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Manager's Guide to Social Media

Manager's Guide to Social Media

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by Scott Klososky

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Facebook, Twitter, and YouTube have changed everything. Some managers fear their employees will waste entire days using online social media. Smart managers, though, understand that social media is a powerful tool for engaging customers and growing their business.




Facebook, Twitter, and YouTube have changed everything. Some managers fear their employees will waste entire days using online social media. Smart managers, though, understand that social media is a powerful tool for engaging customers and growing their business.

Manager’s Guide to Social Media is a primer on the biggest thing in business since the Internet itself, helping you successfully implement social media technologies in the workplace. Learn how to:

  • Manage your company’s online reputation
  • Set internal policies on the proper use of social media
  • Build "rivers" of information to outsmart the competition
  • Implement social tools internally to support virtual teams
  • Forecast the next trends in social media

Briefcase Books, written specifically for today's busy manager, feature eye-catching icons, checklists, and sidebars to guide managers step-by-step through everyday workplace situations. Look for these innovative design features to help you navigate through each page:

  • Key Terms: Clear definitions of concepts and jargon
  • Smart Managing: Tactics and strategies for managing social media in the workplace
  • Tricks of the Trade: Insider tips for getting the most out of social media
  • Mistake Proofing: Common pitfalls and how to avoid them
  • Caution: Warning signs to keep an eye out for
  • For Example: Stories and insights from the front lines of social media management
  • Tools: Specific procedures, tactics, and hands-on techniques

Product Details

McGraw-Hill Professional Publishing
Publication date:
Briefcase Books Series
Product dimensions:
5.90(w) x 8.90(h) x 0.50(d)

Read an Excerpt

A Briefcase Book

Manager's Guide to Social Media

By Scott Klososky

The McGraw-Hill Companies, Inc.

Copyright © 2011The McGraw-Hill Companies, Inc.
All rights reserved.
ISBN: 978-0-07-175433-0



Social Technologies: An Introduction

Kim runs a marketing office with six direct reports. Four of her people are under 32 years old and have been with the company for less than two years. More and more, she observes them spending time on their computers using Facebook, Twitter, and watching YouTube videos. She can't help noticing that they send links to each other and share interesting articles and videos. At times she's sure they're helping to expose each other to new ideas and information, yet she also suspects they use company time to communicate with friends. Increasingly, her four young direct reports spend time on their mobile devices during meetings, either texting, checking social sites, or taking notes; it's hard to say.

Their performance still seems to be up to par, but Kim wonders if they could do a better job if all these online tools, to which they seem to be addicted, didn't distract them. In the last six months she's noticed that they're putting in less hours at the office, yet they also seem to be working after hours and sometimes on weekends. Worst of all, they seem to have command of new tools that are regular parts of their day, and Kim has never heard of most of them. Part of her wants to encourage them to quit spending so much time online, and the other part senses this is a new way of working that can be effective. What should she do next?

Managing people is always a challenging task. Human beings can be unpredictable, emotional, and hard to organize into a frictionless team, even for the best leader. Add to this mixture sophisticated technology tools that enable them to communicate for free with millions of people instantly, anywhere in the world, and you have the recipe for disaster—or stunningly good results. Today's organizations have never had four generations that are more different in how they view the world and have never seen a fire hose full of free tools coming at them like we see from the Web today.

These dynamics offer managers a wonderful opportunity to impact the way social technologies get integrated into the organization's daily activities. On the other side of this wonderful opportunity is the possibility of a tremendous mess if managers are uneducated about or don't understand these technologies.

If managers fail to provide a good example by using these tools personally, they won't only be failing as leaders, they'll also create a chasm between themselves and those they lead. It's now clear that social technologies aren't a fad, and they're here to stay. This demands that managers become knowledgeable about the field.

A Bit of History

Without huge fanfare, the term Web 2.0 made its debut shortly after the dotcom crash of 2001. People were searching for an answer to the question of where the Web would go after its overheated rise in the late '90s, and subsequent return to earth. While some people wrote off the Internet as having much less impact than was predicted, the first signs of a new era were appearing. Instead of people just connecting with companies offering products, they began to connect with each other.

Communities of interest began to form where people from around the world with specific areas of commonality could find each other and share information, ideas, opinions, and files. Then savvy, young entrepreneurs began to build tools that let us share content and opinions in various formats—for free. Whereas Web 1.0 is all about e-commerce, Web 2.0 is about connection. So much so, that the term Web 2.0 gave way to a more specific moniker: social technologies.

The Vocabulary

There 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 encompasses three discreet areas of the Web 2.0 era. There is actually a fourth catchall category that I will just say encompasses all of the discreet tasks that people are putting the word "social" in front of, for example, social CRM and social recruiting. For our purposes, it's important that you understand the three major categories so you can invest resources into being productive with all of them.

Social Relevancy

The first is social relevancy. This describes the concept of an online reputation or credentials, and all the tools available in this area. These include the online reputations of an organization and an individual. Both have a level of social relevancy online today—whether they choose to influence it or not. Think of social relevancy as your online credentials. When a potential customer, partner, vendor, or investor looks online to learn about your organization, the collection of links, user opinions, and content they can access adds up to your online relevancy. At an individual level, when HR departments, buyers, partners, or potential girlfriends or boyfriends search for you online, they'll also find content, opinions, and links that will comprise your online 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 this sense could be documents (scribd.com), presentations (slideshare.com), photos (flickr.com), or videos (youtube.com.) For some reason, the media (newpapers, TV, radio) seem to use this term often as the umbrella term, and that just confuses the matter. Social media is already a powerful source of information transmission on a worldwide scale. People with an expertise in a discreet area or with something important to get across are leveraging social media sites to "talk to" 1.8 billion other people—for free.

Social Networking

The third part of social technologies is social networking. This describes any Web site or service that facilitates people communicating one-to-one, or one-to-many, in a conversation. This includes MySpace, Facebook, Ning, LinkedIn, Plaxo, Twitter, Foursquare, blogging, etc. Social networking includes everything from eCommunities to broadcasting communications through text, audio, or video in a live format. Social networking is about connection through conversation among people independently or through organizations speaking with an organizational voice.

There is actually a catchall category that should be mentioned, and that is all the "socially augmented" services that are now being identified by putting the word "social" in front of the activity. For example, social CRM (customer relationship management) and social recruiting, just to name a couple. It's likely that for the next decade we will attach the "social" moniker to many tasks and will eventually just drop the need to specify that people are using social tools to augment the task.

Describing What Social Tech Really Is ...

There seem to be many people—especially in the older generations—who struggle to understand the whole phenomenon of social tech. It can seem like a dangerous place where privacy is thrown out the window and security does not exist. They cringe when they see a teenager texting at the dinner table. They have little idea why someone would watch YouTube as if it were a TV channel, and they clearly are confused by the concept of Twitter and why people would share their thoughts and activities with the world five times a day. Social tech feels like an amorphous trend that is growing quickly, in lots of directions, with no instruction manuals.

We can define this pretty easily if you think of social technologies as a &

Excerpted from A Briefcase Book by Scott Klososky. Copyright © 2011 by The McGraw-Hill Companies, Inc.. Excerpted by permission of The McGraw-Hill Companies, Inc..
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Meet the Author

Scott Klososky is the founder and CEO of Webcasts.com, a premier Internet full-service broadcast production company that helps clients in the corporate, sports and entertainment industries webcast the most interactive, cost-effective, highest-quality productions. The company’s clients included IBM, Compaq, AOL, Hewlett-Packard, Enron International, Conoco Inc., and BMG Music, among others. He serves as an Advisory Board Member for Critical Technologies, where he rebuilt a fledgling Web-based imaging product and reinvigorated the employee base and product line while adding referenceable customers. He currently speaks professionally on subjects such as technology, future trends and new generation leadership skills, in addition to engaging clients on a broad array of advisory tasks including Social Technology strategic planning, general IT strategy, and High Beam Leadership.

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Manager's Guide to Social Media 4 out of 5 based on 0 ratings. 1 reviews.
RolfDobelli More than 1 year ago
As a manager, are you expert in the use of Google Reader, Radian6, Hootsuite, Yotify, Netvibes and Scribd? How about cloud computing? Microblogging? Crowdsourcing? Managing virtual teams? Welcome to the brave new online world. Managing employees today requires understanding the virtualization of the workplace, Web 2.0 and social technology tools. Thousands of applications exist, and new ones show up daily. How can you stay on top of this high-tech deluge? Social technology expert Scott Klososky details the answer and takes the mystery out of social technologies. getAbstract finds that his book is a valuable resource for any manager who wants to stay current with social technology.