The past few months have forced us all to re-evaluate our lives, at home, at work, and beyond. We're spending more time online, sharing more on social media, and investing in our own education and training.
No wonder here at DLA Ignite, we're getting more and more messages from businesses asking us to help boost their online presence.
Typically a message includes something like, “We want more followers for our corporate Twitter and LinkedIn accounts.”
When I visit these accounts this is what I often find:
Profile page: Mostly they look professional, but corporate. Profile photos and header images are often in line with brand but show little of the ‘softer edges’ you need to stand out on social.
Followers: Somewhere between 100 and 500 (it tends to be a bit higher on LinkedIn).
Posting frequency: About twice per day (maybe twice a week on LinkedIn).
Tone of voice/personality: Inconsistent or non-existent.
During the audit I also look at the personal accounts of the leadership team.
That’s when my jaw often hits the ground.
Typically, the CEO has thousands of followers. Thousands. Even when their profile is incomplete. Some even lack a portrait photograph.
Impressive? Yes, except most organisations fail to take advantage of the opportunity. You need to turn these passive LinkedIn connections into active networks that promote the business, its leaders, and socially active employees.
Other lessons. With a bit more time I usually find at least half-a-dozen employees who are active on Twitter in a professional capacity.
They post and engage regularly. Sometimes about their employer, more often about what fascinates them in the workplace.
I’m not arguing against having stand out corporate social accounts. They matter enormously for the credibility of your business.
But the trick is to combine both personal and the corporate networks in a virtuous circle that boosts followers, engagement and in-bound enquiries.
This matters enormously at a time where Covid-19 is forcing more of us than ever before to work from home and make our voices heard online.
If you’d like to find out more, read Tim Hughes’ article below. There are plenty of tips on how to get started - and where to go if you need further advice.
The new starter will from day one be part of a social community, enabling them to be productive quicker. The area of sales, having sales people contribute quicker can often have significant revenue and profile implications which provides a business case for such a project. The more employees that you have sharing their experience, your values and your culture the more inbound, sales, people etc you will get. Having already touched on the savings you can make by moving the HR process from push to pull. You can also transform sales from push to pull. This could have a transformational impact on your revenue and profit in sales.