Once upon a time, a company was struggling to regain market share. After trouncing all comers for a decade, it lost its punch as new competitors and more exciting products entered the ring.
The entire company was reorganized to focus on marketing. Despite decades of award-winning work, the old advertising agency was let go. A hip new one was hired. Product lines were brought somewhat up to date, but they didn’t function as well as the market leaders. Consequently, they received poor reviews from press and consumers alike.
And what of employees inside the hallowed halls of this once-great company?
The daily grind was pretty grim. Employees coped as best they could with successive reorgs, changes in leadership, mission rewrites, OPEX reductions, and the launch of one new initiative after another. It was hard to generate excitement when every move the company made seemed to lead to a new round of layoffs.
But try they did. At employee meetings, they sat politely as marketing unveiled the latest products and plans. When asked for input, they gave it. Intelligently, clearly, poignantly. They wanted this stuff to work its magic and they were fully invested in its success. But, because they were closest to the front lines (manufacturing, quality, sales, customer service), they also knew it wouldn’t and, like the little boy in The Emperor’s New Clothes, they felt obliged to tell the truth before the company threw good money after bad.
What did they get in return?
They were told repeatedly that they didn’t understand all this newfangled marketing because they weren’t the right demographic. They didn’t like the new products because they weren’t the ones who were going to buy and use them.
And the “right demographic”? What did they think of the new products and marketing? They turned away in droves.
Was there a Happily Ever After for this company? Sadly, no. Remember, this is a true story, not a fairy tale.
The only thing that kept this saga from getting any worse was the fact that it took place in the days before social media. Imagine if employees – treated like that – had access to Twitter, Facebook and blogs!
What’s the moral of this story?
Dismissiveness discourages engagement (and encourages mutiny)
What exactly are employees supposed to do with insults, such as, “You don’t understand because you’re not the right demographic?” (A lot of them might think about taking their revenge on Twitter or Facebook or in industry forums.)
Effective marketing is all about relationships. Launching a campaign calls for engaging key stakeholders to help build enthusiasm. It starts inside a company before the very first ad airs on TV or the first tweet goes out. If a company can’t build solid, positive relationships with its own employees – natural allies because they share the same goals – how can it expect to create them in the world, where people are far more suspicious of brand messaging?
And if morale is bad inside a company, it’s only a matter of time before that negativity seeps into the social world where it influences key audiences and customers.
Employees aren’t the “right demographic,” they’re the “first demographic”
Engagement must start inside the gates with internal audiences because they are a company’s ambassadors during good times and bad.
“Your people are your best assets,” notes Christopher Barger in The Social Media Strategist. “In an environment in which trust is a key currency, it is your people and their personalities that will sell an audience on your brand as much as your product.”
In this age of social sharing, even with limited or no budget, a company can still create word of mouth around its products if its social media strategy includes having employees use their expertise and enthusiasm to engage customers.
This is doubly true in a crisis, when employee goodwill is shared in social circles, reinforcing official communications. Effective crisis communication is no longer simply about “putting a coin in the good karma bank in case you need to make a withdrawal,” as crisis experts used to describe it.
Companies that value employees and empower them to engage with audiences in social channels on a regular basis have a host of vocal advocates ready to put their influence to work on behalf of the brand’s reputation when barbarians are at the gate.
It’s important to understand how employees relate (and are related to) your customers
Think about a company that makes toys for toddlers. The employees probably range in age from early-20s to early-70s. Clearly, they are not the target user of the toys they manufacture.
But, do none of these folks have children? Grandchildren? How about parents who buy toys for grandchildren? And cousins and aunts and uncles and friends and professional colleagues they meet at industry conferences, etc., etc., etc.
Of course, employees are customers. And, if they’re not direct consumers, they encounter customers in all walks of life and have the potential to be ambassadors for the brand and influence purchase across networks of family, friends and professional associates.
Companies don’t own their “story” any more
Companies no longer control messaging about their brands, leaders or dirty laundry in social channels. (Just ask Yahoo!)
Sure, companies can restrict access to social platforms on the corporate network and create HR policies that forbid mentioning the company in social channels after work. But brands that want to excel take a different tack.
Christopher Barger recommends “teaching the organization to fish”: “Not every organization or company will empower all of its employees to engage in social networks. All the same, it’s a good idea to build a social media education program for all employees anyway.”
Barger’s approach enables employees to learn everything – from social media platforms to publishing tools and company policy. It also gives employees insight into how the company – both marketing and corporate – shares messages and builds relationships in social circles.
This kind of immersion in social media best practices, based on teaching and trust, goes a long way to building a strong base of employee ambassadors who understand the vision and strategy and are well-versed at engaging with the audiences companies most want to reach.
Companies don’t always know how to build a better mousetrap
“Great leaders…know that if they come up with all the answers, the chances of having anyone else buy into the solution are next to zero,” write Andrew Sobel and Jerold Panas in Power Questions. “But if their employees come up with the answer – if they feel ownership of it – there is a good chance it will bear fruit.”
Many social media experts predict that smart companies will create iterative processes that allow feedback from social media fans and followers to inform the design of better and new products. Both consumers and employees are in prime positions to contribute expertise in this scenario.
Some companies are already doing this. So, when an employee figures out a whole new way to use a product, simplify consumers’ lives, solve a problem, streamline a service, or just make customers happier, give that employee a blog. Why restrict access to social media? Heck, let them share their personal story with as many people as possible, and watch how customers get engaged.
Now that gives employees and customers something to tweet about!
Do you have examples of companies that encourage employees to use social media channels? I’d love to hear about them in the Comments.