If you work in an organisation, do you know if your CEO and leadership team use social media? Do you have an internal social platform or do they use external platforms? If you are a CEO or a senior manager, do you use social media in your business or outside?
I have a feeling most senior leadership in organisations are scared shitless of having an internal social media platform outside their stale LinkedIn profile. In conversations I have had recently with senior business leaders, guess the first response to ‘do you have a social platform in your business?’ Yep, every response with one exception was, ‘what for?’
I had to think for a second on how to reply to that response. The one exception was a company using Yammer and another [that failed to qualify] was a user of Salesforce Chatter. The latter did not qualify since Chatter was locked down to the sales team only.
The command and control ethos can be existentially threatened with a vibrant social platform. Depending upon the culture the social platform can either be a vibrant forum of ideas, complaint, kudos and promotion of individuals and teams. A social platform may also be a tool of fear and loathing where there are few and infrequent entries with inane inputs with no meaning and no impact. In some cases, enterprise social platforms can be used to perpetuate a command and control culture with a dose of fear added for good measure.
Maybe we have another ten years [or less] as younger leaders emerge in senior management embrace enterprise social as a key component of productivity and organisational health. The hope is they will embrace this willingly and not see enterprise social as a threat to control.
- Enterprise social can be an excellent predictive tool by enabling insight into projects, ideas and relationships that are extant and developing within the organisation.
- Senior leaders can demonstrate their transparency and affinity with people in the organisation by sharing openly in a social media platform.
- Senior leaders who share must accept feedback with respond constructively without seeing it as a threat to their position.
- Organisations can build trust in the culture by encouraging candid and open feedback and input of ideas. It may take some time and one of the best ways to hasten this process is by senior leaders actively sharing honestly and allowing people to emulate this……kind of like tipping the toes in the water.