming. What side of change do you want to be on then?

Old thinking will not score wins here. Old tactics, old hiring, old measurement, they’re all wrong for these new marketing, communications and business models. They just don’t work anymore. If you don’t believe me, that’s fine. Keep watching your margins erode. Keep watching your digital dollars go to waste. Keep laying people off and outsourcing every last business function you can’t afford to keep in-house anymore. Keep pretending the world is the same today as it was five years ago, and that what you were doing five years ago will still be relevant five years from now. Whatever makes you feel better. Keep doing the same old thing that used to work, back before people carried smart phones and iPads. Keep thinking that the guy you just hired because he spent ten years managing digital for a fast-food brand knows fuck-all about building capacity and traction for a social media program, let alone produce concrete business results for you. Keep coloring the same old boxes with the same old crayons and see how far you’ll get.

_ Okay good. What’s the problem?

We need to fill a VP Digital role.

_ Nope. What’s the problem?

All right… Whatever. We need to fill a VP social media strategy role.

_ Nope. What’s the problem?

We need to hire someone with proven global digital management experience, Billy. Someone with Disney or Nike on their CV. Someone with serious digital campaign experience.

_ Nope. What’s the problem, Barry?

The problem is, we’re not growing our Facebook community fast enough, and our content isn’t seeing the numbers we want. We need a…

_ Nope. [Imitates buzzer]

Get unstuck. Watch Moneyball and let the light bulb go off in your head. Then go find your Peter Brand and hire the shit out of him before someone else does. If you’re lucky, you’ll save both your career and your company in the process.

*          *          *

Here it is. A whole book on how to make social media work from a business standpoint. ROI is covered, along with a lot of process elements that tie back to it. If your favorite social business “expert” doesn’t seem to get this stuff yet, don’t feel bad about sending them a copy. Knowledge is never a bad gift.

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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Yesterday, I promised you a post that would help hiring managers identify key skills and abilities needed in a prospective hire looking to fill a social media manager role. Note that we are talking about management, not just content creation or community relations. Before I get into it, a few considerations:

1.  This list isn’t complete. It is meant to help guide you and point you in some key directions, but you’re going to have to add a few requirements of your own and ignore the ones that don’t apply to your specific needs.

2. Every company has different capabilities and objectives. Every company will also look at social media’s role in a  completely unique way. Some will see it merely as a digital marketing function while others will see it as a fully integrated component of an organization-wide communications ecosystem. Because every company is unique, every social media management position’s requirements will also be unique. Keep that in mind.

3. Are you hiring someone who will help you build a social media program from scratch, or are you hiring someone who will manage an existing social media program? Because the requirements for each won’t be the same.

4. Are you a small, medium, local company, or are you a global consumer brand? Because again, the degree of complexity (internal to the org and external to the org) will require completely different types of resumes.

5. Are you looking to fill a strategic role or a tactical role? Strategic = more vision and planning oriented. Tactical = more day-to-day, operationally oriented.

6. Are you a niche or specialty brand in an obscure industry, or an international superbrand? Because again, the req is going to look different based on that.

7. Is your social media program purely internal or are you working with one or five or twenty agencies as well?

8. Is your social media program focused on lead generation and fan acquisition, or is it also focused on customer development, customer retention, and/or organic WOM? Again, huge differences in skill-sets and abilities to consider there.

9. How many departments will this role be working intimately with? Mostly digital marketing, or also HR, Customer Service, Product Management, Technical Support, PR and R&D?

10. Is your brand a challenger? A rebel? Conservative? Academic? Irreverent? Political? Apolitical? These things matter. Hire someone who understands who you are and will fit within your culture and brand ecosystem.

Right off the bat, you kind of have your work cut out for you. Building out a req for your social media management role is going to require a little more work than just throwing together some bullet points and filling the blanks on a standard x years of blogging experience bullets. This is not an exercise in generic job req design. There is nothing generic about this hiring process.

Here are a few bullets for you:

Basic skills & qualities:

  • Applicant has had a continuous professional presence in the Social Media space (via blogs, Twitter, Facebook, Ning or other platforms) for at least two years.
  • Applicant has managed a business blog and/or business community for a minimum of one year.
  • Applicant has built or managed a community for longer than one year. (This could be as a product manager or customer service rep, for instance.)
  • Applicant demonstrates a thorough knowledge of the Social Media space, including usage and demographic statistics for the most popular/relevant platforms as well as a few niche platforms of his/her choice.
  • Applicant demonstrates a thorough understanding of the nuances between Social Media platforms and the communities they serve.
  • Impeccable communications skills.
  • Applicant understands the breadth of tools and methods at his/her disposal to set goals and measure success in the Social Media space. (Applicant’s toolkit is not limited to Google analytics.)
  • Applicant has been active on Twitter for more than two years.
  • Applicant knows who Scott Monty, Frank Eliason, Jeremiah Owyang, Porter Gale and Christopher Barger are, and can explain why these names are important to the social media profession.
  • Applicant can explain succinctly why buying followers and fans is both unethical and counterproductive.
  • Applicant demonstrates a high level of proficiency working with popular Social Media platforms and apps such as FaceBook, Twitter, LinkedIn, Flickr, Ning, Seesmic, YouTube, FriendFeed, WordPress, Pinterest and Tumblr. (As applicable.)
  • Applicant is capable of mapping out a basic Social Media monitoring plan on a cocktail napkin.
  • Given 5 screens to play with, applicant can build you a social media monitoring control center in just a few days.
  • Applicant can cite examples of companies with successful social media programs and companies with ineffective social media programs. He/she can also argue comfortably why each was either successful or unsuccessful.
  • Applicant has spent at least one year working in a customer-facing role, preferably customer-service related.
  • Applicant is more excited about engagement, building an internal practice and finding out about your business’ pain points than he/she is about firebombing you with the awesomeness of their personal brand.

Advanced skills & qualities:

  • Applicant has developed and managed marketing programs before. Not just campaigns but programs. Find out about them. What worked? What didn’t work? Lessons learned?
  • Applicant has at least two years of experience managing projects and working across organizational silos. What worked? What didn’t? Etc.
  • Applicant has managed a brand or product line for more than one year.
  • Applicant has demonstrated a strong ability to forge lasting relationships across a variety of media platforms over the course of his/her career.
  • Applicant understand the difference between vertical and lateral action when it comes to customer/community engagement – and has working knowledge of how to leverage both.
  • Applicant has managed national market research projects.
  • Applicant is comfortable enough with business measurement methods to know the difference between financial impact (ROI) and non-financial impact. He/she also knows why the difference between the two is relevant.
  • Applicant demonstrates the ability to build and manage a Social Media practice that works seamlessly with PR, product marketing, event management and customer support teams within the organization.
  • Applicant has managed a team for more than one year. He/she was responsible for the training and development of that team.
  • Applicant has spent at least one year in a project management role outside of an ad agency, PR or other Marketing firm.
  • Applicant has been responsible for managing a budget/P&L.
  • Applicant already has the framework of a Social Media plan for your company before he/she even walks through the front door, and thankfully, it doesn’t involve setting up a fan page on FaceBook.

Enterprise & Global CPG skills:

  • All of the above, but with 5 – 10+ years of experience instead of 1 – 3.
  • For everything else, scale up.

What you shouldn’t waste a whole lot of time worrying about:

  • The applicant’s age.
  • The applicant’s Klout or Kred scores.
  • The applicant’s number of followers on Twitter or fans/likes on Facebook.*
  • The applicant’s SxSW or blogworld stories.
  • How many Top 10, 15, 20 or 100 lists the applicant is on.

* Less than 1,000 Twitter followers is suspect. Unless they are a media celebrity, more than 75,000 Twitter followers is suspect as well.

All right. You still have some work to do, but that ought to get you started.

Other sources:

Social Media ROI – Managing and Measuring Social Media Efforts in your OrganizationParticularly Chapter 6 (pages 73-82).

The Social Media Strategist: Build a Successful Program from the Inside Out – by Christopher Barger

Smart Business, Social Business: A Playbook for Social Media in Your Organization – by Michael Brito

I hope that was helpful.

Cheers,

Olivier

*          *          *

Social Media ROI – Managing and Measuring Social Media Efforts in your Organization was written specifically to teach managers and executives how to build and manage social media friendly business programs and incorporate social technologies and networks into everyday business operations. The book is divided into four parts: social media program strategy & development, social media program operationalization, social media program management, and best practices in measurement and reporting. If your boss doesn’t yet have a copy, time to fix that. If everyone on your team doesn’t yet have their own copy, fix that too. It makes for a great desk reference.

(Now available in several languages including German, Korean, Japanese and Spanish.)

CEO-Read  –  Amazon.com  –  www.smroi.net  –  Barnes & Noble  –  Que

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You guys asked for me to re-post this piece, and your wish is my command. Share this with hiring managers, your CMO, and everyone looking into considering either creating or filling a position requiring Social Media management skills:

Tip #1: Social Media Directors should know how to do their jobs without having to ask for help every five minutes:

So I look down and the (twitter) DM reads: “Hey, can you help me out? Not sure how to do this. How do I use Twitter to gain traction for my company? Thanks!” I stare at it for a while and decide to blow it off for now, not because I have better things to do (which I do) and not because I don’t really have time to build a Twitter business plan for this person right this second (which I don’t), but because that DM comes from a newly minted Social Media Director at a fairly visible company who basically just asked me to help them hold on to a job they obviously didn’t deserve to be hired for.

I slide my Blackberry Storm into my back pocket and find myself flashbacking to 11th grade: It’s final exams time and I am in hour two of IB Biology. The essay section. One of the kids in my class is behind me, gently kicking my chair, whispering, begging me to move my scrap/notes where they can read them.

And I am almost tempted to do it.

That same conversation starts taking place in my head. I’m in a position to help someone in need. But wait… cheating is cheating. Don’t do it. But still, I feel that I should help. Arrrgh…

I reach for the blackberry, launch Twitterberry (which is not my favorite app, by the way), and respond: “Wait… You got the job, right? Don’t you know how to do this? Isn’t that why you were hired?”

For hours, no response. And then it comes. “Yeah, but I’m in a little over my head. I’ve never worked with Social Media in a business context before. ;)”

Again. This from a Director-level individual now working for a pretty well known company.

Not cool.

I suffer through similar exchanges weekly now, and I am not happy about it. What does this trend say about what types of people are going after Social Media management jobs – and landing them with alarming frequency these days? At the very least, I am worried about how this is going to end up hurting Social Media’s legitimacy in the business world. (Watch the video for my reasoning on this specific point.)

If the video doesn’t launch, you can go watch it here. Thanks, Viddler).

Tip #2: There are three types of people currently vying for Social Media Management jobs. Be very careful whom you consider for this key position:

With this disturbing development weighing on me more and more these past few months, I’ve been thinking long and hard about what is going on in the Social Media “management” world, and I’ve basically come down to two conclusions: The first (which we’ll get back to in a few minutes) is that the qualifications of Social Media Directors may not be entirely clear to the folks interviewing and hiring applicants for those positions. The second is that as a result of this, confusion, we are now looking at three distinct types of Social Media Directors/Managers scampering about in the corporate world, some good, some okay, and some really bad.

The first type is the best type: These folks are super smart, talented, experienced in a broad range of disciplines, have an established footprint in the Social Media space (through blogs, Twitter, Ning, various communities), are recognized as thought leaders (or as emerging thought leaders), and are unquestionably passionate about what they do. Folks like Chris Brogan, Frank Eliason, Amber Naslund, Mack Collier, Beth Harte, Valeria Maltoni, etc. These are folks who are truly writing the book on how to build social media practices and smoothly integrate them in the organizations they work with.

The second type isn’t quite as savvy, but it isn’t lacking in talent, smarts and enthusiasm. These are people who basically don’t know how to be Social Media directors yet, but are learning fast. And most importantly, they are completely open about the fact that they are still in that learning stage, which means that their employers are okay with it. In spite of the fact that they are still very junior, the companies they work for saw in them a lot of potential and decided to hire them toward that end. (I dig people like this a lot.)

The third type is what I would call the bad type. Not bad as in cool, but rather… bad as in unethical, inept and unprofessional. These are the con artists. The shams. The hacks. The folks whose egos and selfishness led them to a moment in their lives when they unapologetically took a job they knew they weren’t qualified for. And now here they are: Social Media Director for Company ABC, soon to move over to Company XYZ, and so on. One position validating the next, one impressive brand on their resume justifying consideration by the next, and so it goes: A perpetual daisy chain of high profile Social Media management job built on unadulterated douchebaggery and thinly-disguised mediocrity.

(Ironically, this third group tends to be the same one that perpetuates the notion that Social Media ROI either doesn’t exist or is “unwise” to try and measure. Yeah. Convenient, isn’t it?)

Note: Having been a Social Media manager for a major brand doesn’t mean jackaloo. Don’t fall for the old name-dropping trick. Even if the applicant was indeed “Social Media VP” for superbrand XYZ, what did they accomplish while in the position? What did they actually do? Hint: You don’t want to be some idiot’s next unfortunate employer. Don’t let someone’s previous job title dazzle you. We’ve already established that any idiot  with a little game can be a Social Media Director these days. Be careful.

Tip #3: Before we go on, here are some red flags to help you identify deadbeat Social Media Directors:

A) Every time you see a major global consumer brand engaging with less than 5% of its active (vocal) customers on a popular Social Media platform like Twitter after 8-10 months of activity, you can bet that their Social Media Director belongs to that third category.

B) If every time you walk into your monthly status meeting with your new Social Media Director and ask them for the latest, they either talk to you about Google analytics, confuse you with endless spreadsheets or launch into a “Social Media takes time” monologue, chances are that they belong to that third category.

C) If you ask your Social Media Director why their efforts aren’t scaling very fast or producing the numbers you expected and they give you a story about engagement not being a numbers game, chances are that they belong in that third category.*

D) If when you ask them for real business metrics, impact analysis and (god forbid) ROI and they either give you a blank stare or explain that these things don’t apply to Social Media, they probably belong to that third category.

E) If they measure Social Media effectiveness mostly in terms of “engagement metrics” and after six months, you still don’t understand what or how they are measuring “engagement” (most likely through some arcane equation that magically merges followers, the media value of a tweet and number of blog comments), guess what: Third category.

F) And when you ask them how they plan to integrate Social Media into customer service, Human Resources, Public Relations, Marketing, Business Development or any other silo in your organization and they schedule a later meeting to address that instead of answering on the spot, guess what category they probably belong to.

The thing about that third category is that they’ll never admit that they don’t know something. Because they get by every day by producing massive amounts of bulls**t, they will automatically default to making something up on the spot or deflecting questions with well crafted excuses. That’s their most damning trait, and what gives them away every time: They always know, and they’re never wrong (except… they don’t, and they are, and now you’re wise to it).

* Simple test to prove or disprove a “depth before breadth” response:

First – On Twitter, look at the number of brand mentions vs. the number of your brand’s account mentions. Big difference? Ask why. Then ask your Social Media Director what they are doing to raise awareness for your presence in the space. Breadth matters, no matter what your overpaid hack of a Social Media honcho tells you.

Second – Look at the number of comments directly aimed at your account. 20 per day? 50 per day? Now look at how many of these requests for attention were acknowledged with some sort of reply. 100%? 80%? Less than 25%? If your Social Media Director claims that they are focusing on depth of engagement instead of breadth, yet they only respond to less than half of the handshakes thrown at them daily, maybe it’s time you found out what he/she actually does with his/her time.

Tip #4: What should you be looking for in an applicant interested in becoming your next Social Media Director ? (The only Social Media Director requisition primer you’ll ever need)

I could go on with my indictment of poser Social Media Directors all day long, but I would rather put this post to a more productive use: Since so many of these hacks are getting through the recruiting filter, why don’t we focus on helping interviewers distinguish good applicants from bad ones, starting with some traits and skills they want and need in a Social Media Director. Think of this as a checklist for would-be Social Media Directors, and please feel free to add your own suggestions by leaving a comment.

  • Applicant has developed and managed marketing programs before. Not just campaigns but programs.
  • Applicant has had a continuous professional presence in the Social Media space (via blogs, Twitter, Facebook, Ning or other platforms) for at least one year.
  • Applicant has managed a business blog and/or business community for a minimum of one year.
  • Applicant has built or managed a community for longer than one year.
  • Applicant has at least two years of experience managing projects and working across organizational silos.
  • Applicant has managed a brand or product line for more than one year.
  • Applicant has demonstrated a strong ability to forge lasting relationships across a variety of media platforms over the course of his/her career.
  • Applicant understand the difference between vertical and lateral action when it comes to customer/community engagement – and has working knowledge of how to leverage both.
  • Applicant demonstrates a thorough knowledge of the Social Media space, including usage and demographic statistics for the most popular/relevant platforms as well as a few niche platforms of his/her choice.
  • Applicant has managed national market research projects.
  • Applicant demonstrates a thorough understanding of the nuances between Social Media platforms and the communities they serve. (Example: MySpace vs. Facebook or YouTube vs. Seesmic)
  • Applicant understands the breadth of tools and methods at his/her disposal to set goals and measure success in the Social Media space. (Applicant’s toolkit is not limited to Google analytics.)
  • Applicant can cite examples of companies with successful social media programs and companies with ineffective social media programs. He/she can also argue comfortably why each was either successful or unsuccessful.
  • Applicant has been active on Twitter for more than 8 months.
  • Applicant knows who Chris Brogan, Jeremiah Owyang and Peter Kim are.
  • Applicant is comfortable enough with business measurement methods to know the difference between financial impact (ROI) and non-financial impact. He/she also knows why the difference between the two is relevant.
  • Applicant demonstrates the ability to build and manage a Social Media practice that works seamlessly with PR, product marketing, event management and customer support teams within the organization.
  • Applicant has managed a work team for more than one year. He/she was responsible for the training and development of that team.
  • Applicant has spent at least one year in a project management role outside of an ad agency, PR or other Marketing firm.
  • Applicant can tell a personal story involving either Digg, Seesmic or both.
  • Applicant has been responsible for managing a budget/P&L.
  • Applicant demonstrates a high level of proficiency working with popular Social Media platforms and apps such as FaceBook, Twitter, LinkedIn, Flickr, Ning, Seesmic, YouTube, FriendFeed, WordPress, FriendFeed and Tumblr.
  • Applicant is capable of mapping out a basic Social Media monitoring plan on a cocktail napkin.
  • Applicant is more excited about engagement, building an internal practice and finding out about your business’ pain points than he/she is about firebombing you with the full scope of their Social Media skills’ awesomeness.
  • Applicant already has the framework of a Social Media plan for your company before he/she even walks through the front door, and thankfully, it doesn’t involve setting up a fan page on FaceBook.
  • Applicant actually knows how to use Twitter to help your company build brand equity online and offline without having to DM people like me for newbie level help.

Your turn. What do you think is missing from this checklist?

Let me know if this is helpful. Please, please, please, for the love of puppies, STOP. Don’t hire “that guy” because his resume says he worked with Brand XYZ in Digital or Social. It isn’t enough. (Who hasn’t?) Dig deeper. Get knowledgeable about this space. Don’t get suckered into hiring an unscrupulous hack job looking for another free ride off an unsuspecting company.

If you have any questions, don’t hesitate to ask.

One last thing: Will this topic be covered in Red Chair executive trainings (the next one is in Portland, OR on March 11)? You bet. To register for the Portland event, click here. (The first 5 registrations get $100 off, so sign up fast!)

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Lance Armstrong, by Olivier Blanchard - 2005

Lance Armstrong, by Olivier Blanchard - 2005

Sometime this year, chances are that you will get a chance to hire one or several individuals to come join your team. On his blog some time ago, Guy Kawasaki’s “The Art Of Recruiting” post gave us some pretty crucial pointers that are worth printing and pinning to our respective office walls.

The first of these is this:

“The art of recruiting is the purest form of evangelism because you’re not simply asking people to try your product, buy your product, or partner with you. Instead, you are asking them to bet their lives on your organization.”

Bingo.

But it goes well beyond that. Some companies hire for skills or talent. Others, on the other hand, hire for vision and attitude. The difference is this: Companies that hire for skills and talent tend to attract relatively talented, ambitious folks who do a terrific job… for a while. Until they get bored. Until their work grows stale. Until they start looking for greener pastures. They do great work, and then they leave. The process gets repeated. The process gets repeated. The process gets repeated. Other than adding neat pages to their employers’ portfolios (and their own), nothing much happens.

Companies that hire for vision and attitude, however, kick ass. They always do. The people they hire are agents of change. They’re evangelists. They’re contextual commandos. They’re dreamers and groundbreakers. They’re risk takers. They take the companies they work for further than they were when they first landed there. They attract more people like them and build cultures around their companies.

A good friend of mine, Randy McDougald, hires for vision and attitude, and the results are unbelievable. His business is booming. His customer base is growing. His customers are actually creating a community – a culture – even, around his stores.

Resumes are a good first step. Skills are a nice foundation… But attitude, passion and enthusiasm are the traits that Randy considers when hiring new folks. Believe me, I know every one of his employees, and I can tell you this: I would hire them all in a heartbeat.

Okay, okay, we’ll come back to Randy’s golden touch later this week. Right now, here are Guy’s ten bits of advice when it comes to hiring your next team member:

1. Hire better than yourself.
2. Hire infected people.
3. Ignore the irrelevant.
4. Double check your intuition.
5. Check independent references.
6. Apply the Shopping Center Test.
7. Use all your weapons.
8. Sell all the decision makers.
9. Wait to compensate.
10. Don’t assume you’re done.

(You can check out the full version here.)

What Guy hints at but doesn’t get into is the fact that sometimes, you’ll run into enigmas. Multi-talented folks who don’t quite fit any of the profiles that you’re used to running into, like accountants, copywriters, account executives, product managers or media Planners. Sometimes, you meet people who transcend traditional professional roles. People whose impact on their industry or communities could be felt for years. Decades, even. Some of us would call them game-changers, but I guess “change agent” is a little more subtle. David Armano sometimes calls them “T-shaped” and “sun-shaped” people and I kind of like that.

Only when you run into them, they still haven’t had a chance to break out their superpowers, but they’re just about to. All they need is that little extra push. That little extra help and encouragement. Just a sprinkle of faith on your part.

Among the brightest stars in this group are people like Peter Drucker, Lance Armstrong, Sir Richard Branson and Henri Cartier-Bresson. Mahatma Gandhi. Steve Jobs. The list is long. To a lesser extent, folks like John Winsor, John Moore, Michele Miller, David Wolfe, Kevin Farnham, Valeria Maltoni, Loic Lemeur and William Gordon also belong on the much longer list of kids who didn’t quite fit the mold and grew up to re-invent (or expand the boundaries of) their respective industries and communities.

Consider that they were all kids once. They all applied for that first job. I’d be willing to bet that a great deal of people on that list were turned down by well-meaning managers more concerned with hiring what they knew and understood than taking a chance on something that didn’t quite fit between the lines.

Shame on them.

Why do you think so many of them end up branching off on their own? It isn’t necessarily because they want to spend years working their butts off to be able to say “hey, I did it my way!” No. It’s because they didn’t have a choice. It’s because the people who could have chosen to take a chance on them didn’t.

You would be amazed at how many companies that sell “different” don’t actually have the huevos to actually practice what they preach.

Trust me, there’s nothing more tragic than to see passionate, talented, groundbreaking kids get turned away again and again and again by hiring managers because they didn’t quit match the position’s profile.

“We’re looking for someone with more experience.”

“We’re looking for someone who’s worked in this specific industry.”

“We’re looking for a carbon-copy of the last guy who sat in that chair… only in a different flavor. Because we like to talk about being different and better and more innovative, but we don’t really have the courage to put our money where our mouth is.”

If your company is guilty of this, it’s time to stop. Right now.

One, you’re shooting yourself in the foot by turning away what could very possibly be the most crucial strategic investment your company will ever make.

Two, unfortunately for you, maybe your fiercest competitor won’t be as blind as you were.

Three, you’re breaking spirits. You probably don’t realize it, but you are, and for that, there is no excuse. None. And the karma on this isn’t something you ever want to even ponder.

So here’s a tip: When a dreamer – one of the crazy ones – comes rapping at your door, don’t turn them away because they don’t quite fit the profile that you had in mind. Skilled is necessary. Different is good. Prolific is great. Passionate is even better. Enthusiastic is magical. Unique is genius.

Always consider the pros and cons carefully, but don’t be afraid to take a chance on the occasional wild card.

If you’re willing to ask your new hires to bet their lives on your organization, shouldn’t you also be willing to bet your organization on them?

This isn’t a rhetorical question.

While you ponder the finer points of your answer, here’s one last thing to think about: Exceptional doesn’t mean “really good”. Exceptional means “unique”. It means “the exception to the norm.”

It means different.

Don’t lose sight of that. That tiny little bit of insight could make the difference between your company becoming everything it could be, or just being… well, what it is.

Remember that your company’s mojo doesn’t come from your products or your logo or your tagline. It comes from your people. So if you haven’t done so already, get out of the skills market mentality and hire like your life depends on it. Hire the best that money can buy. Hire the exceptional. Hire the extraordinary. Invest in your own future.
You owe it to yourselves and to your customers. And in this economy, the difference between survival and failure may very well depend on rethinking what types of people you want working for you.
Related reads: H.R. 2.0 and Innovation Starts Here

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