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By Michael Brenner – An Interview with Cheryl Burgess

 As we think about social media, social business and social employees, how will great companies use their employees to get ahead in the Future of Marketing?

In our previous interviews, we’ve discussed the future of Digital MarketingPersonal BrandingContent BrandsCustomer BrandsCreativityBig DataCustomer ExperienceThought Leadership, the Future of Search, the Science of Marketing and many more…

Today’s interview is with Cheryl Burgess (@ckburgess) who along with her husband  Mark Burgess (@mnburgess), has co-founded Blue Focus Marketing, and are also about to release their book on Social Employees . . .

Tell us: who is Cheryl Burgess?McGraw_Hill_DSC_5517

Let’s start with the future.  I am the co-author of the forthcoming book The Social Employee: How Great Companies Make Social Media Work – Success Lessons from IBM, AT&T, Dell, Cisco, Adobe, Southwest Airlines, Acxiom, and Domo, due in late summer 2013 via McGraw-Hill.  Blue Focus Marketing co-founder Mark Burgess and I wrote this book after we realized that the current discussion on social business and social branding was heavy on rhetoric and prognostication but alarmingly light on actual real-world examples for other businesses to follow.  While many other books have written on either social business or social branding, few combined these topics to explore the real-world success stories of major brands.

 

Blue Focus Marketing is a social branding consultancy that helps brands become social.  We provide education, training and strategic marketing services including employee branding, content marketing and integrated marketing (what we call Brand Choreography) to drive brand value.  We help unlock the power of Social Employee Empowerment (SEE) or as we call it our blueSEE approach to building your brand from the inside out.

In 2012, Blue Focus Marketing won Marketing Sherpa’s Reader’s Choice Award for “Best Social Media Marketing Blog.”  I am also the four-time winner of the Twitter Shorty Award in Marketing, and have been recognized by Fast Company and Huffington Post for my contributions to the social business, social branding, and marketing community.  Recently I contributed to Wharton’s Future of Advertising 2020 Project, where I was asked to examine current trends in the marketplace and project them into the future.  I also post regularly for the AT&T Networking and Exchange Blog as an external expert blogger.

Tell me about a tough or interesting challenge you/your team faces.

The biggest challenge many marketers face today is how to engage and empower their employees to ignite their brands and drive brand value.  This is quite a sizable challenge, but for the brands willing to rise to the task, the rewards are equally great.

Today’s businesses need to understand that social technologies aren’t barriers to productivity, but portals to connectivity.  To do this, brands need to expand their definition of social media to include the many innovative enterprise systems—such as Salesforce’s Chatter or IBM’s Connections—and learn to harness those platforms to improve internal communication.  If a company can do this, it will have taken the first step in a process of building a culture of social employees.

How are you approaching that challenge and what results or achievements has that approach helped you to gain?

The current challenge facing businesses today is this: you can’t communicate externally unless you communicate internally.  Sounds simple, right?  But, unfortunately, business culture over the last 30 years (or even longer) has tended to prize cutthroat competitiveness and information hoarding as workers attempted to climb over each other in order to get to the top.

So how do we change this?  How do we build cultures where transparent internal communication and information sharing is prized above all else?

Real culture change must come from all levels of the organization, but it must be driven and modeled by the executives in the C-Suite.  Successful organizations in the new business climate have dynamic, engaging social executives who know exactly how to fuel and empower their employees and show them what it means to be social.  Executives must understand that “do as I say, not as I do” won’t cut it among today’s workers.  If they expect their employees to adopt new social habits, they must lead the way and model those habits first.

Of course, modeling good behaviors alone won’t be enough.  Brands must also empower their employees by not only providing them with the tools they need to thrive, but also by giving them the necessary training to really get how social technology affects business practices.  As Michael Brenner points out in my book, The Social Employee, these kinds of oversight and programs may require new champions of change within the organization.  Many companies are introducing new job roles such as Chief Content Officer or Social Business Manager to help coordinate social activities throughout the enterprise.  With proper training through an incentivized, challenging rewards system, employees will feel empowered to change their own destinies.

One of the brands that really gets it, and which we describe in The Social Employee, is Adobe.  Through the company’s Center of Excellence and the skillful leadership of Social Media Director Maria Poveromo, Adobe has implemented a system of “guardrails,” which it uses to help guide—but never dictate—the way employees conduct themselves through social media channels, whether externally or internally.  Adobe invests in the social success of its employees from the beginning, and in so doing has been able to build a thriving culture of workers who are perfectly positioned to adapt to the constantly changing business landscape.

All of this leads to a culture of empowerment.  As we explain in our book, the social employee must have the tools, training, and confidence necessary to act as brand ambassadors on behalf of their company.  If employees are made to second-guess their actions, or if they feel that everything they do must first be approved by a higher-up, then the company as a whole will become a lumbering, inefficient dinosaur in an era where customers expect quick, human responses to their inquiries.  Put your employees in the driver’s seat, give them the freedom to act on your brand’s behalf, and reap the benefits of the social employee.

Prediction for the Future of Marketing

The marketers that will win in the future are the ones who are laying the foundation today.  The question for many, however, is how they can properly lay that foundation in a time when rapid change seems to be the only constant.  Instead of trying to define exactly what the future might look like in terms of tools and toys, and instead of trying to pinpoint which trends will have legs and which ones will prove to be fads, marketers and brands must prepare for the one true inevitability: disruption.

As we explain in The Social Employee, the only thing we can rely on in today’s dynamic landscape is change.  The wonderful thing about change is that it’s disruptive.  It forces us to challenge our fundamental assumptions and ask how we can better engage our consumer base.  If your marketing strategy is not built around the idea of disruption, then every time the landscape changes your firm will be scrambling to catch up.

However, if you’re a champion of change then your firm will drive disruptive innovation.  You’ll barely flinch when the marketing environment changes because you will have built change directly into your business model.

And this is why firms must start planning today, so that they’ll never be caught napping in the futures.  The potential rewards are great, but marketers must have a plan in place in order to maximize their opportunities and minimize the risks.

The post Are Social Employees The Future of Marketing? appeared first on B2B Marketing Insider.

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Pre-Order The Social Media (McGraw-Hill, Summer 2013)   http://amzn.to/135n5VX

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Learn today’s most powerful corporate social media initiatives

The Social Employee highlights eight major companies, including IBM, AT&T, Cisco, Dell, Southwest Airlines, Adobe, Acxiom and Domo, actively engaged in cutting edge social branding and social business strategies. Through the unique stories of these brands, the authors reveal how readers can apply similar strategies to their own businesses in order to build a social culture tailor-made for the twenty-first century. The brands that leverage their employee base in order to engage customers and prospects through social media are the ones destined to win the marketing wars. This book not only details the astronomical rise of the social employee, but also outlines the innovative methods that leading companies have employed to foster cultures of enthusiastic and engaged workers.

Cheryl Burgess and Mark Burgess are founders of Blue Focus Marketing®, an award winning social branding consultancy and the recipient of the 2012 MarketingSherpa Reader’s Choice Award for Best Social Media Marketing Blog. Connect via Twitter @ckburgess, @mnburgess, @BlueFocus.

Divider_Line_Blue_shadowCheck out our NEW Website ~> BLUE FOCUS MARKETING

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What you should know before watching this course video.

Culture eats strategy for breakfast.

          TSE_Front_NEW3D Amazon_agold-book     The Social Employee offers an unparalleled behind-the-scenes look at the social business success stories of some of the biggest brand names in the business world, including IBM, AT&T, Dell, Adobe, Southwest Airlines, Cisco, Acxiom, and Domo. These cutting-edge brands have all come to the same realization: the path to social business lies through empowering the social employee. The brands that leverage their employee base in order to engage customers and prospects through social media are the ones destined to win the marketing wars. This book not only details the astronomical rise of the social employee, but also outlines the innovative methods that leading companies have employed to foster cultures of enthusiastic and engaged workers. FORMcGrawHill_RedEWORD by David C. Edelman, Global Co-Leader, Digital Marketing & Sales Practice, McKinsey & Company AFTERWORD by Kevin Randall, journalist for The New York Times, The Economist and Fast Company

   

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