When we want to improve our health, we often have to make small, difficult choices like climbing the stairs rather than taking the elevator. Similarly, if we want to improve our organizations we need to make small, difficult choices like starting a debate, engaging the strangers within other departments, and being critically honest.
Enterprise Social could do better by doing less. In an effort to make social tech more like public social tools, vendors have actually made the tools less social by making them easier and familiar. Yes, ease of use is positive as it is all about adoption but adoption is the vendor’s end game, it can’t be the goal of organization. For example by simply “liking” or adding a GIF or emoji as a comment, we end the potential for conversation before it can really start. This is fine outside the organization as people flit from post to post in Facebook, yet how many times have you seen anyone there ask “I see you liked my comment. Why?” Maybe it was obvious but maybe not. And similarly when we choose to hold critical discussions in private groups, groups typically formed around function or departments, we cripple the opportunity for diverse opinions and ideas – those things that truly advance organizations.
Given the dismal state of employee satisfaction/ engagement today, should the goal of social tech be only to help get work done or do we want to have it help us challenge how and what work gets done?
If you want to make things better the next time you have something to share or something to add, remember that although the elevator is available, you can and should take the stairs.
Let’s take a moment and look at the idealistic, hopeful “promises” (the promise so many still speak of and fight for at least those who haven’t gone “corporate” so to speak) we saw emerge from around 2007 and compare them against the “common reality” we see in many organizations today.
Promise: Organization-wide transparency & openness
Common Reality: Organization-wide monitoring, measuring, judging and manipulating
Promise: B2B and B2C networks
Common Reality: Another sales channel
Promise: Social platforms to make work easier
Common Reality: Social platforms are another layer of work
Promise: Social Leadership
Common Reality: Executive broadcasting
Promise: Online customer communities
Common Reality: Customer service system
Promise: Platform owned by the workforce
Common Reality: Platform owned by IT
Promise: Increased connection for employee community building
Common Reality: Increased connection for expected employee work collaboration
Promise: Make work more human
Common Reality: Make humans work more (always connected is expected)
Of course this is not the truth for all organizations, some are meeting many of the promises but I don’t think that is the norm by a long shot. And this post isn’t meant to be a cry of surrender but rather a call to action. If you see it this way too, we need to be asking – Can we ever reach the true promise of (enterprise) social technology and if so, how?
Yes, yes I know that many have said L&D shouldn’t be threatened by social and social technology. The argument being that a focus on social can actually improve L&D efforts by extending formal learning impact which is true and many in L&D leadership have made progress… but many more have not and only play lip service to the notion (I know, I’ve lived it). L&D has traditionally argued against social technology on the grounds that people will share the wrong information. But there is another reality and maybe the real truth behind the dismissing. At the end of the day, L&D does just what the executives want, a course. And when numerous employees have taken the course and then do not really perform any better, the blame is more often than not placed on the employees and not the solution.
The reason for this? A fine blend of two ingredients at the management level; the leadership echo chamber and a heaping cup of cognitive dissonance. Systems->Behaviors->Culture.
First, the echo. Executives build inner circles; a cushion of trust that, over time, membership in grants one the benefit of every doubt. The next is cognitive dissonance; the reconciliation of two competing beliefs where placing blame upon the employees is chosen over the idea that monetary investments in technology and “expertise’ was wasted. Both result simply in – It’s got to be them, not us.
“Look at all the work we did.”
“Look at the features and functions we built. You (boss) liked them.”
“You (boss) agreed with them.”
“The employees didn’t invest the time.”
“They chose to ignore the content.”
“They didn’t revisit the material.”
“It’s their fault.”
But the jig is up.
Like we have always known, social technology opens things up. Social technology leads to transparency. Social technology can challenge the status quo. It doesn’t take too many voices openly sharing comments about ineffectiveness to upend the whole game. More often than not though the channel directly to the employees is either too long and narrow, blocked by protective layers of hierarchy, and/or hindered by a culture of complacency. That’s a lot but still L&D, or rather traditional training-centric L&D, should be afraid of social technology, it’s permeating the organization. Once executives understand that social for social’s sake has value (which many vendors have abandoned) it will open the doors to the boardroom to all and change will be swift.
I wondered aloud on Twitter last week about the supposed 80% fail rate of ESNs that many publications have reported in recent years. This thought was further spurred on by this CMS Wire article The Smoke and Mirrors of Enterprise Social Networking Metrics. Of course the word “fail” has a connotation that 1. NOBODY is using the platform and/or 2. an expectation (usually of the purse string holding executive) wasn’t met. I tend to think it’s the latter as the tech and maybe even your culture is just fine… your measurement may be wrong.
All enterprise social platforms come with a dashboard of metrics of their own definition. Engagement is typically the golden calf as adoption, measured in things like “likes”, “shares”, “posts”, etc all add up to success of the tool. But is it tool success that drove the desire to have a tool in the first place?? Add in whiz-bang features like badges (eh-hem, stickers) and maybe “sentiment” metrics (which something tells me can’t identify sarcasm) and VIOLA! you have even more to measure. They make it simple. But as we know simple isn’t easy and in this case it isn’t right either. Used in isolation and these metrics are the equivalent of what traditional training measures – butts in seats or “if you attended you must have learned.” A fallacy of course as all it means is one was present and the default metrics for ESN platform are similarly a false prophet.
Frankly, the only measure you can gain from the tool is about the tool. The measures that matter can’t be seen in an ESN dashboard and there are way too many other variables contributing to the outcomes that really matter in the workplace. Social interaction is a key piece however and if a platform is used by some to make them feel a part of something bigger, if it helps a handful of people find innovative solutions, and if it actually helps a team to get work done faster, easier and in the open – well that’s far from a failure.
A few thoughts to help you shift away from the lure of the default settings:
First, an ESN platform certainly helps extend and expand social interaction, but it should never be the measure of “social success”! Second, social is bigger than your business, and it carves it’s own path. If you attempt to channel conversations in the direction of business only, you are in essence sucking the soul out because all conversations in business are the conversations of business. Accept that social is important but it’s not going to be all shop talk and if it were forced to be, the relationships (so critical to organizational health) would disappear… looking much like an ESN failure.
The real failure we hear of is certainly not the technology, it’s also not that your culture isn’t collaborative either. Rather, it’s a failure in expectation and in effectively communicating what social is really about. It’s a failure in not having (or not having the ability to have) the necessary, deeper conversation with leaders that (sorry) aren’t as black and white, and easy as all those default dashboard metrics tout.
Over that last few months a local workshop for non-profits has been gathering weekly. Around 80 people from various organizations are involved. The hosts invited everyone early on to join Slack to apparently be leveraged between live sessions and carry on the dialog (I say apparently as this was not actually articulated).
After several weeks, 10 people have posted once… each. Three of the 10 were the hosts. It’s a ghost town. Go figure.
This isn’t really about Slack though…but it is. You see, Slack is often chosen because it’s free and it’s supposed to be simple and fun. It’s the gold standard for chat today. Every start-up is running to it – the “email killer”. But that doesn’t make it right for everyone or every situation and simple and fun doesn’t equate to adoption, that my friends is a people issue. But an even bigger problem than this group failing to connect with Slack is that many will walk away blaming the tool.
The reaction by this group is inevitably one of Slack is stupid. And for many that’s it, the social soup is spoiled. Wrong tool, wrong reason (if any reason), poor planning, poor implementation, and poor support. Bolting it on and flicking the switch works for very little with the exception of an electric light. Many will leave this half-baked effort viewing all enterprise social tools and efforts as pointless voids and frustrating time wastes. So next time the opportunity arises, it will likely be met with a “oh yeah, we tried social media. It didn’t work” response, making sincere efforts all the more difficult due to the often impenetrable wall of first impressions.
This is ultimately a failure of expectation, or a failure because there was an expectation that connection, conversation and collaboration are easy because you’ve employed simple technology. Thanks to all who leap before they look…
Just because the tools are getting simpler to use, more natural, and common place and even with a lot of fun buzz and hype – it doesn’t mean it’s going to “work” out of the box. It is still and always will be people and purpose, trust and not technology that drives the social engine.