This SmartBrief Insights guest post comes from Deirdre Reid, CAE is an association consultant, speaker and trainer focusing on member engagement and social media at Deirdre Reid LLC. Connect with her @DeirdreReid. Read Part 1 and Part 2 of the series at SmartBlog Insights.

Umair Haque, in his Harvard Business Review post, From Social Media to Social Strategy, believes social strategies will change the essence of organizations and social media tools can be a catalyst for that change. He talks about seven social strategies that will be the key to success and help organizations provide meaningful and sustainable value to members, customers and communities. I’ve already examined Character and Control. Today it’s Creativity.

Creativity

Haque says most organizations “defend old (ideas) tooth and nail: a formidable source of antisocial behavior.” There are many reasons for this, some I’ll discuss when I look at Culture as a social strategy. One culprit is group-think and its cousin, the leadership bubble. It’s easier to climb the leadership ladder and be endorsed by those in power when you think like them and view the world through the same spectacles. You’re a safe choice; you won’t threaten their legacy. But what are the chances for new perspectives and ideas in this environment? Is there a way to combat this group-think?

Haque suggests, “The creativity strategy hinges on utilizing social tools to explode how imaginative organizations are.” How? Implementing social media is a learning process for everyone – how to use the tools and, more importantly, how to behave in this new space and adopt new approaches to member relations, member service, marketing, professional development, public relations, political action and more. We have to stretch and move out of our comfort zone as we do new things in new ways – effective exercises for our creative muscles.

As more staff and members become involved in the social media space, they’re exposed to new ideas and perspectives and new sources for professional development – all catalysts for new ways of thinking and creativity. Another side effect of social media is collaboration. Social media can’t operate in a silo. Integrating social media into an association’s operations requires staff to work together across departments. When walls break down, people are often more comfortable in changing together the way they’ve always done things.

Social media platforms are continual online focus groups. If you listen you can learn a lot about your members – their interests, needs and worries. By being receptive and responsive, you give members permission to provide valuable content and ideas that help you steer the association in the best direction.

Social media can also give people their chance to shine. It may be the medium that finally allows some staff and members to contribute in a way that’s more natural to them. It’s a conversational and content-rich space. There’s a greater emphasis on personality and “being real.” Perhaps it can help loosen up some folks who feel left out by the existing culture and protocol. Now instead of bringing only their left brain to work or a meeting, their right brain can come along too. These social sharing types are assets in this new space. Encourage them to collaborate and experiment. Get them in a conference room (or online chat room) with others and let them come up with new ideas and approaches for making your association more meaningful and valuable to your members.

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