If you work for SalesForce, General Electric, or Hewlett-Packard, you are one of few employees who has a social CEO. You might take it for granted. But research shows that as at 2016, 61% of Fortune 500 CEOs had no social media presence at all. However, CEOs like Apple’s Tim Cook and Microsoft’s Satya Nadella are active on Twitter. And General Electric’s Jeff Immelt and Hewlett Packard’s Meg Whitman have more than 100,000 followers on LinkedIn. It is not always possible for your company’s CEO to be a social media guru, but it does make the marketing team’s job a lot easier.
Social CEO Logic: Successful Employee Advocacy Is About Culture And Leadership
As I prepared to write my book, I interviewed social media and marketing professionals in ten companies. These companies included GE, SAS, and IBM. It became clear that some companies had a head start with employee advocacy. This was partly due to their inherent company culture and exemplary leadership. Leaders like Salesforce.com’s CEO Marc Benioff have done an outstanding job of being present on social platforms in a way that encourages his employees to follow suit. It’s a sign that says, “Hey, I buy into this!” Other companies have struggled to generate the level of employee participation required to make social media employee advocacy sustainable. Part of the challenge is getting their business leaders to walk the talk. Over recent years, more reasons have been uncovered as to why CEOs should be social that dispute some of the risks involved in putting one’s self out there.
Social CEO Problem: Research Shows It’s A Good Idea But It’s A Hard Sell
The 2016 Brandfog Survey on the Social CEO reveals the perception that executive participation in social media leads to better leadership grew by 15% between 2013 and 2016. Respondents to the survey also believe that it builds brand trust. This is probably why 85% state that having a socially active C- Suite leadership team can mitigate risk before a brand reputation crisis occurs. How might you encourage your CEO to be more social? A recent article on IF suggests that training your CEO is out of the question and recommends fitting social around the CEO rather than trying to fit the CEO into social. A fair bit of researching and convincing needs to be done to move a non-social CEO into social media. This is the reality.
Social CEO Reality: Your CEO Is Probably Too Far Away Anyway
Top executive support inspires employees. However, one global social media manager at a top social brand told me that it is more important to have a layer of middle managers that support social media employee advocacy programs. A social CEO might be just too far away to be an effective role model to those lower down in the organisation. In addition, the 2014 Edelman Trust Barometer: 52% of consumers trust an “average” employee more than a CEO, a statistic that rose 30% between 2009 and 2014. And this % has probably grown since then. Perhaps middle management is more influential—not just internally, but externally too.
Social CEO Trend Line: The Future Of Employee Advocacy
During the interviews, I found that managers reinforced values by talking about them and behaving in ways that supported them. Employees are empowered by this. With the appropriate guidelines and support, employees start to participate. A recent article in Fast Company shows that employee advocacy programs have grown by 191% since 2013. Perhaps we can expect similar growth in CEO participation on social media. Are you a social CEO or do you work for a company that has one? Leave a comment to tell us if it makes a difference.
All these images are free from pixabay.com
This is a modified version of a blog originally published on the openfor.business blog on 22 February 2016
This blog is written by Gillian Thomson, Director of GT Limited. With a background in engineering and almost 20 years’ experience across a variety of industries, Gillian helps businesses to get the best out of their people. She specialises in leadership development, team effectiveness, conflict resolution and HR strategy & support. You can get in touch with Gillian by email at email@example.com and follow @GTLimitedUK on Twitter
Leadership and the magic weekend
Whilst not unique to technology industries, the “magic weekend” is a phenomenon that’s common in this field. Excellent technical specialists are promoted to positions of leadership because they are great at being technical specialists. Not necessarily because they have great leadership skills. On Friday, you are part of the team. Then by Monday, you are leading it. You often get very little support for the transition, and are just expected to know how to deal with all the challenges that come with being a leader. This can be even more difficult when you are friends with the people you are now responsible for leading. So how can you ease the transition and become the leader you know you can be?
Get to know your team
You may think you already know your team, especially if you were peers before now. But do you really know them? Take time to understand their aspirations, their strengths, what they need support with, what they are looking for from you as their leader. Consider using a tool such as Emergenetics® to understand thinking and behaviour preferences and help the team work more effectively together.
One of the hardest challenges for new managers is letting go of the detail. They need to delegate that to others, trusting others to do the work that you consider yourself the expert in. Be clear on the desired outcome, but allow the team to get there in their own way. It may be different to yours, but that doesn’t mean it’s wrong! I often use a tool called ‘setting the waterline’. Consider if you were the captain of a ship. If the ship’s engineer discovered a hole the size of a penny at the top of the hull above the waterline, and he was perfectly capable of fixing it. There’s really no need for you be involved. If, on the other hand he discovered a hole that was letting in gallons of sea water under the water line, then you probably need to know. Talk to your team about where your waterlines are. What are the things they can just get on and do, what are the things that you really need to be involved in?
What do you think? How does success look like? Which barriers do you see right now? What would you do next if time/resources/money were not a constraint? The questions you can ask as a leader are limitless. Effective questions unlock the potential of our people. Allow them to figure out the answer’s themselves and give them confidence that they can deal with new situations that they face. Be careful of “Why” questions such as “Why did you do it like that?” as they can come across as judgemental. Don’t feel like you always have to have the answer.
Learn to Listen
Effective listening is one of this most important skills a leader can have. Usually we’re not actively listening, but waiting for our chance to speak and thinking about what we’re going to say next. Or mulling over that important email that came in just before you sat down for a catch up with your team member. Take the time to properly listen when you are having conversations with your team
Give feedback well
Giving effective feedback is an art. And all too often leaders save it up for the end of year appraisal when it is overwhelming and the individual will likely only focus on the 1 negative thing you told them, and not the 20 great things. Give feedback (both positive and constructive) in the moment, as soon as possible after the event. Be specific about the situation or the behaviour, make it future focused and make it factual – avoid assumptions
Managing conflict and difficult conversations are the top two things that leaders say they find difficult to do, according to research from the CIPD. But we need conflict and disagreement to drive innovation and creativity within the team. As leaders, it’s important that we know how to manage conflict constructively. Invest some time in learning these skills and you’ll reap the dividends, not just with your team and potentially across all areas of your life!