Los tiempos cambian, eso se puede notar en internet, en las redes sociales, en la manera en el que el Marketing se está re-inventando hacia un futuro donde el centro es el usuario, un usuario activo e inteligente, el cual solo se fía de sus más allegados para ejercer una compra.
Ante esta perspectiva, son muchas las grandes empresas que empiezan a realizar grandes inversiones en Marketing Online, multinacionales de todo, con directivos de todo tipo.
El problema está surgiendo en que aún muchos de esos ejecutivos siguen con la mente en el siglo pasado, no creen en Internet, no creen en las redes sociales, y lo que es peor, lo vaticinan como una moda pasajera, descuidando así infinitas oportunidades de promoción.
Para los Online Marketers resulta complicadísimo, a veces imposible, derribar ese muro del ejecutivo tradicional, intentar convencerle que una buena inversión en el medio internet puede ser muy exitosa, y cada vez más es vital.
Maria Ogneva, "Head of Community" de Yammer ha enunciado una lista de tips de gran ayuda para hacer menos inaccesibles a este tipo de directivo, cada vez menos común:
1. Listen First
What makes an executive social? Plugging into the market, anticipating customer and employee needs and proactively encouraging an organization toward action. In the end, listening is a huge part of achieving these goals.
2. Communicate Externally and Internally
A CEO who tweets and blogs is ideal. Those social actions humanize a company’s executive staff. Customers and partners feel enthusiastic that they can engage with someone high-up in your company.
What will make the most impact, however, is when each and every employee becomes an external ambassador, not just the few people at the top. That can only happen when everyone on staff has access to the same information, and is able to communicate that information across social networks – with guidance from the community manager, of course.
3. Be Open and Accessible
Approachable executives are paramount to foster a culture of openness and sharing. Encourage your leadership team to establish direct lines of communication.
Social media expert and author Charlene Li does a lot of training with corporate-level executives, helping them to overcome hesitations associated with online communication. Her website contains helpful tips and observations.
4. Coach and Reverse Mentor
Consider establishing a coaching system that disregards job titles to ensure that employees from all levels in the organization interact using consistent language, best practices and policies.
For instance, traditional mentoring has been a top-down process during which an executive mentor adopts a junior mentee. However, social rests on a different set of skills. Therefore, it may make sense to pair up “digital natives” with “digital dinosaurs,” says digital services agency Deloitte. Social communication can be new and different for some, so don’t assume that everyone is comfortable with it.
5. Start Small Conversations
Start executives off by encouraging them to post to a private space that you can monitor, then provide direct feedback. As the exec gets more comfortable, advise the following:
Start out by doing short updates: thoughts on the industry, or key strategic initiatives that you’d want people to rally around.
Over time, try evolving those short updates into longer-form posts. Discuss what’s going on in your world, and why the exec team is making certain decisions.
Be prepared to have a deeper dialogue. If you choose to be present in social media, you should also be accessible, which means answering tough questions.
6. Focus on Impact
It’s important to stress from the beginning that executive involvement will affect how the organization views social. As leaders, executives must recognize that their actions will affect not only themselves, but also the entire social process.
For example, my company’s customers generally report significant bumps in engagement after the CEO joins and engages on social media. One customer organization saw a 27.93% increase in messages, a 28.37% increase in replies and a 49.60% increase in “likes.”
Becoming an open and social organization takes time and hard work, and is much more complex than people realize. Social must be incorporated into everything a company does, not just as an afterthought. Therefore, it’s important to listen, act and learn.
Dynamic learning comes from creative internal friction, from taking risks and failing, from employees who challenge and support one other. Only then will a business be equipped to deal with its market.