10 Truths about Social Strategy

1. You must cultivate an environment of trust for social tools to be effective.

2. Social requires people interacting, the tools enable the interaction.

3. People are individuals, effective social draws on their strengths and passions.

4. Social impacts every part of your business that is not automated by a machine.

5. You do not have to be a "people person" to be successful in social business.

6. Listening is more than monitoring.

7. Social tools are not just on-line, they begin with face to face interactions.

8. The extensive power of social is in engagement and resonance.

9. Communities do not get authentic commitment by force, but rather by seeing value.

10. Social strategy must be aligned with your business strategy.

The Art of Social Optimization

Bringing all the elements of social together to consider the benefit and impact on organizations and their influence has become an increasingly important. To speak about being "a people oriented organization" social must be taken into account. My recent workshops in Egypt and Ethiopia followed by strategy sessions with a global company and executive trainings for business leaders have all had a common thread. In revising my presentation for the Ethiopia (note, 0.4% Internet penetration) to provide context, I removed the social media tools themselves(that all clients seem to want to jump ahead to). Doing this, the opportunities and the pitfalls of social became more distinct. I have returned to my "social optimization" theory that requires developing and maintaining mutually beneficial relationships for growth and sustainability in a social economy. This mean you have to look at how and why you interact with your human capital first BEFORE you apply to on-line tools. It is the cultivation part that is so critical and often overlooked.

The above presentation, of course, had much discussion that lead in different paths depending on the context for the audience. The workshops in Ethiopia and Egypt were more focused on growing businesses to compete in the global marketplace, and emphasized Networking and Communications. We spent a lot of time bringing clarity to their stories and finding context for growth. The corporate and executive presentation and workshops were held in northern Europe, and had more of a business strategy and Corporate Social Responsibility emphasis. Engagement and finding ways to be more effective were the focus of conversation.

A note regarding the video, as it may not have as much context without the accompanying dialog. Aired in 2002, its re-emergence explains the power of word of mouth and sharing things in social tools beyond their original intended use. I use it often in presentations because it touches beautifully on the feeling of discovering context and connecting to something greater than ourselves by listening.

On a personal note, I have to say that I am thoroughly inspired by the people and the opportunities that working in social strategy has presented. I work with interesting and companies and executives that recognize the need to prepare their organizations for the social economy in order to sustain their company's and their markets' futures. I devote part of my work to creating change through knowledge sharing in the networks where I feel it will have the greatest impact. In this part,I am both supporting economic growth through women entrepreneurs, especially in developing markets, as well as teaching for the academic and non-profit arena where there social tools can have immense impact on change and the next generation. I look forward to connecting to more people that are working in this cross-over area. For me, that is social optimization, as I get to learn, to teach, to be inspired, and hopefully to inspire some along the way.