Summary
Chapter 12, titled “Remedy Your Fears with Sound Policy,” enters into a discussion of social media use policies and how to write them in order to balance the legal/compliance issues (as well as branding and representation) with the needs of the medium, namely transparency, timeliness and engagement. Case studies and examples of social media policies are presented along with the recommendation to approach their composition in a positive, proscriptive and general manner.
Chapter 13, titled “Assign Responsibility and Be Accountable,” talks about who should and probably should not be in charge of a company’s social media. The authors focus mainly on Marketing, Sales, PR and Customer Service departments as potential responsible parties with pros and cons. Conversely, the authors argue firmly that the IT, Legal and Compliance departments should not be in charge of social media: “They can give advice and guide, but they should not be a hindrance to your responsiveness to your customers” (215).
Chapter 12, titled “Remedy Your Fears with Sound Policy,” enters into a discussion of social media use policies and how to write them in order to balance the legal/compliance issues (as well as branding and representation) with the needs of the medium, namely transparency, timeliness and engagement. Case studies and examples of social media policies are presented along with the recommendation to approach their composition in a positive, proscriptive and general manner.
Chapter 13, titled “Assign Responsibility and Be Accountable,” talks about who should and probably should not be in charge of a company’s social media. The authors focus mainly on Marketing, Sales, PR and Customer Service departments as potential responsible parties with pros and cons. Conversely, the authors argue firmly that the IT, Legal and Compliance departments should not be in charge of social media: “They can give advice and guide, but they should not be a hindrance to your responsiveness to your customers” (215).
Response
The Washington Post’s policy was sobering for me, particularly the idea that employees (as journalists) “relinquish some of the personal privileges of private citizens” (197). It makes me wonder, in the professional arena, who else effectively gives up their private privileges in this way?
I appreciated the authors’ approach to formulating and managing a social media use policy. By focusing on being proscriptive and positive, keeping it general, and conferring with the legal/compliance departments beforehand about making clear what is and isn’t appropriate, companies can take better advantage of how fluid, flexible and powerful social media can be when it is used in a timely and authentic way.
Tied to this last point, I appreciate the authors’ firm advice to make one person in charge of social media, even if others are included on the management committee or involved with posting. With the importance of responding and engaging quickly with social media trends and activity, this makes a ton of sense. Furthermore, the authors explain that the young folks and interns shouldn’t be the ones managing social media even though they are primed to do social media. I guess this makes sense. I’d be willing to get behind the “person most passionate about doing it” (219).
One last thing: I like the breakdown at the end that outlines the ingredients of good social media management:
The Washington Post’s policy was sobering for me, particularly the idea that employees (as journalists) “relinquish some of the personal privileges of private citizens” (197). It makes me wonder, in the professional arena, who else effectively gives up their private privileges in this way?
I appreciated the authors’ approach to formulating and managing a social media use policy. By focusing on being proscriptive and positive, keeping it general, and conferring with the legal/compliance departments beforehand about making clear what is and isn’t appropriate, companies can take better advantage of how fluid, flexible and powerful social media can be when it is used in a timely and authentic way.
Tied to this last point, I appreciate the authors’ firm advice to make one person in charge of social media, even if others are included on the management committee or involved with posting. With the importance of responding and engaging quickly with social media trends and activity, this makes a ton of sense. Furthermore, the authors explain that the young folks and interns shouldn’t be the ones managing social media even though they are primed to do social media. I guess this makes sense. I’d be willing to get behind the “person most passionate about doing it” (219).
One last thing: I like the breakdown at the end that outlines the ingredients of good social media management:
- Clearly defined goals (no “ands” in any one goal)
- Measurable objectives (specific and quantifiable)
- Strategy (audiences, channels, content)
- Tactics (specific steps toward accomplishing the strategy, like tweets and blog posts)
Questions
- Since many employees’ names (especially for small businesses) are posted on company websites, does this mean that any professional could be compromising their business with personal social media posts?
- What happens if the non-intern senior staff managing social media doesn’t know that he/she needs some serious advice from the intern/entry-level who took UC’s awesome social media course? (I’m serious.)