Still thumbing your nose at Wikipedia?

Cross posting this from the IABC Blog.

I’m not sure what you think of Wikipedia, but there are many people -communicators and business people – who are still deeply suspicious of it, even though they continue to dip in and out of it to ‘check on something.’Students use it but sparingly, it seems. Most people I asked said they use it a lot. I was curious about this ambivalence, and wanted to find out how distrust can work alongside usefulness. But the more I looked, the more I became convinced that it’s time for serious communicators to put those early notions aside and take a second look at something that has changed knowledge sharing in a remarkable way. This is the topic of my article in the upcoming July-August CW magazine, but before it hits your mailbox, here’s something that might whet your appetite.

  • Did you know that over 50 percent of edits are made by less than one percent of Wikipedia users?
  • Did you know that there are hundreds of articles waiting in a queue to be edited, completed, fact-checked, etc.?

If you’ve been one of those people who have complained loudly that some of the articles are patently written by some 14-year old, then here’s your chance to do something about it. If you’re one of those folks who proudly inserts the term ‘crowd-sourcing’ into a PowerPoint presentation or discussion on social media, then here’s a great opportunity to get some dirt under your fingernails and see how it really happens.

I love the idea of crowd-sourcing myself, and quite frankly, I had stayed off the Wikipedia edit pages for awhile -after some very simple edits many years ago. The coding (wiki syntax) is not easy to remember unless you dabble in some HTML. But you don’t need to know a lot to start. When I got back to it, what I found was fascinating. Even outside the realm of serious ‘collective intelligence,’ one of the great side effects of Wikipedia is that it has turned into a site to go to for event coverage. Like a global team of citizen journalists, passionate editors quickly add detail to a breaking story like some back-room iReporters. Their bylines are cryptic usernames, and they don’t seek recognition. Some news tidbits don’t always show up in the main article –until the edit wars and discussions are settled– but they are a rich source of information. Maybe you could be one of those contributors as well!

But as I explain in the article, there is a lot of serious content you may be able to contribute to. Wikipedia needs more editors, writers, and good content specialists. Even persnickety fact-checkers, punctuation freaks and content curators. In other words, people like you who yearn to inform and are natural collaborators.

If you like to get an idea of where you could start, Wikipedia has some areas for you waiting to be worked on. Check these out:

Requested Articles: these are internal links (known as, and seen as, ‘red links’) that go nowhere, so basically they are articles waiting to be created.  Type WP:RA into the search box to find them. Plenty of topics to choose from.

Articles for Creation: Type in WP:AFC to get started on an article. It takes you thgrough the basic steps and policies, and points to an article wizard.

There’s work to be done in updating small things, if not writing full-blown articles. Consider your local IABC chapter perspective. Of the 100 or so IABC chapters, only 13 have been listed here, with external links, that is. This is up from 10 chapters when my article went to print.

Go for it!

Pure Fitness hides billing mistake behind small print. What’s the goal here?

Ever tried to discontinue a service only to be given the run around by folks and billing bureaucracies that attempt to wear your resistance down?

It happens with big corporations, right? The ones with call centers in places like Scroungeistan…

I didn’t think my local health club would stoop so low. After all it’s more community-based. My contract with Pure Fitness ended in March 2010. It explicitly stated it was a 23 month term. I went over to tell them I would not be continuing. That was April 17th, before the next charge hit. No problem  the guy said. He’s leave a note for the admissions director. She will call me if there was a problem.

No call.

By the end of the month I got my credit card statement that, lo and behold, showed not only another charge –the 24th payment — but an inexplicable bill for $173.52.  I went over again to the location at Elliott and Alma School, and the guy tells me it must be a mistake. The person who took down the details probably didn’t communicate my cancellation info to the billing dept., so would I call the membership director. There was a new membership director, he noted. The former gal was not there anymore.

I did and the new gal gives me this spiel on why 23 months actually could mean 24 months since the account rolls into a month-to-month cycle.

Even though I asked to cancel? Even through it explicitly defines the term in the contract?

Yes. Apparently, as she noted, one should notify them 60 days prior to cancellation. As for that mysterious charge would I come in ans show my credit card statement? I said I would.

Just to be sure I got my facts straight I switched on my recorder on my mobile “for quality and training purposes” as I informed her when I called.

Today, my 4th visit, counting previous attempt months ago, I went in to get that explanation and refund for that mystery charge. I switched on my recorder this time too. For quality and transparency purposes. To  paraphrase the unhappy conversation, here’s how it went:

She: This charge (the mystery $173.52) was for your wife’s account.

Me: Huh?

She: Apparently you joined together

Me: You can’t bill me for someone else? I didn’t sign for her. She didn’t sign for me…

Me: Could you refund that then?

She: No, you will have to take that up with your credit  card company and ask them to dispute it.

Me: Ridiculous. That is a third party. I am here at this location, in first person. I want it refunded. This is your mistake!

She: We can’t do that. Your credit card company can do it.

Me: Huh? You would take their word, but I am here in person with a document to prove it is your mistake, but you want me to ask them to ask you to fix it?

She: Let me ask my boss (exit stage left)

Me: (To customer who’s also come to cancel) These Romans are crazy!

By now I get that creepy recollection of the back-and-forth we all went through when trying to buy a used car in the old days.  Is this worth my time? Is it worth the time and angst of a million dollar company? What’s the strategy here? Wear the customer down till he breaks out to a sweat without use of the treadmill?

She: (returning after meeting the hidden boss) My boss says we could cut you a check for that amount. We will get back to you…

Me: Whew! And about that 24th payment? Will that be refunded too?

She: No. The terms say you have to inform us within 60 days.

Me: (to myself) So 23 payments could really meant 25 payments. How cool is that! Someone’s gonna have a few nice corporate lunches on my account!)

Me: Show me where it says this.

(We both look over the fine print. No such thing in original contract. I agree to come back the 5th time to get most of my money refunded.)

Me: worn down, sort of. OK, You keep your $19.99. Just cancel my account.

The odd lessons about this encounter:

  • No apologies from the boss for taking so long to resolve this, for mistakenly billing me
  • Sneaky contracts. The attempt to hit the customer with sneaky fine print, and a relentlessness to attempt to prove –albeit ineffectively — that the company is right.

Oddly enough, this morning, I interviewed someone for an upcoming article about the concept of ‘markets are conversations,’ the central thesis of the Cluetrain Manifesto) where we talked of Thesis #13 and the need for a human side of business communication. The authors put it this way:

Corporations do not speak in the same voice as these new networked conversations. To their intended online audiences, companies sound hollow, flat, literally inhuman.

That was 10 years ago! Today, it’s sure easy to launch a Facebook page, and a Twitter account and pretend that you have solved the problem of corporate c0mms, while being so far removed from the conversations going on outside your walls.

There’s a lot of work to be done. Or to invoke AsterixThese Romans are crazy!

End Note: Pure Fitness, could I give you a copy of Cluetrain? Gratis! No fine print. I won’t ask for a refund. Promise!

What’s a Press Conference?

I like to link to a post I wrote at ValleyPRblog last week that received some good comments. I was curious to know who in the media had attended Sheriff Joe Arpaio’s press conference.

“I always thought a press conference was called when you had something of value to offer to the media. So when I received a text alert yesterday to say that Arpaio won’t run for governor, I was tempted to wonder what other bits of non-news might get the media to come over with cameras and notepads.” Read the rest and the commments here

It opened up a great discussion of what is a press conference. Is it an event? One reader suggested the act of announcing something to a targeted audience –via email — is no different.  Another reader pointed us to a marvelous exchange between Robert Gibbs, White House press secretary and the press corps. Apart from exploring the definition of a press conference, it shows us how a great host can disagree with the audience and still get the feedback that serves everyone, and doesn’t waste their time.

View the video here.

Blogs allow CEOs permission to stop being ‘corporate’

There aren’t a lot of CEO’s who blog. Still. No one expects that of them. But there are many who -blog-like– speak their mind. So when people ask me for some examples, there are a few I usually refer to.

Kevin Roberts’ blogKR Connect, the blog of the the Australian CEO of Saatchi Worldwide.

Steve Jobs’ blog –actually this is not Steve. It’s the celebrated, outed ‘Fake Steve’ blog, but it’s worth reading…

Mark Cuban’s blog. Calling himself BlogMaverick, Mark has been setting the tone for CEO-speak for a long tome.

Jonathan Schwartz’s blog. I hold Jonathan’s Blog responsible for infecting CEO’s with the idea that it was time to bring social media in from the fringes into the mainstream communication

Schwartz, the former CEO of Sun Microsystems, was frequently called things like ‘blogger in chief‘ for good reason. His blog at Sun set the tone for everyone else blogging at Sun. He was not the kind of person who had one set of communication rules for the corporate office, and another set of rules for the rest.

I’ve interviewed many CEO’s and VPs for articles and podcasts, so know when someone is not comfortable presenting his/her human side just because there’s a microphone or camera in the room. Others don’t even have to switch into homo sapiens mode –they are exactly the same when facing external audiences as they are when communicating to internal groups.

How does your CEO, or client communicate? Are they instant ‘blog material?’ Do you sometimes wish you could capture the big guy’s thoughts in a podcast or blog, knowing that if you ask him to write it down or send it through his PR/legal funnel it would come out as something nonsensical?

I don’t recommend a blog for everyone, but I do know that its discipline and format has a way of giving a senior manager the permission to stop being all stuffed up and corporate, and to be more authentic.

Prep your story for the timeless web!

In the future, every story will need to have a beginning, a middle and a hyperlink!

This is an article published in May 2010, in CW, the magazine of IABC

I often return to the theme of storytelling. Despite the new tools we tend to squeeze into our working life as business communicators, much of what we do is probably entered around telling stories.

But we have been trained to think that the stories we create need to adapt to the attention economy. People are too distracted by all the multi-tasking and the competitive information coming at them. Our content needs to be designed to cut through the clutter, so we better beef up our narrative, sex-up our storylines.

Sounds familiar?

Download article here (PDF)

Quotes for the week ending 8th May, 2010

“In the Future, we’ll all have 15 minutes of privacy.”

Scott Monty, head of social media for Ford, on a post about Facebook’s latest move to connect to the rest of the web

“No one is laughing in Arizona. Do your job and secure the border.”

Governor Jan Brewer, in a YouTube video aimed at president Obama, who made a joke about the immigration Bill that Brewer signed into law.

“A lot of great stories are hidden within the public”

Manesh Nesaratnam, Malaysian film director of a movie, Your Grandfather’s Road, which is being crowd-sourced.

“That QR code on the left will even take your smartphone to my Twitter feed. And if you really liked this story, you can re-Tweet too.”

Kit Keaton, whose column in Fast Company, features this Quick Response code.

“A nastygram.”

Shel Holtz, referring to the letter Apple, which sent a nine-year-old girl a cease-and-desist letter after she suggested enhancements to the iPod.

“You gotta give him credit for his media manipulation skills.”

Pat Elliot, commenting on a post I wrote for ValleyPRBlog, about the value Sheriff Joe Arpaio holding a press conference to announce he is NOT running for governor.

We are heartened by news reports that J.S.Tissainayagam appears to have been pardoned…”

CPJ (Committee to Protect Journalists) in a statement on the presidential pardon for journalist J. S. Tissanayagam in Sri Lanka

How to fly (through social media turbulence)

Airlines frequently fly into turbulence –not always the kind they are used to.  Just ask United. Better still, just ask Southwest Airlines. Over the years since they began embracing a slew of social media tools, Southwest has done a grand job of listening and responding. Sure, they’ve made their mistakes, fixed them fast, and moved on.

There may be a huge difference between an airline and an airplane, but I thought of juxtaposing them because of some common lessons they have for all of us –not just people who communicate about objects with wings.

If you missed this case involving Boeing, it’s worth a second look. The setup:

  • Child draws lots of pictures of airplanes.
  • Child sends one drawing to Boeing.
  • Corporate office sends him a standard letter saying it does not accept unsolicited designs, and has destroyed the letter.

Sad? Legal? Damaging to brand? All of the above?

The boys father was crushed/confused. He writes a blog so he asked his readers what to do.  Word got out. People came up with creative answers (including one that suggested writing the letter Boeing should have sent his son!) Boeing was forced to join the conversation at the late stage, and respond.

There are many lessons here. The first is about a canned response and a genuine response. So easy to do the former. But it’s out-of-place in a world where we make a huge din about being better at communications, great at listening yada yada.

To cut to the chase, Boeing Corporate (which uses this Twitter account that’s different from the one that talks of its engineering stuff) responded with aplomb, and thanked everyone for ‘supporting’ Harry Windsor, the child artist/airplane designer. “Supporting Harry,” as you might suspect is code for Punishing Boeing. Loosening them up. Humanizing them…

But we all live and learn. Boeing is a great company. They may have never in their wildest dreams of crisis planning imagined an eight year old would teach them a rapid lesson in communications. Neither do many organizations. So here are my takeaways from these two examples:

  • Plan  for the unplanned: Social media adds a lot more turbulence, often the kind that cannot be anticipated by the most sophisticated ‘tracking’ tools on board.
  • Know your audience’s audience: No matter who your end-users or customers are, your audience –and your ‘followers’ are always larger than you thought.
  • Put humans in charge. A professional response is not as good as a human response. Many of us/you are trained in the former. Don’t check your humanity at the door when you walk into your office.

Social media is nothing special. It has no secret ingredient. It is nothing more than humanized communications, for a world that has done an awful job at it.

Altimeter’s Social Media Analytics – please remix and reuse

Even though I’ve been writing about this collaborative space for a long time, I never cease to be amazed at the generosity of organizations who give out their knowledge with no strings attached. The The Altimeter Group has published a step-by-step approach to social media to bring some clarity to an an area that is hard to pin down. Measurement.

Authored by Jeremiah Owyang and John Lowett, it has been published under theCreative Commons license.

As Jeremiah Owyang notes, both toe-dipping and deep diving into this thing is risky business. The focus of this framework is on measurement, and how to gauge what you are presently doing, and what you are up against. They talk of the four business objectives of a social media strategy:

  • Dialog: involves starting a conversation and offering your audience something to talk about while allowing that conversation to take on a life of its ow
  • Advocacy: activation of evangelism, word of mouth, and the spread of information through social technologies
  • Supporting: customers may self support each other, or companies may directly assist them using social technologies.
  • Innovation: The business objective of innovation is an extraordinary byproduct of engaging in social marketing activity.

Here’s a good place to take it all in –via a SlideShare presentation. You can download it, and in the spirit of the CC license, ‘share, remix and reuse.’ The remix mart is key in this case. Because, as the folks at Altimeter note, each organization needs to customize the framework to suit their needs.

I would add a fifth business objective –something I always recommend: Insight. I get –and promote– the evangelism part. But for management, insight is priceless.

Quotes for the week ending 30 April, 2010

The press release is dead, whether or not it’s optimized for social media. When was the last time you sent a release to a reporter who then replied with enthusiasm about covering your story?

Len Gutman, at ValleyPRBlog

Maybe it’s the term press release that is antiquated. Perhaps it should be called a fact sheet or project overview.

Holly Harmon, a reader commenting on the above.

“We are Wall Street. It’s our job to make money. Whether it’s a commodity, stock, bond, or some hypothetical piece of fake paper, it doesn’t matter. We would trade baseball cards if it were profitable. I didn’t hear America complaining when the market was roaring to 14,000 and everyone’s 401k doubled every 3 years. Just like gambling, its not a problem until you lose. I’ve never heard of anyone going to Gamblers Anonymous because they won too much in Vegas.”

An email circulating this week, written by someone supposedly form Wall Street

“An enraging piece of utter nonsense”

Huffington Post, commenting on the “We aren’t dinosaurs” email above

Engaging employees plugged into the social web

Thought I’ll feature part of a guest post I wrote for the Employee Factor, a blog about Employee Engagement.

Managers don’t need proof to tell them that someone who’s more engaged is much more productive. There is plenty of experiential and anecdotal evidence to support this. For those who like some empirical data there’s always the long-term tracking study –the Q12 study– by Gallup that serves as “a macro-level indicator’ of a healthy workforce.

I tend to look at this through a communications lens. So when studies make a case for engagement, I see it not simply as good management strategy, but as great communication strategy. When they refer to it as ‘maintaining a line of sight’ I see it as keeping people on the same page. They sound analogous, but they have key differences.

Maintaining employee line of sight (L-O-S) involves bringing clarity  between actions and outcomes. But it also means doing away with too much hierarchy, unlocking the holds on information, and also creating an attitude that welcomes suggestions for how employee goals can match corporate vision. Keeping those employees on the same page has deeper implications in a digitally enhanced workplace. Not just via emails and web conferences, but a willingness to open up two-way conversations. Line of sight in today’s workplace is not limited to being able to see ‘up and down the chain of command’ but sideways and diagonally –much like the connections of a social web.

Continued here