seeing the forest above the trees · seeing the forest above the trees 5 guiding principles for...

Seeing the Forest Above the Trees

5 Guiding Principles for Strategic Decision Making and

Effective Implementation of Social Technologies

A Guided Workbook by Tyrell Mara, Digital Communications Consultantwww.tyrellmara.com • [email protected] • Direct: 1-778-387-3068

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TyrellMara.com • email: [email protected]

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http://www.TyrellMara.com


http://www.tyrellmara.com




How to use This GuideOver the past two years, I have increasingly seen leaders of organiza8ons confront the challenge of adap8ng with the speed of technology. This has occurred in a variety of capaci8es from developing social media strategies for external communica8on, implemen8ng corporate intranets to increase employee engagement, or exploring

online collabora8on pla?orms to connect, collaborate, and share knowledge across geographic boundaries. An increasingly dynamic workforce combined with the speed of technology innova8on, means these strategies must consider the fundamental changes they create within organiza8ons, and how to address employees experience amidst this change. Through

suppor8ng organiza8ons and leaders in this strategic planning and implementa8on, I have iden8fied 5 principles that, if considered and acted upon, significantly increase the success of adop8on and long term benefits to all stakeholders and the organiza8on as a whole. This guide is designed to support business leaders, managers, change agents, and

organiza8ons through the implementa8on of new strategies to leverage technology in the workplace. To get the most out of this guide, consider the strategy or ini8a8ve you are considering when working through the workbook reflec8on ques8ons. At any 8me you if you have a ques8on or feedback I would love to hear from you, my email is at the boFom of every page!

Thank youTyrell

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About Ty re l l Mara

Tyrell provides a spectrum of services in the digital communica8on space to professionals as well as small, medium, large, and global organiza4ons. From comprehensive digital communica8on audits, social media strategy, implementa8on, and training, to facilita8ng online mass collabora8on and e-‐learning pla?orms – Tyrell prides himself in bringing a keen business sense to the digital and social spaces. LEARN MORE ABOUT TYRELL







The World of Social BusinessHow Technology is Changing the Way we Work

The world is changing.

Technology is moving fast and increasing in impact. The word “social media” is no longer exclusive to Marke8ng and Adver8sing. Social technologies are creeping into organiza8ons from every crack and crevasse, “social media” is being replaced with “social business”.

Based on a Mckinsey report released in May 2012 8tled “The Social Economy”1, 1.5 billion people globally are using social technologies, 70% of organiza8ons are users of social technology, and 90% of these organiza8ons are seeing some type of business value from using them. Social technology and the thousands of new “shiny” pla?orms that come with it are here to stay. That being said, we have to keep in mind that success in this space is not about the tools and pla?orms, but more importantly the strategies, crea8ve thinking, and integra8on that organiza8onal leaders bring to these

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1 “The Social Economy” Mckinsey & Company 2012







technologies. The report goes on to advise that now more than ever businesses will have to make strategic decisions that empower leadership to change processes, infrastructure, and even overall culture of organiza8ons to realize the full value of the new “social business model”.

What specifically am I referring to when I say “social business” or “social technology” solu8ons?

In short, many things.

Here are some examples:

• Developing your professional network as an employee, and keeping tabs on top talent as an employer through LinkedIn and TwiFer.

• Growing your personal or business’s thought leadership through publishing a blog, hos8ng Google + hangouts, or contribu8ng to sites like Quora and Focus.com

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• Increasing employee engagement, effec8veness, and autonomy through introducing an internal communica8ons pla?orm like Yammer.

• Working more effec8vely in teams by leveraging project management/communica8on soiware such as Basecamp.

• Using a pla?orm like Ning to externally build a community of loyal fans to gain valuable feedback. Internally using this pla?orm to create e-‐learning and collabora8on environments.

• As a global brand, invite fans and stakeholders to join a pla?orm like Solvable where they can work together to share and collaborate on ideas that solve a central issue or problem.

• Maintain an engaging touch with your fans, customers, or employees by sending a high value monthly or quarterly newsleFer with Mailchimp.

So, Where do we Start?It all starts with Leadership.

As leaders we likely don’t have the 8me to explore every new tool and shiny gadget out there, yet these technology solu8ons are being talked about and explored within our organiza8ons on a daily basis. So the ques8on becomes how do we effec8vely empower our organiza8ons with technology that will drive performance, innova8on, collabora8on, communica8on, and overall value -‐ while seeing the bigger picture.

The Forest Above the Trees.

This workbook will walk you through the 5 guiding principles I have found to be extremely effec8ve in understanding individual and organiza8onal needs and integra8ng a specific technology into the bigger picture!

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Principle #1Start with Why

Looking at the bigger picture and asking the right ques>ons

2I was introduced to this “Golden Circle” aier watching a very well known TED Talk by a man named Simon Sinek. In Sinek’s presenta8on, called “How Great Leaders Inspire Ac8on”, he states that the truly great leaders and organiza8ons always start with asking Why and working their way out to How and What. If you haven’t seen this presenta8on I highly recommend you follow the link above and check it out!

For individuals and organiza8ons who have been opera8ng in the “How” and “What” circles, this no8on is revolu8onary. For us as leaders it is all about seeing the big picture, asking the right ques8ons, and gekng a true understanding of the needs. This “Start with Why” mentality will help us move up above the trees (which represent the thousands of tools and gadgets out there) to see how these decisions fit into the greater organiza8onal vision and strategy.

Star8ng with Why is a great prac8ce in any type of strategic decision making posi8on. However, it is especially relevant when considering new technology solu8ons. At a where hype and buzz is built up around every new pla?orm and tool -‐ it is cri8cal to both understand and be able to communicate “Why” a tool is relevant to your organiza8on.

This is where we start when it comes to strategic decision making in technology and business. Taking the 8me to step back, and ask the bigger ques8ons that will inform the overall strategy, direc8on, success of this the project or ini8a8ve you are working towards.

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2 image: http://www.startwithwhy.com/

http://www.youtube.com/watch?v=wMLSrqYk0UE










http://www.startwithwhy.com/

http://www.startwithwhy.com/

STARTING WITH WHY REFLECTION

What are the organizational goals, outcomes, and objectives that will be met through the implementation of this strategy (note not tool or platform)?

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Why is this project or initiative CRITICAL to the business? What need or pain

point does is satisfy?

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Who are your key stakeholders, what will be your working relationship with

them, and what conversations need to take place to get on the same page?

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Whose current behavior will be affected, changed, or influenced? How can

you begin to address any resistance or barriers these individuals or groups

may have towards this change?

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Can you begin to address the “What’s in it for me?” question of the end user

of this technology solution?

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Principle #2Go Slow to Go FastUnderstanding What Really MaBers

3We are all busy.

We all have deadlines and deliverable, and some8mes the last thing that makes sense to do is slow down.

When talking about strategic decision making in the world of technology and business, slowing down to understand what really maFer is a cri8cal step! This world is likely untested and unproven in your organiza8on -‐ Here is your opportunity to start building a strong business case.

Understanding what really maFers will look different in every circumstance. It will be based on the goals of your strategy, your organiza8on’s acceptance of new technology, what func8on or purpose it serves, and who your stakeholders are. Note: if you have stepped back and started with Why you likely have the answers to many of these variables!

What doesn’t change when we talk about technology is the concept of an ‘end user’. That is where we want to focus in this principle.

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3 image: René Mansi/iStock







Engaging the end user in the decision making process.

This does two very important things:

1)It will give you a true sense of whether your ini8al assump8ons around this ini8a8ve or project and how you think it would look, work, and feel are right. For example, you may have assumed that the implementa8on of an internal social network would do X, Y, and Z when in reality aier engaging the end user you realize it may serve a completely different purpose that you had not considered before. Because the ‘end user’ will be the one using the pla?orm, this data is of enormous value.

2) Secondly, we need to consider the science and psychology behind intrinsic mo8va8on. Technology, especially when it is new to an organiza8on and is a component of change or innova8on, will naturally invoke fear and resistance among employees. This can occur for a number of reasons but at the founda8onal level this is a fear of change and/or the unknown. Wherever employees currently are is more comfortable than the unknown. The fear of change oien 8mes is compounded by the fear of technology inadedquacy (not knowing how to use it), this can cause major resistance.

By engaging end users in the process we are tapping into an intrinsic mo8va8on source which will in turn reduce fear of inadequacy, as well as fear of the unknown. We are giving employees a voice to help shape and mold what they may eventually be using.

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GO SLOW TO GO FAST REFLECTIONWho are the identified end users of the project or initiative? In other words, who will be using the technology or solution?

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What does “engaging this user in the process” look like within your strategy? Is

it a survey, 1-1 meeting, a focus group, an informal conversation, forum

discussion?

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How can you ensure a safe environment to have these conversations? (This is

very important, we want end users to share openly and transparently)

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How will you integrate this feedback into your overarching strategy? Who and

How will you report back to with your findings to ensure full circle

communication?

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Are there opportunities to engage end users by “checking in” at different

points throughout the process?

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Principle #3

Find the Common LanguageIden>fying your common theme

The implementa8on of new technology whether it be a social media strategy, corporate intranet, or online learning pla?orm will always be met with a range of adop8on. You will have individuals who couldn’t be more excited to be the first one to sign up and login all the way to the individual who will resist it kicking and screaming!

As leaders, it is our responsibility to understand what the outcomes and objec8ves of the specific strategy are. How will the technology or tool play a role in achieving these outcomes, and how will stakeholders and par8cipants engage with this technology? In understanding this, our goal is to iden8fy key features and func8ons that provide low barrier and high value across the spectrum of adop8on.

In other words, we are looking for ac8vi8es that all stakeholders, regardless of where they sit on the spectrum of adop8on, will be able and willing to par8cipate in. This can be anything from wri8ng the text for a blog post as a part of a social media strategy, to asking employees to engage on a new internal social network by sharing one learning from their week at work -‐ a straight forward, structured way to engage.

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FIND THE COMMON LANGUAGE REFLECTION

What are the common themes and similarities that your target audience share? (Think both professionally and personally)

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Could any of these common themes be a sticking point for engaging end users on the platform? (Note: It is okay if this initial sticking point does not accomplish the end goal or outcome)

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In Principle #2 “Go Slow to go Fast”, did you hear or identify any common themes or interests that got users excited about using the tool? Did you notice any themes among different segments of your audience?

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Consider the segment of your target audience that will be the most resistant to change and new technology. Now, envision a scenario (meeting, training, orientation) where you can use that common language to get everyone excited and engaged in the platform. What does this scenario look like? Make it as intimate and engaging as possible.

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Principle #4

Empower Leaders and Early AdoptersInfluencing and driving adop>on horizontally

As we discussed earlier, whenever we introduce change to an organiza8on we must prepare for a spectrum of adop8on. My cau8on to you is not to take this no8on lightly, there are many pieces of the puzzle that create barriers, hesita8ons, and ul8mate resistance to change. Some examples I have seen personally through my own experiences are:

-‐ A lack of communicated knowledge or understanding as to why this change, or new technology, will improve employees environment and benefit the overall organiza8on.

-‐ A shii in the workplace demographic dynamics with the explosive introduc8on of Genera8on Y into the workplace.

-‐ The fundamental fear of change and the unknown

-‐ The fundamental fear of inadequacy and incompetency. For some, technology creates the fear of vulnerability, “I don’t know how to”. This is especially true with driver and A type personali8es.

Principles 1-‐3 will help address several of these key points of resistance through your leadership decisions and ac8ons. Now Principle 4 will address this dynamic from a

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horizontal approach. Empowering leaders and early adopters is a great way to establish early trac8on with the given technology ini8a8ve you are working on. These key stakeholders will be a great source of feedback and guidance as you seek the end uses perspec8ve.

More importantly, if you are able to empower these leaders and early adopters they will be great allies in reducing barriers and increasing adop8on for the late adopters who typically will have some form of fear or resistance to the new technology. Here is a simple example of how a shii from ver8cal influence to horizontal influence could affect a resistant employee:

Scenario 1

“Resistant employee” has heard through the grapevine that there is a new intranet or other social technology initai8ve being launched company wide. This employee is already feeling a liFle bit nervous not knowing how this will affect their comfortable daily work rou8ne and on top of that is worried that it may be more of a 8me and energy suck if the technology is so hard to understand and use.

Sure enough, the employee comes into the office one day to receive an email/memo/announcement that the organiza8on has launched the new intranet (technology) and expects all employees to follow the sign up and online training process to get online and start using the technology.

Now this employee is really feeling nervous, anxious, and resistant to the fact that the leadership of the organiza8on is forcing them to do this.

Scenario 2

The “resistant employee” has heard through the grapevine that there is a new intranet being implemented and launched company wide. This employee begins to feel a bit nervous and anxious about how this technology will change their comfortable daily rou8ne.

Instead of gekng a memo or email announcing the pla?orm’s launch, later that day one of the employees trusted colleagues brings up the fact that they just went through the training for the new pla?orm and absolutely loved it! They think it’s going to improve so many things they do and save a ton of 8me, they also men8oned that it was a lot of fun and there were some great social aspects to it (poten8ally a common language). Finally, the resistant employee’s colleague men8ons that the pla?orm is very easy to use and that their manager is performing 1-‐1 and small group training sessions to make sure all of us are comfortable using the pla?orm, and to get their feedback on improvements.

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While there s8ll may be some ques8on marks and skep8cism from the resistant employee, they are now feeling much more “warm” towards the ini8a8ve, and may even have a sense of curiosity to see what all this excitement is about.

Think for a moment about the difference between these two scenarios. If you were that resistant employee, how you would be feeling aier both. My guess is that the laFer experience leaves you with a reduced sense of anxiety and resistance, and may even have you looking forward to seeing the pla?orm in a safe environment with your manager -‐ where you will be able to openly share your thoughts and opinions.

This is the opportunity that exists when you strategically empower and engage the leaders and early adopters. They will be great sources of feedback regarding the development of your strategy and because they are ac8vely engaged in the process they will in turn begin to influence change and adop8on horizontally!

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EMPOWER LEADER AND EARLY ADOPTERS REFLECTION

Think of the target audience that will be affected by this change. Can you identify any “technology superstars”? These will be stakeholders who will easily understand the technology and embrace the change with ease. They may also be in a position to help coach and train others based on their comfort with technology.

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In this same target audience, who are your “organizational leaders”? These are the people leaders in the organizations, the ones that understand that change is for the betterment of the organization and are engaged in the process.

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How will you work with both of these groups to empower them in driving adoption and engagement horizontally?

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Principle #5

Reflect, Debrief, ImproveTaking the >me to reflect on the process

This many 8mes can be the hardest step for leaders in fast paced, growing organiza8ons. Many of us have been here before; you are tasked with the execu8on of a project, you work as hard as possible to make it happen, and then before you have the opportunity to reflect it is off to the next project! While this is a reality in many organiza8ons, as leaders we need to ensure that we create the space both during and aier a change ini8a8ve to reflect and con8nuously improve.

There are several ways to capture this valuable feedback, and it can be done both concurrently as a project is being implemented, as well as at the conclusion of a project. There are two important keys to keep in mind to set yourself up for success with this principle, 1) Feedback loops and listening channels have to be considered and integrated into your ini8al strategic thinking 2) the feedback must be implemented in some ac8onable way and communicated to the project sponsor (boss, manager,

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Develop Feedback Loops

Actively Listen

Iterative Improvement







working group, etc). The first point will allow you to understand where the key areas to capture relevant feedback are throughout the process. The second point will help ensure that there those providing feedback see con8nuous improvement taking place -‐ their feedback being acted upon.

The ra8onale is simple, if this is a technology ini8a8ve that the organiza8on is inves8ng 8me, energy, dollars, and human resources in -‐ than they are naturally expec8ng to see a return on investment. Especially when technology is new or creates a fundamental change in the organiza8on, we aren’t going to get everything right first 8me around. This is where the itera8ve feedback process is so cri8cal in understanding what’s working, what can be improved, and how do we con8nue to maximize the organiza8ons return on it’s investment going forward.

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REFLECT, DEBRIEF, IMPROVE REFLECTION

Specific to the technology strategy that you are leading or implementing, what types of feedback will be most valuable in gauging ‘what’s working’ and ‘where can we improve’?

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Who are the key stakeholders that you need to develop feedback loops for and actively listen to throughout the process?

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How will you capture both qualitative and quantitative feedback from these key stakeholders? Both during the process and upon completion? Think tools, channels, processes, datbases, etc.

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How will you ensure that the feedback and data you collect will result in full circle improvement? What will be your process and timeline for taking feedback and making visible improvements?

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