With the emergence of companies moving towards becoming a social business, scaling social media within the business becomes even more important. If done correctly, social media becomes embedded into most functions within the business ranging from customer support to sales to email marketing to communications to product marketing and so on.
Scaling social media, especially within an enterprise-level company, can be hard. You move into an entirely different realm of managing social media where social operations and social governance become important. The social media manager must consider social media guidelines, compliance training, social media management tools, integrations with existing tools such as CRM and email marketing platforms and a variety of other concerns. At the same time, team members will seek to utilize social media simply out of interest, because they actively use social media personally or because media budgets have been cut.
This creates an intersection for the social media manager to deal with. The social operations and governance processes that have been put in place are necessary to properly train new team members and protect the company but that may not allow scalability at the speed which team members may be seeking. This can create concerns around the siloing of social media to a single person or team that typically sits within the marketing or communication teams.
So how do you work towards becoming a social business by scaling social media while still maintaining the social operations and governance processes?
One way that I have found effective is focused more on changing mindsets based on simple communications tactics instead of viewing scaling social media as translating to having more team members engaging through your branded social channels. Sure, that may be one way of scaling social media, but one of the hardest depending on the size of the company.
The larger the company, the more important it is for the social media manager to move towards being more of an internal consultant and strategic advisor as opposed to the owner of all things social. With this mindset, the social media manger focuses their time on laying the framework for the scaling of social media through putting into place sound social operations and governance. Once those processes and systems are in place, they move into a consultant and strategic advisor role where they help team members understand how social media can be used within their campaigns and projects. It is then up to those teams to bake social media into their planning and consult with the social media manager to ensure that best practices are being used. Just because it utilizes a social media channel doesn’t mean that the social media manager or team must “own” the project. The more often this occurs, the more other team members become comfortable and gain a deeper understanding of how social media can be built into their projects.
Not only does this provide a benefit to the campaign or project manager, but if done correctly, can also help other team members to become used to this changed mindset thus helping the company move towards become a social business even faster. How you might ask? Instead of the project being managed by the social media manager including the internal planning meetings, communications and campaign reporting, it is now done by the project manager. For example, a Facebook sweepstakes may be led by a campaign manager who will pull together the other elements of the campaign such as email marketing, media buys and other promotional vehicles.
While this one concept will not suddenly transform your company into a social business where social media is scaled throughout, it is an easy tactic that you can begin using.
Justin Levy
http://justinrlevy.com/
Scaling social media, especially within an enterprise-level company, can be hard. You move into an entirely different realm of managing social media where social operations and social governance become important. The social media manager must consider social media guidelines, compliance training, social media management tools, integrations with existing tools such as CRM and email marketing platforms and a variety of other concerns. At the same time, team members will seek to utilize social media simply out of interest, because they actively use social media personally or because media budgets have been cut.
This creates an intersection for the social media manager to deal with. The social operations and governance processes that have been put in place are necessary to properly train new team members and protect the company but that may not allow scalability at the speed which team members may be seeking. This can create concerns around the siloing of social media to a single person or team that typically sits within the marketing or communication teams.
So how do you work towards becoming a social business by scaling social media while still maintaining the social operations and governance processes?
One way that I have found effective is focused more on changing mindsets based on simple communications tactics instead of viewing scaling social media as translating to having more team members engaging through your branded social channels. Sure, that may be one way of scaling social media, but one of the hardest depending on the size of the company.
The larger the company, the more important it is for the social media manager to move towards being more of an internal consultant and strategic advisor as opposed to the owner of all things social. With this mindset, the social media manger focuses their time on laying the framework for the scaling of social media through putting into place sound social operations and governance. Once those processes and systems are in place, they move into a consultant and strategic advisor role where they help team members understand how social media can be used within their campaigns and projects. It is then up to those teams to bake social media into their planning and consult with the social media manager to ensure that best practices are being used. Just because it utilizes a social media channel doesn’t mean that the social media manager or team must “own” the project. The more often this occurs, the more other team members become comfortable and gain a deeper understanding of how social media can be built into their projects.
Not only does this provide a benefit to the campaign or project manager, but if done correctly, can also help other team members to become used to this changed mindset thus helping the company move towards become a social business even faster. How you might ask? Instead of the project being managed by the social media manager including the internal planning meetings, communications and campaign reporting, it is now done by the project manager. For example, a Facebook sweepstakes may be led by a campaign manager who will pull together the other elements of the campaign such as email marketing, media buys and other promotional vehicles.
While this one concept will not suddenly transform your company into a social business where social media is scaled throughout, it is an easy tactic that you can begin using.
Justin Levy
http://justinrlevy.com/
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