Communications has traditionally centred on outputs: the press release, the ad, the report, the speech, the conference – and so forth. So naturally, when social media came along, communicators were delighted by the many new outputs it could help them pump out relentlessly deliver.
We now have organisations straddled across dozens if not hundreds of social media accounts, blowing large sums on content strategies and community building that garner “shares” but in many cases fail to improve reputation, change opinion or sell stuff (or whatever).
Meanwhile, many have been blind to two key effects of social media:
- Heightened scrutiny and expectations by recipients of communications
- The ability to understand audiences better
Heightened scrutiny and expectations
Social media has swelled scrutiny and expectations of organisations. It’s nigh on impossible to sell a dud product or service if it’s being slated on review sites and no one’s buddy is recommending it on social media. Likewise, they can no longer spin their way out of trouble: bad behaviour will be exposed fast.
Two other influences reinforce this. Globalisation means we’re setting the bar for quality and behaviour globally not just locally. Also, the ever-growing need for people to feel warm and fuzzy inside by buying products from companies (or voting for politicians) that display high levels of ethical behaviour means that the naughty are admonished and the good celebrated.
In this respect, social media matters not so much because it enables more communication but because it contributes to forcing organisations to be and do better.
People used to have limited options: a dozen local shops, a couple of political parties and a handful of newspapers perhaps? The explosion in choice makes segmenting bloody complex. We can no longer assume that people within a single demographic want the same thing. Neighbours of the same sex, age and socioeconomic status might have different political preferences, listen to different music, prefer different holiday destinations and have entirely different shopping habits.
Increasingly, mapping audience preferences requires drilling down to very small (and sometimes odd) segments based on a single or two predilections (people who vote centre-left and like folk music; people who love Italy and read House and Garden!) Often, preferences are so specific that they are unique to an individual meaning micro-targeting just one person will become the norm. To understand such nuanced preferences, we must learn to analyse data sets properly, many of which will derive from social media.
No doubt this requires more than a couple of paragraphs in a blog post, but here are three thoughts:
- What both the above factors share is that they are not usually mentioned in a communicator’s job description. Meeting heightened scrutiny and expectations through superior quality and/or behaviour is a leadership decision. Communications is often only responsible for putting a positive spin on whatever direction the leadership has decided i.e. they’re asked to produce lots of communication material (the dreaded outputs). Instead, communications should be higher up the hierarchy. Heads of communications should sit in the C-suite (or the equivalent of it in other organisations). And ideally, leaders should themselves have a significant communications remit.
- Communicators probably obsess over outputs because their next promotion, raise or bonus depends on how many outputs they can produce which garner a bit of coverage (media clippings, web traffic, the irritating Like! or whatever). Hence why they tend not to team up with clever analysts who can identify and decipher data that can help them target audiences better. Communicators’ appraisals should be based on stricter, outcome-related criteria, which force them to invest in smarter targeting techniques.
- Be sensible and realistic about what social media can achieve. Run fewer shiny newsrooms and have fewer pointless conversations to show brand personality or whatever (I thought only people could have personalities). Use social media mainly to garner insights and provide real value through stuff like good day-to-day customer care and provision of useful information when and where people want it. There’s a place for the shiny, fun and/or whacky in social media sometimes, but not all the bloody time.