​I was skim reading a book today, ‘Organisations Don’t Tweet, People Do – A Manager’s Guide to the Social Web’ by Euan Semple (2012). It sparked my curiosity about how people and organisations could better engage with and draw on the benefits of social media culture and tools.

Most organisations I’ve seen up close are still feeling their way forward, sometimes trying to use social media such as Facebook or Twitter to spread corporate messages. It’s an old PR/marketing paradigm that needs a radical shift to unleash and realise this new media’s real potential.

So I’m intrigued. What have been your experiences of using social media in organisations? What media have you used? How has it influenced your leadership and culture? What have been the upsides and downsides? How have you handled them? I look forward to hearing from you!

My daughter is studying media and we had a chat today about communication principles, particularly about working with large groups, e.g. presenting at meetings or conferences. On the face of it, I explained, it’s as simple as ABC: (a) having clear intention, (b) knowing your audience and (c) using effective media.

Having clear intention

What do you want your audience to leave thinking? Do you want them to have fresh information, knowledge, questions, understanding? If so, what is the focus? If you were to meet with each person present one week later, what are the three key things you hope they would remember from this meeting?

What do you want your audience to leave feeling? Do you want them to feel encouraged, inspired, confident, challenged? What do you want your audience to do as a result of this encounter? Do you have specific actions in mind? If so, is the audience clear what you want them to do – what, how and when?

Knowing your audience

This is tricky in large meetings, especially if open meetings. It’s about finding out as much as you can beforehand. Why are these people here? What are their core interests? What kind of language, metaphors and concepts do they tend to use? What would make this meeting worthwhile from their point of view?
 
It’s worth assuming a mix of theorists (who will want to know that what you’re saying is well founded), reflectors (who will want space and time to think it through), pragmatists (who will want to know there is some practical purpose to it) and activists (who will want to get on and do something).

Also a mix of thinkers (like to know the rationale), feelers (want to feel an emotional connection), big picture people (like to know overall vision and concepts), data people (want to know the key details), organised people (like structure) and emergent people (enjoy fluidity).

Using effective media

The choice of media falls out of intention and audience and what kind of facilities and equipment are available. Some people have a visual preference (engage with what they see) some auditory (engage with what they hear) and some kinaesthetic (engage by doing something practical).

Using a range of media, therefore, that involve seeing, hearing and doing can be most engaging for a large mixed group. This often demands creative thought and planning beforehand. ‘What could be the most creative and engaging way to do this?’ ‘How can we best use a diverse mix of media in the same meeting?’
 
It’s worth thinking about who to involve too. It would be one thing for a team to present on its own work, what it does. It would be another thing for a different team to present on what that team’s efforts have enabled them to do. It can help to involve a range of people, to hear different, unexpected voices.

Building trust

Intention, audience and media are important. I’ve learned over time, however, that authenticity and trust are equally, if not more, important. Covey comments, ‘When the trust account is high, communication is easy, instant, and effective’. When trust is low, even the most simple communications can feel strained.
 
I often encourage speakers to consider beforehand, ‘As you look out on this sea of faces, what do you really believe? Do you genuinely love these people? Do you believe they are worthy of trust and respect? Is what you want to communicate real and true? Are you really open to listen and invite challenge?’

These are the more subtle aspects of communication, the character and values dimensions that can easily be missed, lost or ignored whilst focusing on technical messages, methods and techniques. It's passionate conviction, quiet humility and determined integrity that often make the difference.