© 2014 IBM Corporation

BP310: Social Business: The Irresistible Force To Overcome Immovable Objections

Stuart McIntyre, Social 365

!1

Stuart McIntyre…

@StuartMcIntyre

!2

Please tweet comments and suggestions…@StuartMcIntyre #IBMConnect #BP310

!3

▪ Abstract: "I'm too busy", "My work is confidential", "I'm never in the office", "My position depends on my being the only source of my knowledge".... We've all heard objections like these - reasons why key individuals cannot spare the time to share knowledge or to collaborate with others.Whatever their role, be it as executives, consultants, sales people or any other part of your organisation, for Social Business to truly revolutionize your organization's culture and productivity, these objections must be overcome.Learn from Stuart's many years of experience of driving adoption in organisations around the world, to find out how to make the benefits of Social Business irresistible for all your staff, no matter how immovable they might appear! !

▪ It is not technical… ▪ Not specific to IBM Connections ▪ Based on experience rather than exhaustive study ▪ Focused on users or groups of users, not the organisation as a whole

This session

!4

Social Media

c. 2007/8

5

Social Media

6

Social Media

!7

A reminder: The 6 Key Characteristics of Social

Report available from http://www.mckinsey.com/insights/high_tech_telecoms_internet/the_social_economy

!8

1. Social is not a product

Image via http://philmckinney.com/wp/wp-content/uploads/2012/06/speech_bubble_reviews_noBackground.jpg

2. Social technologies enable social behaviors to take place online

Image via https://fbcdn-sphotos-f-a.akamaihd.net/hphotos-ak-prn1/163413_479288597199_8388607_n.jpg

!10

3. Platforms for content creation, distribution, and consumption

Image via http://www.postano.com/blog/wp-content/uploads/2013/05/content-people-01.jpg

!11

4. Can capture the structure and nature of interactions among individuals

Get your own Social Graph via http://inmaps.linkedinlabs.com/network

!12

5. Can be disruptive to existing power structures (corporate and governmental)

Image via http://wikileaks.org/IMG/wallpapers/wall7.jpg

!13

6. Enable unique insights

Image via http://marketculture.files.wordpress.com/2012/11/istock_000005733150medium.jpg

!14

IBM Connections

O R …

!15

Or:

Image via http://onlyhdwallpapers.com/high-definition-wallpaper/god-stairways-heaven-dreams-life-desktop-hd-wallpaper-1063961/Music via http://www.armyicu.gr/data/music/38%20Orff%20Carmina%20Burana%20-%20Fortuna%20Im.mp3

You’ll achieve…

Image via http://onlyhdwallpapers.com/celebrity/david-tennant-objection-doctor-who-tenth-desktop-hd-wallpaper-1033049/

!18

Objections might be voiced and/or unvoiced

Image via Andrew Pollack & http://www.thenorth.com/apblog4.nsf/0/2132120157CA995A852573C600612D8D/$file/frustration.png

Could be conscious or sub-conscious

Image via http://chakracenter.files.wordpress.com/2012/08/holigraph.jpg

Image via http://farm2.static.flickr.com/1107/5101809388_180f98ef5c_b.jpg

20

So what can you do?

Bribery?

Image via http://s3.amazonaws.com/everystockphoto/fspid30/71/50/49/8/money-7150498-o.jpg

Just kidding!

Image via http://s3.amazonaws.com/rapgenius/filepicker%2F3JeU3ZO2TvuAN1XrNC1i_baseball_bat.jpg

22

Coercion?

Image via http://sd.keepcalm-o-matic.co.uk/i/keep-calm-and-just-give-up-3.png

Just Give Up?

No!

24

Image via http://onlyhdwallpapers.com/wallpaper/volcano_desktop_1680x1050_hd-wallpaper-552054.png

Irresistible force?

▪ Nine out of ten executives whose organizations use social tools report some measurable business benefit with employees, customers, and business partners !

▪ 20 percent of organizations using social technologies now ‘fully networked’ !

▪ About one-third of executives say their companies use data from social-technology interactions to respond immediately to either consumer or employee concerns

McKinsey & Co (March 2013):

Ref: http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results!26

Image via dacarc.wordpress.com

Immovable Object(ions)?

So what are the objections?

In my experience…

Image via http://www.accurateleads.com/wp-content/uploads/2013/02/College-Students-mailing-lists.jpg

30

From students…

Image via http://i.huffpost.com/gen/1069543/thumbs/o-BOOK-EDITING-MYTHS-facebook.jpg

31

To Book Authors and Editors…

Image via http://www.mcc.org/system/files/galleries/2633/ZMB12_01_0020.jpg

To Aid Workers…

Image via http://www.infosysblogs.com/management-consulting/images/Happy%20Business%20People%20-%20Thumbs%20Up.jpg

To Business Consultants…

And Executives…

My Top 5!Image via http://infographicb2b.com/wp-content/uploads/2013/09/top-5-mlm-plan.jpg

I T W I L L S L O W M E D O W N

Image via http://onlyhdwallpapers.com/

36

‘I’m too busy…’

1. ’It will slow me down…’

Image via http://ipblog.thomsonslawyers.com.au/wp-content/uploads/2013/08/Confidential-image.jpg

37

2. ’My work is highly confidential…’

Image via http://www.howorth.com.au/wp-content/uploads/2009/05/empcomms.jpg

38

3. ’That’s the role of internal communications or marketing…’

Image via http://3.bp.blogspot.com/_IVhTt0tKYSg/TONNuHPBR9I/AAAAAAAAABA/ZRCVaSwcv5Q/s320/Negativity.jpg

39

4. ’How will I deal with negativity?’

5. ‘I’m never in the office…’

!41

Broadly match results that McKinsey found

Ref http://www.mckinsey.com/insights/business_technology/evolution_of_the_networked_enterprise_mckinsey_global_survey_results

‘My position depends on my being the only source of my knowledge’

‘It’s a fad’

‘It’s a waste of time!’

‘I’ll lose control’

‘I’m worried we’ll cause a crisis’

‘Social is what my kids do…’

Other common objections

!43

‘I don’t want to…’

And if all else fails…

Image via http://ssofdv.files.wordpress.com/2011/07/man-arms-folded2.gif

!44

So how to overcome the objections?

!45

▪ Anticipation ▪ Pre-empting objections – in other words by anticipating and responding to the objection before the user has

even had a chance to voice it ▪ Adaptation ▪ Dealing with the objection as it arises

Two combat strategies…

Image via http://www.mountaingoatsoftware.com/blog/balancing-anticipation-and-adaptation

!46

▪ Listen carefully

▪ Gather information

▪ Check your understanding

▪ Trial solution (talk it through)

▪ Handle objection (plan/execute changes if appropriate)

▪ Check objector’s satisfaction with solution

▪ Ask for/continue discussions

Some general tips when handling objections

Image via http://thedailywaster.files.wordpress.com/2011/11/gfk_face_to_face_interview_capi_300dpi.jpg

!47

So let’s review the top five in more detail…

I T W I L L S L O W M E D O W N

Image via http://onlyhdwallpapers.com/

48

‘I’m too busy…’

1. ’It will slow me down…’

▪ How do you ‘do business’?

▪ How can you do it better?

▪ How much time do you spend finding information?

▪ How do you find people?

Personal is much easier to discuss than organisational…!49

A) Always start with personal productivity…

▪ How do you run your meetings?

▪ How do you distribute information?

▪ How do you run projects?

▪ How do you capture ideas?

▪ How do you gather feedback?

Image via http://www.susanneblomberg.com/en/wp-content/uploads/sites/2/2013/05/magnifying-glass.jpg!50

Then go deeper…

!51

▪ Determine the nature of the meeting

▪ Create a community for the team

▪ Set up the meeting as an activity

▪ Define purpose and draft agenda

▪ Collaborate on the agenda

▪ Schedule the meeting

▪ Meet using Sametime

▪ Follow up in the community

For each task, there is a better way…‘An effective meeting is 80% planning, 20% execution. Too often people spend most of their time in the

meeting and the least amount of time getting ready for it. Plan better meetings. They don’t just happen.’ Tim Lewis

Image via http://www.gaebler.com/images/Article/Running-Good-Meetings.jpg Quote via http://www.netspeedleadership.com/article.php?article=14 & Michael Sampson

http://www.michaelsampson.net/doingbusinesswithconnections.html!52

Highly Recommended…

53

Image via http://8.mshcdn.com/wp-content/uploads/2013/02/iPadCoffeeShop.jpg

B) Focus on Mobile and ‘Contextual Access’

!54

How much time do we waste?

Pace Productivity Study:How Sales Reps Spend Their Time, 2010

Pace Productivity Study available at http://www.paceproductivity.com/files/How_Sales_Reps_Spend_Their_Time.pdf

National Bureau of Economic Research ‘What Are We Not Doing When We're Online’, October 2013

NBER study via http://blogs.hbr.org/2013/10/the-more-time-we-spend-online-the-less-time-we-spend-working/

!55

C) Reward and Recognize

Image via http://highlandsranchfoodie.com/wp-content/uploads/2010/01/clapping-hands1.jpg

!56

It’s about recognising contribution, not distributing badges!

Images via http://b.vimeocdn.com/ts/366/653/366653766_1280.jpg and http://dickersondesigns.com/wp-content/uploads/2012/08/gamification.png

!57

Successful collaboration initiatives need to:

▪ Take into account the specific business activity, or context around which people collaborate so that collaboration becomes a natural part of what they need to do every day.

▪ Compensate for any change in the routines or habits of individual participants — for example, this compensation could be in the form of a reduction in the amount of effort required by those individuals to carry out their work (especially when individual workers can carry out their collaborative work using email or other personal collaboration tools) !

- Gartner’s Magic Quadrant for Social Software in the Workplace 2013

D) Offer measurable positive trade-off in return…

Image via http://ipblog.thomsonslawyers.com.au/wp-content/uploads/2013/08/Confidential-image.jpg

58

2. ’My work is highly confidential…’

!59

A) So how do you ‘Do Business’ today?

!60

B) How do your customers expect you to do business?

C O M PA N Y BC O M PA N Y A

Virgin image via http://www.remiesluxuryblog.com/wp-content/uploads/2013/02/virgin-atlantic.jpgBA image via http://www.thesalesclub.co.uk/images/uploads/image/BA%20logo.jpg

!61

C) What is the nature of the confidentiality required?

!62

▪ Many archiving, governance, security tools for Social Business platforms, e.g.

D) Social and Governance are not mutually exclusive

More details on Actiance Vantage at http://www.actiance.com/vantage

Connections and other Social Business platforms have very granular levels of security

Image via http://info.netcenter.net/Portals/192612/images/istock_000022579586medium-resized-600.jpg

By community / sub-community

By library By file

Not limited by entity type - can mix communities and individuals when sharing

Backends are highly compliant

Many governancesolutions available

B) Social != Open

!64

▪ Typically… Policies, procedures and guidelines !

▪ IBM’s Social Computing Guidelines provide excellent template: ▪ Available as PDF and on Slideshare !

▪ Also very useful list of List of 40 Social Media Staff Guidelines

C) How do you control security today?

IBM PDF at https://www-304.ibm.com/connections/blogs/09100912-b777-4fcf-b726-f28424d9dc44/resource/IBMSocialComputingGuidelines.pdf IBM Slideshare at http://www.slideshare.net/stefanopog/ibm-social-computing-guidelines

List of 40 Social Media Staff Guidelines at http://laurelpapworth.com/enterprise-list-of-40-social-media-staff-guidelines/

Image via http://www.howorth.com.au/wp-content/uploads/2009/05/empcomms.jpg

65

3. ’That’s the role of internal communications or marketing…’

How’s that working for you?

Images via http://www.thoughtfarmer.com/files/2011/03/deleted-70000-445.jpg andhttp://www.interact-intranet.com/wp-content/uploads/2013/02/Content-Image-1-881x1024.png

!66

▪ So is it happening?

▪ Do they always ask you so they can tell others? !

▪ Do colleagues actually read the updates?

▪ How do you update your team today?

▪ How do you find out what your peers are working on?

Image via http://3.bp.blogspot.com/_IVhTt0tKYSg/TONNuHPBR9I/AAAAAAAAABA/ZRCVaSwcv5Q/s320/Negativity.jpg!67

4. ’How will I deal with negativity?’

!68

▪ These behaviours and opinions are not new !

▪ They were voiced at the water cooler, at the bar or over the phone !

▪ But if they are an issue, then fall back on: ▪ Governance tooling ▪ Policies and ethical standards ▪ Complaints & disciplinary procedures

Negativity

Image via http://wordsandtoons.files.wordpress.com/2008/07/watercooler.jpg

5. ‘I’m never in the office…’

Image via Image via http://8.mshcdn.com/wp-content/uploads/2013/02/iPadCoffeeShop.jpg

!70

▪ In my experience, Social Business adoption is hindered more by barriers to access than any other factor !

▪ E.g. One of my customers requires the following: !

!

!

!

!

▪ Would you bother? !

▪ Native apps on desktop and mobile devices make all the difference, particularly when VPN or access to DMZ is seamless. If not, why not?

Reduce the friction

P O W E R O N P C U N L O C K B I O S S TA R T W I N D O W S

L O G I N T O W I N D O W S L O G I N T O V P N

L O G I N T O P R O D U C T I O N

N E T W O R K

S S O T O C O N N E C T I O N S S H A R E

!71

▪ Sharing and access to shared resources and content must be as easy as the public Social networks !

▪ If it’s not, why not? !

▪ All of the major vendors have mobile apps, improving all the time… Use them and ensure you deploy to all devices ▪ Pre-configured with user names and passwords ▪ With notifications enabled ▪ With security and remote-wipe etc. enabled

!

▪ Should feature strongly in immersion workshops (see later slide)

The measure is always Twitter and Facebook*

* And often Dropbox too…

Image via http://noahwebb.com/wp-content/uploads/2011/11/Immersion1.jpg

Build company and culture-centric platform and data set Not live/production platform - all content will be deleted

Create manufactured personas Run workshops where users get to experience platform and interact with others

Then give access to production platform

Consider “Immersion Workshops”

!73

▪ As an advocate for Social Business in your organise you should live and breathe it…

No better way to drive adoption than to adopt oneself

!74

▪ Users have reasonable objections !

▪ Listen, understand, document, propose, revisit… !

▪ Focus on personal productivity before organisational productivity !

▪ Mobile access is a massive part of overcoming objections. Make it seamless! !

▪ Security and behaviour concerns can be managed using governance tools and policies

In summary…

▪ And finally… You will likely never get 100% buy-in or adoption, even if all objections are overcome…

75

Elephants can dance!

socialconnections.info

!76

So what next?

But in truth, social software � ��������������������� ����� ������������������� ����users do and the business problems the tools address.

Jakob Nielsen, Usability Guru

��

���77

Remember…

Questions?

Thank You!

▪ Access Connect Online to complete your session surveys using any: – Web or mobile browser – Connect Online kiosk onsite

▪ Have questions or comments?Tweet @StuartMcIntyre Email stuart@social365.comCome say ‘Hi!’

!81

Acknowledgements and Disclaimers

© Copyright IBM Corporation 2014. All rights reserved. ▪U.S. Government Users Restricted Rights - Use, duplication or disclosure restricted by GSA ADP Schedule Contract with IBM Corp. ▪ IBM, the IBM logo, ibm.com, IBM Collaboration Solutions and IBM Connections are trademarks or registered trademarks of International Business Machines Corporation in the United States, other

countries, or both. If these and other IBM trademarked terms are marked on their first occurrence in this information with a trademark symbol (® or ™), these symbols indicate U.S. registered or common law trademarks owned by IBM at the time this information was published. Such trademarks may also be registered or common law trademarks in other countries. A current list of IBM trademarks is available on the Web at “Copyright and trademark information” at www.ibm.com/legal/copytrade.shtml

Other company, product, or service names may be trademarks or service marks of others.

Availability. References in this presentation to IBM products, programs, or services do not imply that they will be available in all countries in which IBM operates. The workshops, sessions and materials have been prepared by IBM or the session speakers and reflect their own views. They are provided for informational purposes only, and are neither intended to, nor shall have the effect of being, legal or other guidance or advice to any participant. While efforts were made to verify the completeness and accuracy of the information contained in this presentation, it is provided AS-IS without warranty of any kind, express or implied. IBM shall not be responsible for any damages arising out of the use of, or otherwise related to, this presentation or any other materials. Nothing contained in this presentation is intended to, nor shall have the effect of, creating any warranties or representations from IBM or its suppliers or licensors, or altering the terms and conditions of the applicable license agreement governing the use of IBM software. All customer examples described are presented as illustrations of how those customers have used IBM products and the results they may have achieved. Actual environmental costs and performance characteristics may vary by customer. Nothing contained in these materials is intended to, nor shall have the effect of, stating or implying that any activities undertaken by you will result in any specific sales, revenue growth or other results.