It is only 12 noon PDT, and I have met with three companies so far, two of which, have similar change management issues. They both are in large regulated industries, and want to provide the proper training for employees to participate in this new social world. To tackle this, they are establishing a central cross-functional and cross-divisional group to define the appropriate ‘guidelines and guardrails’ (TM) for the company. Then the plan to take this ‘act’ on the road and train different offices, divisions, groups, etc. around the country. While they used common words to describe these programs, such as ‘certfication,’ ‘train the trainer’, etc. neither talked about the following key areas:
- Partnering younger employees (the ones more likely to adopt new technologies and who are more likely to feel comfortable) with old employees (the ones who have been around the block a bit more and therefore can share real world business experiences). Partnering millennial with company veterans is a killer combination. When I did my research for my book Millennial Leaders back in 2007, I learned that Gen Y is hungry to learn, and open to mentor-ships. Maybe this has something to do with the relationships they had with their parents growing up, where there was less-top-down family management
- Providing ongoing training so that people can stay in the loop on the latest developments and technologies, and so companies don’t have to worry about people forgetting everything they learned after their initial training programs. There are several ways to accomplish this, such as providing small video updates on the newest technologies or as we do for clients, ‘last month’s case studies of digital risks.’ This is especially important these days as Risk is always front and center
- Providing the right organizational Design because both internal and external social processes are challenging the traditional overly structured business processes. This requires scrutinizing current frameworks and approaches and layering on top of it social goals and objectives. One of the simplest examples is incorporating social into lead generation, which places additional needs of a companies CRM system. You have to not only captured who referred a product or service, but also who share the product or service (similar but different concepts — Yes, it is worth peeling the onion to his granular level)
I could provide other examples, but I am writing this during my morning Starbucks break, so am trying to think these days in terms of threes. Three bullet points in three minutes (OK, I took a bit longer). Next time, I will focus on the power of Online Leadership!