Author Archives | sradick

About sradick

I'm Vice President, Director of Public Relations at Brunner in Pittsburgh. Find out more about me here (http://steveradick.com/about/).

Set Your New Social Media Manager Up For Success

November 30, 2012

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You wouldn't hire Jonathan Ive and put him in a cubicle with an underpowered Lenovo laptop, would you? 

You wouldn't sign Peyton Manning to run the triple-option offense, would you? 

You wouldn't hire Tony Stark but tell him he's not allowed using your tools, would you?

Then why do organizations continue to hire social media specialists, managers, and coordinators, but then handcuff them with outdated policies, processes, and technology? 

I've seen it time and time again – an organization realizes they don't have the talent, resources, or bandwidth to manage their social media efforts so they go out and hire someone. These gurus, ninjas, strategists, and rockstars often come into this new organization with high expectations ("oh, you're the new social guy? Boy do we need your help!"), low resources ("you're all we could get approved for this year"), and an unclear place on the org chart ("well, you'll technically report to me, but you'll be working with Suzie down the hall most of the time as well as being a dotted line to Tom in Marketing").

Not only that, once they get to their desk, they realize that Twitter and Facebook are blocked, their company-issued Blackberry is prohibited from downloading any apps, and even when they do complete all the request forms to gain access, they're told that any and all social media content needs to be approved by legal and compliance. They've got the experience, the skills, and the knowledge to do the job, but they've been handcuffed by their own organization's legacy practices. 

Before going out and hiring that person to handle your social media, take some time to set them up for success.  

Provide a clear job description. Are you looking for someone to be a community manager for online communities that already exist or do you need someone to create those communities? Are you looking for someone to come in and join the marketing team or are you looking for someone to help you integrate social media across the entire enterprise? Do you need a social media manager to simply create and post content or do you need an experienced community manager who can build an integrated strategy that will increase sales, retention, etc.? Are you looking for a do-er or a change agent? As the hiring manager, you have to have to be able to articulate what exactly you need this person to do because the skillsets required to be the day-to-day community manager are substantially different from those needed to create an enterprise-wide social strategy. If you aren't sure what you need, you probably need someone with to help you figure that out, and that's going to require someone more experienced than you think.

Update your processes. If you're going to hire someone to manage your online communities, be a brand advocate, increase brand awareness and interact with customers, make sure they're actually, you know, allowed to do that. You can't expect someone to succeed in this role if your process requires every post, Tweet, and status update to be approved by the Legal team. If your newly hired social media manager is unable to respond to customer service inquiries because "those are handled by the folks over in customer service, not us," you're setting yourself up to fail. Using social media successfully is fundamentally different from every other approval process at most organizations. If you aren't sure what processes need to be updated or how to even do that, refer back to #1 and hire someone with the skills and experience to make those kinds of changes. 

Have an end goal. What does success look like? How will you determine if he/she is doing a good job? Will that be determined by the number of fans, followers, comments, members? Or by sales, lead generation, and traffic? Maybe it will be based on their ability to create and implement a strategy? Whatever it is, make sure that your new hire understands what is expected of him or her.  

Make technology an enabler, not a roadblock. This should go without saying, but make sure that your social media manager actually has access to social media. An easy way to start this new relationship off on the wrong foot is by forcing your new hire to complete request forms to access to Facebook, YouTube, and Twitter. 

Brush up on social media yourself. You're going to have to evaluate this person's performance and you can't do that effectively if you still think you don't need to understand Twitter because "you're too old." If you're going to be managing someone who's responsible for social media, you better know a little about it yourself. Look at similar organizations and see what they're doing. Keep up with industry trends. Ask your new hire to meet with you each week and help educate you if you need to. You can't effectively manage someone if you don't understand what they're working on. 

Be their advocate. Your social media manager is likely going to have to work with people from across the organization, many of whom will have more experience and tenure than they do. They're going to need to quickly establish respect with their colleagues and the easiest way for them to do that is when you make the introductions, highlight their work in leadership meetings, and give them the top cover to do their jobs. Don't hire them and walk away. Stay involved and keep them motivated. 

You can’t half-ass your social media efforts. If you’re going to make the investment in the time, people, and resources to use social media, make the investment in getting yourself and your organization ready to make the most out of this new talent. Spend a few more weeks now setting him/her up for success or spend a lot more time later trying to find another social media manager to replace the first one who quit after two months. 

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Ten “Boring” PR Skills You Need to Have

November 9, 2012

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A few weeks ago, I was talking to some college students about PR, advertising, living in Chicago, and the work I'm doing at C-K. They loved hearing about the work that we've done with Corona, Porsche, and Cedar Fair. We talked about branding, TV commercials, media tours, and social media. By the end of our conversation, they were all telling me that I had their dream job and were asking me if we had any openings. At this point, I was feeling pretty proud of myself – after all, this was a much cooler reaction than when I'd regale them with stories of working with the IRS or the TSA. However, when I got got back to my office, I realized that I did those students a disservice. I got them all excited about riding roller coasters, drinking beer, and driving fast cars, but failed to mention the really fun stuff that I do every day. 

You want to get really excited about PR? Check out my budget spreadsheets and staff forecasting tools! Join me as I write a statement of work and analyze row after row of statistics! Excited yet? Maybe you'd rather stay at the office until 8PM writing a performance review? 

The best PR pros do a lot more than Tweeting, drinking with press contacts, and attending events. That might be what got you into the industry, but if you want to move up the ladder, you better sharpen these ten boring PR skills too. 

You may think these things are about as exciting as watching grass grow, but you'll want to learn these things if you want to keep growing.

  1. Manage Upward. Do you know how to pitch new ideas and get fast approval to try them? Can you manage your boss and his/her time so they don't become a bottleneck? Learn what makes your boss tick. Learn how they work so that you can expedite getting things done when you want to try something new. Gain their trust so are empowered to take risks and know they've got your back. 
  2. Manage your time. How many hours does it take you to write a press release? Do you know how to estimate how long it will take you to do something and then manage your own workload to get that job done on time? One of the best skills a junior person can develop is the ability to accurately estimate how long it will take them to do a job. 
  3. Give feedback. Do you know how to give honest, constructive feedback to a colleague? To your boss? Learn how to give both positive and negative feedback. This goes beyond saying "good job" – it means giving feedback so that people are motivated to do better. It means giving feedback so that they learn from their mistakes without feeling like an idiot. 
  4. Analyze statistics. Do you know how to make sense out of a mess of numbers? Can you comb through a bunch of spreadsheets and tables to find something meaningful? Learn how to analyze data, but even more than that, learn how to distill it down to laymen's terms. 
  5. Build and manage a budget. Do you know how to allocate $10,000 to get the job done? How many hours do you need? How many hours does your Assistant Account Executive need? How much of that should be allocated to hard costs like giveaways or vendor fees? Learn about hourly rates, profit margins, and scopes of work. Learn how to adjust on the fly and reallocate costs as needed while still staying under budget. 
  6. Delegate. You aren't scalable. You may think you're a hard worker and that you'll do whatever it takes, but at some point, you're going to realize you can't do it on your own. Learn how to delegate work to other people. Learn how to accept that other people may do things differently than you, but that doesn't make them wrong. Learn how to leverage your team's strengths and understand their weaknesses so that you use everyone's time most efficiently. 
  7. Develop and manage a project plan. Can you break up a big project into small tasks, assign them deadlines and then manage to those deadlines? Learn how to create a project plan that integrates deliverables, interim deadlines and costs and how to manage against that. This goes for small projects and multi-million dollar accounts. I've used project plans to help plan my work for everything from website content to huge accounts with multiple workstreams. 
  8. Work remotely. Can you be productive from your couch? How about on a plane? In line? Learn how to maximize your productivity when you're not in the office. I'm not just talking about using technology like wireless cards, cell phones, and video conferencing. I'm talking about knowing how to manage your work so that you're able to take an early weekend because you know you've scheduled your conference calls for while you're on the road. I'm talking about using your time on the plane to write your blog posts or catch up on your RSS reader.
  9. Ask for help. I don't care how smart you are or how hard you work – you're going to need someone's help at some point. Maybe it's because they've got a skillset or experience you need. Maybe it's because you're on vacation and need someone to handle a client crisis. Learn that you don't have to do everything on your own. Learn how to ask for help before it's too late. 
  10. Write a performance review. Sooner or later, you're going to have to write someone's performance review or at the very least, contribute to one. Many organizations have implemented 360-degree reviews where you may be responsible for collecting feedback and writing a colleague's review. Learn how to objectively solicit feedback about someone else, analyze that data and write an objective review of that person's work.  

What other "boring" skills would you add to this list? The opportunity to pitch an idea to the producers of the Today Show or to go bar-hopping with the editors of Maxim may be what got you interested PR in the first place, but those opportunities only happen once someone has done the dirty work first. Someone has to build the strategy, develop the project plan, allocate the resources, manage the budget, and get someone to sign off on the idea before you're going to get the opportunity to make that call. Learn these boring skills now so that you can contribute to the entire process, not just the fun stuff at the end. 

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Start Your Community With Role Models, Not Influencers

October 24, 2012

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I just finished reading this article in last month's Fast Company where the CEO of Pinterest, Ben Silbermann, discusses how Pinterest got started, where it's at today, and what its future may hold. In it, they highlight some of the ways in which Pinterest defied best practices when they first started – they didn't include any leaderboards, they didn't highlight the most popular pinners, they used an infinite scroll layout instead of pushing for more clicks and pageviews, and most interesting to me, their first community members weren't "influencers" with high Klout scores. They were role models who would care for the community as if it were their own.

"In Pinterest’s early days, Silbermann gave out his cell-phone number, attended blogger meet-ups, and personally composed weekly emails that were sent out to Pinterest’s tiny, but growing, community. "It’s like you’ve built this little city with nobody inside of it yet," he says. "And you want to fill it up with the right kinds of people who are going to teach future people what they should be doing when they move in." Most Silicon Valley types look at early users as viral marketers; Silbermann saw them as role models. (Until recently, Pinterest’s welcome email advised users to "pin carefully" because "your pins set the tone for the community." The site bans nudity and discourages users from posting images of too-skinny models, otherwise known as "thinspiration," after the phenomenon became a problem.)"

What if PR and social media community managers stopped worrying about targeting the influencers with the most Klout, the highest PeerIndex score, or the highest Empire Avenue share price, and instead worried about identifying the people who are best equipped to create and maintain a healthy community? What if we looked for qualities like good taste, helpfulness, and compassion instead of followers, pageviews, and likes? What if we focused our efforts on the people who will become the community leaders, rather than simply the people with the loudest mouths?

If what we're doing is truly building online communities, shouldn't we first recruit the people who will actually be you know, building that sense of community and modeling the behaviors you want to see from all members?

One of Pinterest's first and most active members wasn't a social media influencer. She's the founder's mom. Silbermann's tactic of starting his community with role models isn't new. This is a tactic that I've used when building online communities behind corporate firewalls. In those closed communities, the first members weren't the VPs or the corporate comms people – the people with the most influence – they were the people who were most passionate about the community. These individuals felt a deep sense of responsibility for the success of the community. They shared the same goals and philosophies. They were the ones who modeled the behaviors that we wanted the rest of the community to emulate. They were the ones who would tell the boss he was wrong so that it would be ok for others to do the same. They may have only brought in 50 new people, but that wasn't their purpose. They were recruited because they were the ones to create that strong sense of community among the current members so that when new members joined, they joined a community with an established culture and purpose.

Now, if your goal is to simply get a million Facebook likes or sign up two million users to your branded community, then by all means, pay Lil Wayne to Tweet your URL to his 8 million followers and watch the numbers stack up. You can trot out your pageviews and member numbers to your boss all you want. Just don't expect those thousands of people to actually do what you want them to do. On the other hand, if you're looking to build a vibrant community of brand advocates who will buy your products, share your messages with their networks, give you honest, constructive feedback and build other brand advocates, then you should instead look for people who will model those behaviors. These people may not have the biggest names or the most "influence," but they're the ones who will create the foundation for what your community will be.

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How a Social Media Evangelist Became a Social Media Realist

October 15, 2012

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When did I become the guy who gets tired of social media? I haven't blogged here in more than a month. I'm substantially less active on Twitter than I used to be. How did I go from annoying everyone around me by my incessant yammering about social media to the guy who grows increasingly annoyed when people talk about everything social media will do?

I'm not suggesting that I'm no longer excited about social media. I'm not suggesting that social media is dead (imagine that link bait, though). Quite the opposite, actually. Social media is not only not dead, it's so alive that it's become ubiquitous. There are Google+ master classes. You can read multiple books for marketing your business on Pinterest. You can go out and get a social media certification. You can buy thousands of Facebook likes. There are more than 125K social media experts on LinkedIn. There are more than 5,000 books on social media marketing. If you're looking for a job and you don't have the words "social media" on your resume somewhere, you aren't even trying. Social media is where it's at man. Everyone's doing it.

And maybe that's the problem. Everyone, from the government to big brands to schools to my parents, feels like they have to be using social media. And there are all too many social media experts, ninjas, and gurus ready to help them get on Twitter, start a Facebook page, and check in on Foursquare. When I first started using social media professionally back in 2006, it was because I recognized that these new tools could fundamentally change the way organizations communicated and collaborated. Back then, using social media in the government was like being among the first cavemen to discover fire. I was part of a small group of people who recognized this and committed to using this newfound knowledge to help the government become more efficient, more open, more transparent, and more collaborative. It was not only fun, it was incredibly rewarding as well. We were helping change the way government worked. We were effecting change that people said wasn't possible. We just happened to be using social media to do that.

Obviously, things have changed since then. Where I used to have to fight tooth and nail to get my clients to use social media at all, social media is now viewed as the first option. Social media has become almost a cure-all for an organization's problems. Suffering from negative media coverage? Start a Twitter account! Poor Q1 sales? Get on Pinterest! High employee turnover? Create an internal blogging platform! Whatever problem you have, social media will be there to solve it! And, there are literally thousands of social media experts out there ready to provide that solution to you (at a low low price if you sign up right now!).

I love getting a senior-level client up and running on Twitter or Yammer, not because I'm getting paid to do it or because these tools are just sooo cool, but because most of the time, it represents the first time in years that he or she communicates with the public without a PR or legal or compliance filter. I was able to give them the confidence, knowledge, and tools to actually talk with people – their customers or employees – like a human being. The only thing that made me happier than seeing a senior executive read an unfiltered feed about their organization and start participating in the conversation was seeing those conversations manifest themselves in actual changes in how the business operated. Now, all that's given way to marketers, consultants, and gurus whose only goal is to get people using social media.

My goal is never to get someone blogging or Tweeting – that's just the means to help them understand how to better communicate and collaborate. Simply using social media should never be the goal – social media is just the means, not the end. For years, clients have been asking me to develop "social media strategies," and for years, I've been telling them that they don't need a "social media strategy." What they need is strategy to help them solve whatever business problem they're looking to solve. Maybe they'll need social media, maybe they won't. I guess it was never about social media after all. It was about what social media enabled people to do, and increasingly, the only thing it's enabling is jamming the same old business practices into Tweets, blog posts, and status updates.

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