Clark's Spot

I’m not a golfer, but here’s something new I’m trying out. A few links for the weekend reading.

Bad customer service at Target. (I walked down to the aisle in time to catch the stock boy take the sale sign down. He told me he took it down. Not shopping there anymore.

What’s up with the Haiti seeds in Farmville?

You’ll have a long walk if you go to the Penn State game.

A worthwhile experiment – if you can remember to do it for a full month.

Pennsylvania’s new budget cuts funds for environmental projects.

So we’re in a time of iEverything where we broadcast our every thought on Facebook and Twitter. Stake out your spot and move with the tribe.

But is it really best to run from Room to Room – or network to network – in an attempt to stay current with what’s cool? Isn’t it better to take advantage of the unique capabilities of each network and make that part of your strategy? (Note: a “Facebook Strategy” is more than “we should do that” just as a “Twitter Strategy” is more than “OMG can I Twitter all day!”)

Isn’t it better to use the real-time broadcast capability of Twitter, the scale of Facebook, and the embedding capability (and brand name) of YouTube when communicating? Only by breaking down the walls of these networks, can we use their full capability to communicate as widely as possible. Think of the sites as real world infrastructure sites. You’re taking on big infrastructure upkeep costs if you don’t want to be seen as an absentee landlord.

MySpace will continue to hold avid users, but will it be worth your time and effort to dedicate the resources needed to have a vibrant presence in that network? (Would you remain in Friendster if you had joined it in 2002?) Shutting down – or significantly scaling back – in these networks can alienate dedicated users. Don’t tell me that it’s expected to lose some people, and that you’re OK with it. You joined these networks to chase these people – you’re not OK with getting them angry at you.

Whatever you build or whatever you join isn’t a magic bullet. They offer something – even if it’s a unique way to connect to your audience. Figure out what that unique strength is, and incorporate your strategy around that. Jump on the new opportunities quickly, but know that you’re leaping at the capability and not the shiny toy.

Shiny toys are tossed aside when the next cool thing comes along. And in such a rapid environment, the next cool thing will be out before you build a big following in the old thing. Watch the Did You Know video as a reminder of the speed of change. (Then, think about how much that video reminds you of Sprint’s new What’s Happening commercials.

Now, think about how both videos reflect on individuals and what you’re doing right now. That’s kind of what Twitter’s about. What are you doing to use the things happening now in your communications?

I’ve got a dirty secret. I’m not sure that social networking is The Next Big Thing.

This isn’t something that I want to say too loudly. A large component of my job entails going on social networking sites and blogging platforms to update information and exchange messages with people. Almost impossible not to have some version of a social networking strategy today.

I remember geocities, tripod, and angelfire. When’s the last time you visited one of those sites? (Millennials: Do you even know what they are?)

Somebody new started following me on Twitter yesterday. I took a few moments today to check out the guy to see whether I wanted to follow him. As I write this, he’s following 47,947 people. He has 48,302 followers. Made it easy to decide. I’m not following him. Nothing important will come from him. And he doesn’t really care what his nearly 48,000 people are saying to him. He’s in a room full of people and nobody’s listening.

LinkedIn had to limit connections to 30,000 users earlier this year. Which, obviously, cramped the style of the people who really actually network with 30,001 people.

Count me as a skeptic of the more is better idea. I think meaningful online conversations and relationships have a limit. At some point, information overload is simply human nature.

50,000 followers is nothing if they aren’t listening. And if they aren’t listening, they’re able to walk away from the network – and your messages.

I’m approaching a period at work where we’ll be able to tear apart and remake what we’re doing online with our social network programs. And as I’m scratching out my thoughts before the planning sessions, I’m thinking about being effective – about the difference between being busy and being productive. I want the people who friend and follow us to think about us.

There’s a lot of clutter out there. Until we get past the more-is-better phase and look-how-important-I-am mentality, social networking will remain a fad rather than part of the answer.

Thanks to M. Keefe on Flickr for the photo.

I stumbled across a post on doteduguru about a week ago that discussed bringing all of the departments and divisions of a college under a social media brand presence. The basic theme: marketing departments and webmasters should take the lead in creating social network profiles. They can use this lead to advise or discourage individual departments from pushing into these programs.

I work at a place that’s pushing itself into many of these networks. I’ve helped to shepherd and create our own little area with the idea of being part of the conversation, and I’ve been approached with questions about how other offices can do what we do. I – and a few other folks (who get it) in other departments – spend time checking in on unofficial pages just to monitor. But there’s no institutionally organized (or if there is, there’s no lead dog).

There’s too high a cost to not be a part of these conversations – to not standing in these rooms. We’re trying to figure out who grabbed some of the branded real estate and created some of the initial pages and profiles. In a way, this really forces us to be part of the conversation – to be respectful of the community norm of not being over the top in our promotion.

Rachel wrote about the merit of becoming the go-to office for other departments interested in creating profiles on the various networks. The larger gain is in creating the dominant profile. Some of our profiles that weren’t the first created on a site are lost beneath the initial profiles. This hasn’t been a problem, and we continue to watch for any issues. But we’re faced with creating a series of profiles that tie together under one theme – something that takes time and the focus of a handful of people in disparate offices.

One of the overstated new rules is the need to give up control. Don’t think you’ll pull everyone under your page. But do be as friendly and as helpful as possible – a good community member – to get others to look for leadership. You can run as lead dog, but you can’t rein in others unless the executives decree it. That’s the easiest way to get someone to set up a spoof page – one that you can’t control and one likely to draw lots of attention.

Stay dominant by being open to others and making it easy for everyone to contribute to your work and profile.