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Having the confidence and humility to give up the need to be in control, while inspiring commitment from people to accomplish goals
Best Buy set up an internal community for their front line employees. They all wear blue shirts in the stores, so they call the site “blue shirt nation”. In this example, a camera case was sent to the store and it just didn’t look right. Within two hours, someone had come into the community and seen the post. It happened to be the person who designed the case. She said that she would go back and make sure that all of the right cases got sent to the right stores. How long do you think it would have taken that floor manager to figure out that he had been sent the wrong case? Probably weeks. But with Blue Shirt Nation, employees are solving problems together.
Key take aways:Relationship was strongCould overcome small transgressions, mistakes are forgiven
The key is to focus on the relationships and connections that are enabled, not the technologies. Think about the kind of relationship that you want. Do you want it to be short term and transaction, or long-term and intimate?To help you think about this, I have a simple idea.
Starbucks has a site where people can make suggestions on how they should improve. The key difference is that the suggestions are public, and people can vote for their favorite suggestions. Here’s an example of automatic ordering. Note that there is a status update here “Under Review”.
Defining Open Leadership<br />7<br />Having
the confidence and humility to give up the need to be in control,<br />while inspiring commitment from people to accomplish goals<br />How to give up control, and be in command<br />
30<br />#2 Understanding the value<br
/>“We tend to overvalue the things we can measure, and undervalue the things we cannot.” <br /> - John Hayes, CMO of American Express<br />Value of +5 million fans?<br />
Value of purchases</li></ul>+ Value of
purchases<br /><ul><li>Cost of acquisition</li></ul>____________________<br />= Customer lifetime value<br />+ Value of new customers from referrals<br />+ Value of insights<br /><ul><li> Percent that provide support
Frequency and value of the
support</li></ul>+ Value of support<br />+ Value of ideas<br />Learn more: Webinar this Friday 5/7 bit.ly/openleaderweb2<br />
Social media triage<br />36<br />Take
reasonable action to fix issue and let customer know action taken<br />Negative<br />Positive<br />Yes<br />Yes<br />No<br />Assess the message<br />Evaluate the purpose<br />Do you want to respond?<br />Does customer need/deserve more info?<br />Unhappy Customer?<br />No Response<br />Yes<br />Are the facts correct?<br />Gently correct the facts<br />Yes<br />No<br />No<br />No<br />Can you add value?<br />DedicatedComplainer?<br />Are the facts correct?<br />Yes<br />Yes<br />No<br />No<br />Yes<br />Respond in kind & share<br />Thank the person<br />Comedian Want-to-Be?<br />Explain what is being done to correct the issue.<br />Is the problem being fixed?<br />Yes<br />No<br />Yes<br />Let post stand and monitor.<br />
Focus on relationships. <br />Align
your social strategy with strategic goals.<br />Support open leaders in your organization.<br />Be prepared for failure – you’ll encounter many.<br />Summary<br />42<br />
43<br />43<br />Thank you<br />Charlene
Li<br />firstname.lastname@example.org<br />charleneli.com/blog<br />Twitter: charleneli<br />For slides, send an email to email@example.com<br />Learn more and buy the book atopen-leadership.com<br />