advocacy

The “Wisdom of Friends” Powers Brand Advocacy

We are hearing so much now about how social media is creating a shift from ‘the wisdom of crowds’ to ‘the wisdom of friends’, but what does that really mean for brand advocacy?  A lot.  It’s this ‘wisdom of friends’ that brings a new “social power” to brand advocacy.

Social power (the ability to influence) used to be determined by who had the most money, was the most intelligent, or was the most effective at impressing their will on others, but that’s changing thanks to social media.  Now social power comes through connections of friends, or the “wisdom” of friends, so Advocates have much greater influence.

Numbers still hold some power, and they always will, but the strength of connection is becoming even more powerful.   Consumers care about reviews, evaluations and what other consumers say about your product, much more than advertisements… and that is great for a brand.  What they care about even more is what their friends think about your product.  One or two friends’ opinions — the “wisdom of friends” – carry more weight than many other opinions combined.

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Fences make good neighbors

Fences make good neighbors — even in the social media world. 

 Too many brands assume that the most effective way to market in this digital age is to use social media to post and tweet as many marketing messages as possible to the widest range of potential consumers across the greatest number of social networks.  Spread the word to anyone and everyone, and hope someone believes enough in your message to create a connection and become an advocate influencer for your brand.  

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Growing Into Leadership

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People aren’t born into leadership positions. We usually start in the trenches, as the doers. The bricklayers. The people touching all the parts, from the inside out. We earn the right to lead the projects and the vision by doing the work itself, and doing it well. But therein usually lies the rub.

Because the hardest part of learning to lead well is letting go of the execution, the very thing that earned us our spot at the head of the team, and entrusting others with the building and construction.

The old saying of “if you want something done right, do it yourself” just doesn’t play at scale. That’s not how great ideas come to fruition, and it’s not how great businesses are built.

As I’ve learned to lead rather than do (and that’s a constant process), a few key concepts have helped me a great deal to stay on track, and perhaps they’ll help you too, or someone you know emerging into a leadership role.

Navigation:

* Build consensus around shared goals and direction.
* Present the what – the shared vision or goals – but not necessarily the how.
* Communicate expectations clearly and often.
* Avoid dictating the plans yourself, but rather help refine the roadmaps that others have built and presented.

Advocacy:

* Champion and enable others’ ideas instead of always handing others ideas to execute.
* Allow your teams sometimes to fail in their search for the approach that works, and to help them find the lessons in those failures.
* Protect nascent ideas and allow them time to incubate without immediate interference from bureaucracy and naysayers.
* Encourage respectful discourse and sharing of opinions and viewpoints, including opposing ones.
* Recognize success openly, sincerely, and often.

Perspective:

* Provide context, history, and organizational intelligence to empower your teams with information upon which to build their plans.
* Look past today’s projects to envision what tomorrow might look like and how you can guide toward it.
* Present alternative views or looks at stubborn problems.
* Consistently evaluate team dynamics and capabilities, and make the tough people decisions to ensure you’ve got the right people in the right roles.

Trust:

* Provide direct lines of communication with each team member, and be available.
* Keep confidences, period.
* Hire capable, smart people, and be willing to get out of their way.
* Be responsible and accountable for your decisions and their results, and avoid scapegoating and blame.
* Share the credit, and the spotlight.

Learning to be a leader can be challenging when you’ve built a career on doing the work. Old habits die hard. It’s sometimes hard to believe that anyone can do what you do and do it as well, or better. But if you’ve got designs on building something bigger than you, you’re going to need to build and empower a team around you. It’s just not possible to do it alone.

So what would you add to my list? How would you help new and emerging leaders get comfortable with their roles? I’m looking forward to your comments. Fire away.