I found this great post by Lee Bryant of Post*shift the other day. Lee describes the clear divide between how social media inside and outside many large organisations is run. How, often, these activities are run by different departments, who may be pulling in different directions. As Lee points out, social on the outside is often run by marketing, while social internally is run by ops, HR and IT.
Marketing, of course, is about giving customers what they want and need. So a core marketing activity is understanding those wants and needs and communicating them internally – so that the business can respond, and continue to fulfil those needs over time, even as the market changes. That is, in theory at least, how businesses respond to their markets.
But in practice few businesses seem marketing-driven. In a marketing-driven company everything the company does is driven by changes in the market. This means the real power sits with marketing.
Looking around, it seems to me the alternatives are more common. In most cases the power driving the business sits with:
- engineers and R&D – this explains an apparent proliferation of product features at the expense of benefits that people actually want and need;
- sales – this explains a short-term focus on increasing sales revenue – regardless of the longer-term brand damage and the like;
- finance and ultimately the stock exchange – how else can we explain the way the banking sector seems to be ignoring customer sentiment?
Who or what drives your company?
But Lee’s post is about how (social) marketeers can be part of the solution – helping the business transform so that it is more aligned with what the market truly wants and needs. Even when marketing doesn’t really have all the power it might like.
He rightly points to the need for changes in organisational structure, and the benefits of socialising key processes and workflows.
Content can also be very useful – thought leadership inside an organisation can form the basis of a real dialogue with customers. Leverage the content that people inside businesses work with every day – and use it to start meaningful conversations with customers and potential customers. The result is an increase in trust – and you start to build real relationships across the critical company/customer boundary.
Such relationships form the basis of gaining real intelligence about what the market is saying – what it wants and needs.
Market intelligence isn’t enough
But our experience suggests that even credible (business) intelligence simply isn’t enough to change organisational behaviour. If knowledge and intelligence was sufficient for behaviour change we’d all stick to the speed limit, get enough exercise and happily eat our 5-a-day .
And there are far too many stories of companies that knew perfectly well what was happening in their markets but did nothing about it for us to believe that intelligence is enough.
This is because telling people what to do (based on your superior knowledge/intelligence) doesn’t work – they resist.
Neither does educating them (giving them the benefit of superior knowledge/intelligence) – they still resist.
And actually, despite what some idealists would claim, neither does getting people to ‘buy-in’ through dialogue or the like – real dialogue is a very rare thing indeed.
These approaches don’t work because they tend to ignore the elephant in the room: power. Organisations are all about power – we all know it and yet we hardly ever speak about it.
Good solutions need to take power into account. In fact, leadership, in my view, is about helping people and groups find ways to understand and ‘align’ their power. We all have power – but we are often pulling and pushing in different directions. Leadership is about helping people align – even if only temporarily.
And just how does the marketing leader, or the leader of any kind, build that alignment? There are many ways but one good way is to start by treating other people well. By being respectful and empathic. This is the foundation for any good relationship, and I believe a good relationship is the starting point for finding ways to align power.
But to build good relationships it is also essential to learn to ‘speak up’ – to say what we believe to be true, when faced by other people, not just in the privacy of our own minds or homes. No one respects someone who just tries to please all the time, by keeping quiet, or by agreeing.
Unfortunately, speaking up is really difficult – the pressure to collude, to fit-in, especially inside a business, is enormous. It is all too easy for the marketing leader to see what is going on but to keep their mouth shut when facing a skeptical ‘superior’.
The good news is that people can learn to speak up more. We use the term ‘congruence’ with our clients because there’s a bit more to it than just speaking-up. In fact, there’s a way of speaking up that enhances relationships rather than harming them, and that is what we are seeking: deeper, more meaningful relationships.
Self-awareness helps. As we grow in awareness we may start to see how much we collude.
A supportive culture helps. One that promotes ideological challenge, open dialogue, and risk-taking in service of a bigger purpose.
But ultimately this is a choice – about putting the goal of helping your business survive and thrive in the digital age ahead of personal fears and limitations. About learning to speak up – in service of others.
There are a couple of events coming up where some of these issues may be discussed: Tomorrow’s Company Today on the 2nd June 2014 (a Conscious Business UK event hosted at Post*shift’s great London offices). And Post*shift have their own event Organising for Social on June 12th.