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Manager’s Guide to Social Media Other titles in the Briefcase Books series include: Customer Relationship Management by Kristin Anderson and Carol Kerr Communicating Effectively by Lani Arredondo Performance Management by Robert Bacal Manager’s Guide to Performance Reviews by Robert Baccal Recognizing and Rewarding Employees by R Brayton Bowen Sales Techniques by Bill Brooks Motivatingg Employees by Anne Bruce and James S Pepitone Building a High Morale Workplace by Anne Bruce Six Siggma for Managers by Greg Brue Design for Six Sigma by Greg Brue and Robert G Launsby Manager’s Guide to Marketing, Advertising, and Publicity by Barry Callen Manager’s Guide to Planning by Peter J Capezzio Leadership Skills for Managers by Marlene Caroselli Negotiating Skills for Managers by Steven P Cohen Effective Coaching by Marshall J Cook Manager’s Guide to Mentoring by Curtis J Crawford, Ph.D Conflict Resolution by Daniel Dana Manager’s Guide to Strategy by Roger A Formisano Project Management by Gary R Heerkens Budgeting for Managers by Sid Kemp and Eric Dunbar Hiring Great People by Kevin C Klinvex, Matthew S O’Connell, and Christopher P Klinvex Time Management by Marc Mancini Managerr’s Guide to Fostering Innovation and Creativity in Teams by Charles Prather Presentation Skills forr Managers by Jennifer Rotondo and Mike Rotondo, Jr Finance for Non-Financial Managers by Gene Sicilliano The Manager’s Guide to Business Writing by Suzanne D Sparks Skills for New Managers by Morey Steettner Manager’s Survival Guide by Morey Stettner The Manager’s Guide to Effective Meetings by Barbarra J Streibel Managing Multiple Projects by Michael Tobis and Irene P Tobis Accounting for Managers byy William H Webster To learn more about titles in the Briefcase Books series go to www.briefcasebooks.com A Briefcase Book Manager’s Guide to Social Media Scott Klososky McGraw-Hill New York Chicago San Francisco Lisbon London Madrid Mexico City Milan New Delhi San Juan Seoul Singapore Sydney Toronto Copyright © 2011 by The McGraw-Hill Companies, Inc All rights reserved Except as permitted under the United States Copyright Act of 1976, no part of this publication may be reproduced or distributed in any form or by any means, or stored in a database or retrieval system, without the prior written permission of the publisher ISBN: 978-0-07-176153-6 MHID: 0-07-176153-5 The material in this eBook also appears in the print version of this title: ISBN: 978-0-07-175433-0, MHID: 0-07-175433-4 All trademarks are trademarks of their respective owners Rather than put a trademark symbol after every occurrence of a trademarked name, we use names in an editorial fashion only, and to the benefit of the trademark owner, with no intention of infringement of the trademark Where such designations appear in this book, they have been printed with initial caps McGraw-Hill eBooks are available at special quantity discounts to use as premiums and sales promotions, or for use in corporate training programs To contact a representative please e-mail us at bulksales@mcgraw-hill.com The publication is designed to provide accurate and authoritative information in regard to the subject matter covered It is sold with the understanding that neither the author nor the publisher is engaged in rendering legal, accounting, futures/securities trading, or other professional service If legal advice or other expert assistance is required, the services of a competent professional person should be sought —From a Declaration of Principles Jointly Adopted by a Committee of the American Bar Association and a Committee of Publishers and Associations Product or brand names used this book may be trade names or trademarks Where we believe there may be proprietary claims to such trade names or trademarks, the name has been used with an initial capital or it has been capitalized in the style used by the name claimant Regardless of the capitalization used, all such names have been used in an editorial manner without any intent to convey endorsement of or other affiliation with the name claimant Neither the author nor the publisher intends to express any judgment as to the validity or legal status of any such proprietary claims TERMS OF USE This is a copyrighted work and The McGraw-Hill Companies, Inc (“McGrawHill”) and its licensors reserve all rights in and to the work Use of this work is subject to these terms Except as permitted under the Copyright Act of 1976 and the right to store and retrieve one copy of the work, you may not decompile, disassemble, reverse engineer, reproduce, modify, create derivative works based upon, transmit, distribute, disseminate, sell, publish or sublicense the work or any part of it without McGraw-Hill’s prior consent You may use the work for your own noncommercial and personal use; any other use of the work is strictly prohibited Your right to use the work may be terminated if you fail to comply with these terms THE WORK IS PROVIDED “AS IS.” McGRAW-HILL AND ITS LICENSORS MAKE NO GUARANTEES OR WARRANTIES AS TO THE ACCURACY, ADEQUACY OR COMPLETENESS OF OR RESULTS TO BE OBTAINED FROM USING THE WORK, INCLUDING ANY INFORMATION THAT CAN BE ACCESSED THROUGH THE WORK VIA HYPERLINK OR OTHERWISE, AND EXPRESSLY DISCLAIM ANY WARRANTY, EXPRESS OR IMPLIED, INCLUDING BUT NOT LIMITED TO IMPLIED WARRANTIES OF MERCHANTABILITY OR FITNESS FOR A PARTICULAR PURPOSE McGraw-Hill and its licensors not warrant or guarantee that the functions contained in the work will meet your requirements or that its operation will be uninterrupted or error free Neither McGraw-Hill nor its licensors shall be liable to you or anyone else for any inaccuracy, error or omission, regardless of cause, in the work or for any damages resulting therefrom McGraw-Hill has no responsibility for the content of any information accessed through the work Under no circumstances shall McGraw-Hill and/or its licensors be liable for any indirect, incidental, special, punitive, consequential or similar damages that result from the use of or inability to use the work, even if any of them has been advised of the possibility of such damages This limitation of liability shall apply to any claim or cause whatsoever whether such claim or cause arises in contract, tort or otherwise Contents Introduction Social Technologies: An Introduction A Bit of History The Vocabulary How Did We Get Here? Why It’s Critical to Actively Manage Social Tech Usage at Work Manager’s Checklist for Chapter Social Technology and the Organization Setting a Historical Perspective Leveraging or Blocking Social Tech Tools? Generations, the Organization, and Social Tech Manager’s Checklist for Chapter Setting the Tone: Social Tech from a Leadership Perspective Using Social Tools with Your Employees The Dangers of Managing Employees Through Social Tools The Importance of Setting Individual Goals for Your People Onboarding and Helping Employees Setting Internal Policies and Guidelines Manager’s Checklist for Chapter Managing the Use of Social Tools What Are the Boundaries of Privacy? Social Tech and Personality Types ix 11 13 15 15 21 25 29 31 33 35 36 40 42 46 49 50 51 v vi Contents Appropriate Use of Social Tools Best Practices for Managing the Posting of Online Information Building Acceptable and Effective Online Profiles Social Tech and Security Issues Manager’s Checklist for Chapter Selecting the Best Social Tech Tools Easy Construction The Role of the Manager and Social Tools Dealing with Employees Who Prefer to Use Their Personal Applications Training Your Team Members The Responsibility for Researching New Social Tools Manager’s Checklist for Chapter Managing Your Online Reputation The Three States of a Reputation The Three-Step Process for Managing an Online Reputation The Tension Between Online Reputation and Privacy Manager’s Checklist for Chapter Building Rivers of Information Rivers of the Past Why Rivers of Information Are Critical How to Build a Powerful River of Information Helping Your Employees Build Their Rivers Manager’s Checklist for Chapter 53 57 60 61 63 65 65 68 73 74 77 79 81 83 87 93 98 99 100 101 104 110 112 Managing the Organizational Voice 115 Who Listens to These Voices? Managing Employee Participation What Has History Taught Us So Far? Manager’s Checklist for Chapter 118 119 124 128 Social Tools and Virtual Teams Why Virtual Teams Make Sense Handling the Challenges of Managing a Virtual Team What the Future Holds Manager’s Checklist for Chapter 129 131 136 141 144 Contents 10 Managing Social Tech by the Numbers What Gets Measured Gets Done Analyzing Results Will Show What Must Be Improved Ideas for Areas to Measure Measurement Tools Setting Stretch Goals Manager’s Checklist for Chapter 10 11 Integrating Social Tech with Velocity Why Being Early Is a Positive Pilot Projects as a Velocity Tool Building a Culture of Velocity Manager’s Checklist for Chapter 11 12 The Future of Managing Social Tech vii 145 147 147 148 153 155 156 159 161 164 167 170 173 Making Good Decisions Today How Embracing Social Tech Can Lift Your Career What Are the Next Big Things in Social Tech? Manager’s Checklist for Chapter 12 174 176 180 183 Index 185 This page intentionally left blank Introduction R arely does a new set of tools come along—seemingly rising out of nowhere—and become such a powerful way to get business done At the same time, while social technology tools are indispensible to some people, others can’t grasp what they are or why they matter In just the last few years Web sites like Facebook, MySpace, YouTube, and Flickr have become commonly used by hundreds of millions of people Services like Twitter, RSS feeds, blogs, and LinkedIn connect us in real time to the thoughts and lives of thousands of people at once so that we can assemble rivers of information in ways we simply never had before All of these new capabilities have the potential to improve our quality of life and our productivity at work Of course, therein lies a manager’s dilemma! There’s clearly huge potential for social tools to help organizations reach goals and prosper There can also be great challenges because the same tools that connect organizations with their customers and clients also connect workers with all their friends The same tools that help organizations create content and distribute it for free to millions of people also allow employees to access any type of content at their desk at work At this moment you either agree that these tools are a powerful element for the good, or you might believe that they’re the worst things to hit the workforce since the company holiday party Regardless of where you stand on social tech, we all must face the fact that it’s here to stay, and it’s just a baby at this point There will be more capabilities to ix ... seems to be confusion around the vocabulary of social relevancy, social media, social networking, and social technologies, so let’s clear that up first Social technologies is the umbrella term that... credentials Social Media The second is social media This describes any Web site or service that facilitates using a piece of media to share an idea, advertise, promote, or deliver content Media in... vocabulary to describe an area of the social sphere, they confuse and weaken the ability to discern the three areas: social relevancy, social media, and social networking Once you understand