Implementing an Enterprise Social Network is not that easy. A lot of things can go wrong. In this slideshare you find key elements creating a common grounds for enterprise social network.
How to mess up the implementation of your enterprise social network
1. HOW TO MESS UP
THE IMPLEMENTATION OF YOUR
ENTERPRISE SOCIAL NETWORK?
PART I
2. No!
We don’t want you to fail!
We want to help you.
This series of slideshare gives
you 4 key elements creating a
common ground for enterprise
social network success.
4. IT – HR –
Communication
Join forces!
From the beginning
#1
5. IT, HR and Communication
Join forces from the beginning
IT plays a crucial role. That’s crystal
clear. But IT cannot operate without HR
and Communication. The digital
workplace is a new workplace. One that
requires another mindset and new skills.
6. Another mindset?
- more transparency
- sharing
- asking for help, showing your vulnerability
- working beyond the boundaries of your team,
your business unit, even your organisation
8. New skills?
- sharing your knowledge, not just in the
dynamics of answering questions, but of
sharing your knowledge in a proactive way
- writing in a concise, more action oriented
way
10. 1. Necessary ressources.
2.
Old ways of working New ways of working
Hierarchical thinking Network thinking
Secrecy Transparency
Dichotomy: think versus do Time for reflection for everybody
Know-it-all Learn-it-all
11. So: what do people need in
order to acquire this new
mindset and these new skills?
12. People need
• training
• time
• a safe environment to learn
• executives and managers to set the example
• easy to understand guidelines that focus on
the do’s and not on the dont’s
13. Set up initiatives to help
1. executives
2. middle managers
3. employees
15. Authenticity They are not used to write their
communication themselves
Vulnerability They are not used either to show
themselves as vulnerable people
interacting with people from all
layers of the company
19. 1. Necessary ressources.
2.
They used to be
• the gatekeepers of information
• the ones who knew the answers to
all the questions
• the ones who decided who could
follow which training
23. If executives and middle managers
are NOT active on your ESN, sharing
knowledge as an employee will be
- unsafe
- considered as “not working”
- seen as personal branding
27. Learn people how to participate in
online communities
Not just “older”
people!
28. Learn people how to
- consume
- contribute
- create
- share work in progress
- show online leadership
- build up strong networks
- deal with information overload
30. Do you want to know more about
the succesfull implementation of
social technologies?
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Slideshare
Isabel De Clercq
Author of the book
Social Technologies in Business
Editor's Notes
In fact what I saw, what I realized then is that social
In fact what I saw, what I realized then is that social
In fact what I saw, what I realized then is that social
people are not used to think about their job or what they learned
the were simply asked to do things
In fact what I saw, what I realized then is that social
people are not used to think about their job or what they learned
the were simply asked to do things
In the first part of the presentation we have focused on the way our world has changed.
In the second part we will focus on you.
What does this mean for you?
For managers and for employees.
Let’s start with the managers.
In the past managers were seen as a kind of SUPER HEROES.
Super man knows the answer to all the questions.
Super man decides which information will be cascaded to the lower levels.
Super man controls and commands his employees.
And so employees start to act like children. Because simply you treat them like children.
And employees wait in their office untill you pass by to tell them exactly what to dot.
All of this belongs to the past.
In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.
So our new business context requires another leadership.
In the first part of the presentation we have focused on the way our world has changed.
In the second part we will focus on you.
What does this mean for you?
For managers and for employees.
Let’s start with the managers.
In the past managers were seen as a kind of SUPER HEROES.
Super man knows the answer to all the questions.
training
Super man decides which information will be cascaded to the lower levels.
Super man controls and commands his employees.
And so employees start to act like children. Because simply you treat them like children.
And employees wait in their office untill you pass by to tell them exactly what to dot.
All of this belongs to the past.
In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.
So our new business context requires another leadership.
In the first part of the presentation we have focused on the way our world has changed.
In the second part we will focus on you.
What does this mean for you?
For managers and for employees.
Let’s start with the managers.
In the past managers were seen as a kind of SUPER HEROES.
Super man knows the answer to all the questions.
training
Super man decides which information will be cascaded to the lower levels.
Super man controls and commands his employees.
And so employees start to act like children. Because simply you treat them like children.
And employees wait in their office untill you pass by to tell them exactly what to dot.
All of this belongs to the past.
In the new setting you will have dispersed, remote teams. So it simply is not possible anymore to controle your employees the way you used to do that before.
This belongs to the past because what you need – to be a strong leader – is strong team members. Agile people, who keep on learning, who take initiatives, who are able to listen to other team members, who are able to listen to the customer.
So our new business context requires another leadership.
2; showing your work is a great way to build up a powerful network – the information that you need to do your job, you will find it yourself in your network, and in this network is full of people who want to give you feedback, feedback that will make you grow