Hiring ducks and eagles helps build a social business

IMG_1651 .

I posted in September, 2012 about Building a better business: Hiring ducks and eagles for the right jobs. In that post, I explored the personal experience and positive results of team hiring practices that focused on finding the right person for the right job. The net conclusion of that post being: “Hire to your needs, but also to the candidate’s strengths and abilities. It isn’t easy, but the rewards and your future success depend upon it.”

But, I’d like to take that conclusion a step further now, since “future success” is a bit too nebulous for my taste.

From the social business perspective, hiring the ducks and eagles is a critical portion of our success, as people in the right job tend to be more motivated and passionate about what they do. It is this increased level of passion that is such an important building block of success in social business. Without passion, social business just becomes activities that fall flat, and your audiences will pick up on that immediately. Social businesses with passionate employees, however, are thriving and forging new paths in the world around us. It is that passion which drives employees, either on their own or with slight urging, to get out in the social spaces and share their knowledge and excitement with others. While the passion IS infectious, it also needs to be cultivated.

That passion is either fostered or stifled long before the employee ever has opportunity to play in the social spaces. It begins during the hiring process: identifying and hiring to both your needs and the candidate’s abilities right from the get-go builds that foundation to grow your company into the motivated and passionate social business you need. But it also continues through career development as we adjust and shift in this ever-changing landscape of social business: balancing your changing needs with the talent you have can be the difference between stagnation and real business results. 

Ensuring that you are using the right people, with the right skills, in the right places is a critical factor for business success. Leveraging employee skill sets for support calls versus forum engagement versus content creation will help with driving to this level of success. For example, some employees may be better at writing, some better at talking, others might be great in the limelight of virtual social environments, where some may prefer to work behind the scenes. Finding the skills, talents, and strengths within your existing staff and distributing those in the right spaces appropriate to both your needs and the employee’s passion not only motivates and encourages those passions, but enables the company and employee alike to see true results come from their work. Hire a duck for an eagle’s job (or vice versa) and you will stifle that passion. Likewise, put the duck in the right pond and enable the eagle to soar, and that same stifled passion now becomes a raging fire driving both to spread the excitement and achieve results. 

Your audiences can tell the difference between mere activity and authentic excitement, and they will treat your social business accordingly… Can you really afford to not  hire the ducks and eagles?

I’ll leave you once again with the video that inspired both post titles and over-arching topics: You Can’t Send A Duck To Eagle School:


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Two tenets for a successful social business program

Guiding LightOwnership, and focus of vision. Those are the two recurring themes I’ve seen these past few years which are necessary to run a successful social business program; both of these will be your guiding light moving forward with any social business strategies or activities.

First up is the idea of ownership. What I mean by this is the transfer of control from a department or project lead to the individuals contributing to social engagement. In most cases this revolves around subject matter experts being enabled and encouraged to participate in their own ways, with their own voices, and around things for which they have passion. Of course, giving people this ownership is easier said than done…. What I have found to be effective is to work directly with people who want to become involved in social business and work with them to define their own vision and purpose. Sometimes that can be a single conversation, from which comes a clarity and inherent ownership over their participation.

Which, of course, leads me into the focus of vision. This discussion of focus actually plays tightly with ownership as the conversations around vision will serve to increase an individual’s personal ownership of their efforts, moving them from an attitude of “additional work” to one of passion and exuberance for engaging in conversation. But what do I mean when I say “focus of vision”? This is a multi-fold idea which can be encapsulated in a few questions posed to anyone who asks me what they should do to become more involved:

Question one: What is your purpose for engaging in social business?
This may sound simple, but the answers can be rather complex. Recall that social business is not an end state, it isn’t a goal in itself, and it doesn’t exist in a vacuum. Rather it is a tool that can help you achieve defined business goals or address identified business problems. Once you are able to identify and verbalize the goals you are working to achieve, you will be able to being looking to see how social business as a tool can work to your benefit. With these goals understood, the clarity of vision, you purpose will begin to permeate your engagement as a framework for everything you do, say, and share. A guiding light, if you will, that keeps you on track and on course to see the results you need.

Question two: Who is your audience?
Your clarity of purpose should help to answer this question as it will narrow your view and begin focusing in on the right people to engage with in order to achieve your goals. If your goal is to improve client satisfaction, then your audience may only be your existing post-sales client base and your efforts focused on helping them with product issues or education. If, however, your business goal is to increase sales, then you can see how your audience cap grows exponentially from post-sales clients to anyone who may be a potential client, as well as maintaining the client base you already have. Knowing with whom you want to engage with socially will go far in helping you to form the right messaging, the right tone, and the right conversations to build towards your end goals.

As an SME, an individual contributor, being able to answer these two questions will take you far in defining your own engagement in social business. With both an understanding of your audience and your vision/goals, you’ll be able to begin seeing the right steps to take, the right ways to engage, the right tone and timber of voice, and use that framework to guide your activities and conversations. More importantly, from a program manager perspective, being able to define those goals and understanding of audience will give your SMEs a deeper sense of ownership and responsibility to engaging in the right ways. It gives them control and over how they engage and serves to help them see their overarching reasons for engaging in the first place.

Of course, as social business program managers, these questions (and answers) should always be at the top of your mind, not only as you are engaging in social conversation, but especially as you are defining your social strategies and activities. They give you the frame-work to know if you should or shouldn’t engage in a particular way, or if a project being presented will be an effective use of your time and resources. If you take nothing else away from this post, let it be this: If someone asks you what they should be doing, or is asking you to take on a social project, make sure they can answer the two questions of goals and audience before going further.

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A business ethos that transcends industry


I was recently listening to a podcast via Bet On You in which my friend Ted Pappas was interviewed about  Big Bottom Whiskey and what inspired him to start the business. In this 45 minute conversation (it’s an interview but has a deep conversational tone that Ted cultivates well), he discusses a lot of the early trials and difficulties in the path and choices for the business. But, while I believe early failures are good and critical to success, what I believe is even more important is the latter part of the conversation when he begins discussing more of the ethos and philosophy behind the respect, camaraderie, and cooperative efforts which Big Bottom Whiskey is leading in the industry. Which gives me an opportunity to talk about it from my own perspective not only as a tenant to Big Bottom Whiskey with my own company Tualatin Valley Distilling, but to also expand the ideas beyond just the alcohol industries.

Ted’s ethos is about mutual benefit, respect, and helping others succeed in their passions. It is a direct result of this attitude that Tualatin Valley Distilling is a possibility and as a result of this shared vision, we also strive to help as best we can. As an alternating proprietorship, our visions are aligned and keep us focused on what matters: making great products that we all believe in; working together towards common goals.

It was while listening to Ted in the interview above that I realized our shared ideals, philosophies, and vision wasn’t specific to just the whiskies world. Rather, I started thinking of some big “what-ifs”: What if social business wasn’t seen as a zero-sum game. What if we all worked cooperatively, with a shared ethos of respect and camaraderie as social business professionals, while seeing competition as positive drivers for improvement rather than negatives to be conquered or fought.

What does this look like to a social business professional?
First and foremost it means seeing social business as something other than a marketing tool. Social business is in itself an ethos as well as a tool.
Secondly, the guiding principle of being a social business means engaging in conversations and listening to your audience more than talking  AT  them. It is conversing WITH your audience and building relationships using the tools of social platforms like twitter, google plus, tumblr, Facebook, and others. It is more about relationship management than marketing, working with your clients more than selling to them. It’s about building that community and collective intelligence to move us all forward in our collective and individual goals.

This spirit of cooperation and mutual benefit is alive and well in the Oregon spirits industry, one in which the Oregon Distiller’s Guild is helping to drive the recognition of Oregon products to the benefit of all. It is this same focus, this same attitude which can help redefine what social business does and how we do it.  Ted has proven that the ethos within his business model works (as he touches upon in the podcast about listening to his consumer base), and I am hopeful that my own work in social business can help exemplify how collaborative knowledge sharing can also drive success in both my day job as a global social business strategist as well as a small business co-owner creating products for our local market.

Until that day when my own success stands as self-explanatory, I will continue to drive the open and transparent, collaborative, inclusive, and humanist ethos within all of my work; whether it is in strategy or production. I also hope you’ll jump on board and also adopt a strong collaborative ethos as well… after all, I can’t collaborate alone now can I?


image credit:  Some rights reserved by Gauravonomics

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Gamification is great, until it destroys us

sartre_gamification_ceaOr:  ”On the ethical use of gamification.”

Gamification is the use of game theory in practical application to drive real world activities and behaviours. One of the most simple examples of this is the rewarding of badges on websites where users are encouraged to participate. This may be a television show’s site or a topical forum that promotes active discussion.

Implementation of game elements in various real world business applications has been proven to be an effective method of encouraging desired behaviours and is quickly becoming the solution de rigueur for increasing participation. Rajat Paharia’s article on Pando.com exemplifies why: “This is not a game: Why gamification is becoming a multi-billion dollar way to motivate people“. Clearly, there is money to be made by businesses implementing gamification concepts and structures to drive loyalty among its clients, or to improve operation efficiencies within its employee base.

Seems like the perfect solution, doesn’t it? But what if it had a dark-side to balance all of these benefits? What would that dark underbelly look like?

Without the rose-coloured glasses of increased profits, gamification can lead to a society that expects rewards for every action. Similar to the positive reinforcement ideologies which molded education changes in the 1980′s and subsequently created the entitlement generation (as outlined by Brian Moore‘s article in the NYPost: The worst generation?), gamification has the potential to condition us to expect  returns and benefits for every action we take, which previously wouldn’t have had any value or discernible impact in our lives. Worse yet, is how that entitlement to reward drives further selfishness and individual focus on benefit regardless of larger impact.

This is where the ethical implementation of gamification really comes in to play: as corporate entities, we must understand all the potential ramifications and long-term costs of doing business when implementing behaviour changing models. While proven to dramatically improve returns on investment, the longer term effects of gamification on culture are not yet fully understood. What was once a novelty and unexpected reward may soon become expectation. Imagine a day when a company rewards people for tweeting about a product; soon you’ll see people expecting to be compensated for those very same product focused tweets. Sure, it is an over simplified example, but one which we have already started to see emerging with the influx of articles about monetizing your twitter activity.

Lest I leave you with the idea that I detest gamification: I don’t. Game elements to help drive real business results are not only effective, but also valuable to both sides of the client/business relationship. When used properly they can drive true success in many differing aspects of business or simple community engagement across disciplines and industries. I do enjoy a well gamified site and am often myself caught up in getting more badges/mayorships/or achievements. FourSquare.com is a good example of gamification implemented in a way that helps to drive my own consumer behaviour to particular restaurants to maintain my mayor status (really more of a slight added benefit than an actual behaviour modifier, but still).

It is the over use  and permeation of gamification principles into every  aspect of daily life that can and will condition our behaviour and quickly lead us down this path of culture change driving entitlement and expectation. As social business professions we need to evaluate and understand our own motivations for implementing these elements, while as consumers we must be informed and understand how these varying tactics can play into our own psychology to motivate our actions. Only by ethical use and educated consumption can we keep ourselves from falling down this dark well of badges and unlocked achievements.

The long and short of it all: gamification is not a panacea. It can help solve some business problems, but should be implemented with thought and care to ensure its impact isn’t thwarted by the very nature of what makes it work.


image credit:  Some rights reserved by Cea.



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Community as a key to success; or, there’s Too Many Secrets

Digital StillCamera

One of the keys to long-term success is the involvement in community. You’ve likely heard me say that the only value in knowledge is not in applied knowledge but rather in shared knowledge. While applied knowledge of course has some value, it is in the sharing of knowledge where real and long-term impact value is seen, and where both substantial personal and business growth is achieved.

I was recently reading an article in The Register UK that highlighted this philosophy quite clearly. In the article, the author outlines how Amazon is beholden to open source projects but refrains from contributing back in any substantial or consistent fashion; that the corporate culture dissuades employees from engaging in community either through code contributions or even just conference presentations. The article goes on to say this same secrecy while providing some short-term advantages is now beginning to show some long-term problems as new talent is going elsewhere, to companies that encourage community engagement and allow developers to grow both inside and outside the company.

In the changing models of business, the traditional resume is losing ground to more social and visible methods of proving your value. As noted in the article, a GitHub profile is now a developer’s resume; it shows both skill in coding as well as contribution to the larger community as a good citizen. (The same could be said for a twitter/g+/ or blog for someone in a Social Business role, as they show capability and skill rather than simply tell like a resume does.) Any company that has a focus on long-term success (as all say they do) must encourage external knowledge sharing and contributions to communities both physical and virtual. If you can’t attract talented employees, stagnation and eventual collapse are your only future in business. Conversely, when you encourage employees to interact socially, to share and contribute with a philosophy that extends far beyond sycophantic protection of self-interest and into more philanthropic ventures the future of business suddenly becomes both innovative and lucrative.

This new way of doing business is no longer new. We are now a few years into the experience of social business, and are seeing some of the longer term effects now becoming evident. Effects like the shift of portfolios and resumes to online socially share-able media, where showing is more important than telling, and where sharing knowledge is more important than simply having knowledge. The sooner companies figure out things have changed and to stay relevant means adopting community engagement models to collectively share knowledge, the better off we will all be as we navigate these new paradigms of work and economy.

It all reminds me of the 1992 movie Sneakers: there’s “Too Many Secrets”. But, instead of a nefarious plot to collapse the world economy, today we can use social sharing to avoid having too many secrets which will in turn allow us to adapt and change to new models of business and successful enterprise by sharing knowledge across communities.


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Sentiment analysis is dead, long live sentiment analysis


Article authored in collaboration with Kelly Smith, @kellypuffs

Ok, we’re being provocative here (but when are we not?)

Perhaps sentiment analysis is not dead, but it will be if we forget one of the basic tenets of social business: it’s all about the people, the human side of social.

One of the many lessons we’ve learned from the past few years working in social business, is that sentiment analysis works best when real live people are on the social media front lines, in the muck of it all actively searching and engaging in conversation. Building your audience is done by listening and reacting to what people are saying in a real-time environment, as it happens – in short, paying attention. Humans, interacting in the social spaces you’ve found useful to your brand, sharing things which your target audience wants, and providing the assistance they demand, that is where your investment in social needs to be and where your investment will begin to reap the rewards of human connection.

Without a human team to watch the reports, sentiment analysis will only cling to life in the marketing space as a way to understand simple A/B, yes/no, good/bad leanings. What really matters, and where you want to be spending your marketing dollars, is on quality social teams; people in the muck of it all who can actively analyze and understand the value in your sentiment reports and take those insights into actionable items.

Let’s look at this from a different perspective:

You have 5 spoons. Each one of these spoons represents a 40 man hour work week. You have two projects in which to disperse these spoons: Automated Sentiment Analysis, and Proactive Social Business.

  • The first project, Automated Sentiment Analysis, provides you with daily, weekly, or monthly reports on what your audience and the wider social spheres are saying about your products.  The end result of this project in one week’s time is a better understanding of what people feel and say about your products. This business intelligence can then be delivered to other organizations for action based on this information. One might argue that social sentiment packaged up and delivered on any schedule less than daily is irrelevant.  It’s almost certainly not directly actionable, and it’s stale in this highly automated fashion. As it stands this may only take one or two spoons to run.


  • The second project, Proactive Social Business, provides you with real-time sentiment analysis and business intelligence in the form of direct conversation and the ability to immediately address any issues to which can impact sentiment within minutes. Simply by actively participating in the social networks, sharing content, amplifying others’ content, active network curation, and running ad hoc reports to locate relevant conversations, each spoon in this team can take immediate action on the discovered data using the right tone and voice as each discovered post dictates. More importantly, active listening and paying attention on social channels is MUCH more accurate, focused, and timely.  Something as simple as a follower reporting a broken link can be actioned immediately. More importantly, a quick response shows the company is listening, interested in feedback, and cares about the end-user experience.


After all, that IS what social business is about, right? The ability for clients, customers, and general audiences to break down those corporate walls and directly connect and engage with companies – not bots, not automatons, but humans in companies –  in conversations to resolve issues, gain insight or knowledge or champion for brands. Social business isn’t about passive listening, nor is it a marketing communications channel.  It is about relationship management, real-time engagement with your clients, seekers, business partners, and potential customers to provide them with value when and where they want it.  To accomplish this with any modicum of success, you need a team of dedicated, socially savvy people, on the ground with their hands in the soil of social conversations, and paying attention to both real-time sentiment and the garden/network they are cultivating.

Because it stands repeating: Humans, interacting in the social spaces you’ve found useful to your brand, sharing things which your target audience wants, and providing the assistance they demand, that is where your investment in social needs to be and where your investment will begin to reap the rewards of human connection.


image credit:  Some rights reserved by Gauravonomics

from The Wayward Celt http://feedproxy.google.com/~r/TheWaywardCelt/~3/dE0pibYFiic/sentiment-analysis-is-dead

A Merry Christmas to all!

photo 4It may not sound like the ideal way to celebrate, but I am enjoying my Christmas day out at the distillery running my first batch of a 50/50 malted barley and rye mash. I’m guessing most people wouldn’t see this as a great way to spend a holiday (alone and working), but truly it is the best present I could have received.

Most of you know by now that my business partner Corey and I have been working on getting a small micro-distillery up and running over the past year. We started in August 2012 by running some numbers to check the viability of the prospect, and got our LLC set up December 12, 2012. Since then we have been working on obtaining equipment and the right licenses from the city, State, and Federal levels. As of December 9th, 2013, we now have all the permits and licenses in place and are able to finally begin production.

So, while I sit here typing waiting on my first mash to heat up and start running my first distillation, I am also looking back on the past year with a sense of amazement and awe. The support Corey and I have received to help get us to this point has been inspiring. We owe a debt of gratitude to our wives for believing in us and our ideas. And, of course we also owe the same gratitude to Ted of Big Bottom Whiskey for believing in us so much that he opened his business to us so we could co-locate and startup without the normal heavy expenses associated with distillery properties. Along with the industry knowledge we’ve been absorbing from him, I can honestly say we couldn’t have done it without him.

Here’s to the end of a pretty crazy year of changes, and the start of a truly amazing time in my life thanks to the support of you all as well. 2014 is going to be a wild ride, and I count myself the luckiest person in the world to be able to share it with and because of you all!

Slainte’ mhaith!


from The Wayward Celt http://feedproxy.google.com/~r/TheWaywardCelt/~3/8hfBsIQVgK0/a-merry-christmas-to-all

Just yes or no, thank you.

binary_mcclanahoochieIs social media reducing our critical thinking skills to mere binary this-or-that type choices?

Whether it is gender roles, politics, or any other topic of human conversation, it seems to me that the way in which social media allows us to share our views has relegated the conversation into two buckets: I agree, or I disagree. Through the binary “likes”, we are encouraged to think in simple terms; a single click if I agree, or a comment to explain why I don’t. What is discouraged by virtue of the tooling features is deeper or more complex thought. While many of us retain the desire to engage in this complex discussion, the single threaded nature of commenting serves to drive conversation down a single path which encourages one-dimensional thinking. Lateral thought or more critical thinking processes are being diminished in importance to the deference of group-think and soundbites.

I don’t know if I’m right, wrong, or in-between on this, but what I sense in the social spaces is a growing frustration and chasm split between us and them.

We are in an epidemic of one-dimensionalism and binary thought. That is to say, our society is being torn asunder by our inability to attribute more than a black/white view of each other within conversational contexts. Too often have I seen conversations in social channels quickly veer into a this-or-that discussion: you’re either for or against, pigeon-holed with no grey areas regardless of how deeply we try to clarify. These social conversations only serving to strengthen an us versus them mentality, widening any small divide from mere cracks to broad chasms of perceived ideological differences between people.

Mark Judge touches on this singularity, this one-dimensionalism perfectly in his call to boycott the next Star Wars Film in his blog post here: http://acculturated.com/2013/11/14/boycott-star-wars-episode-vii/ , (with my own hat tip to Mrs.Campbell for the share on Google+). In his post, Mark discusses how geeks are falling into this trap of only being interested in one thing; that we have lost our broader scopes of interest to the deeper focus on one.

Similarly, Matt Walsh blogged about the power hierarchy fallacy in the way people talk about their spouses (with another hat tip, this time to Suzi Meiger for her share on Facebook): http://themattwalshblog.com/2013/11/18/no-my-wife-isnt-my-boss/

While I don’t fully agree with Matt in his post (I don’t think he takes it far enough and falls down a bit when basing his post from an assumption of male leadership and two-gender marriages) I think his ideas and intent is closer to being palatable by the majority than most other posts I’ve read on similar topics; that treating people as people, as equals in a partnership where power dynamics can shift and sway, where respect for the individual is tantamount to any societal pressure to behave in a certain way is critical to our future success as a culture.

Like I said, I don’t know if I’m right, wrong, or otherwise, and I don’t know what the answer is to the question at the beginning of this post, but what I do know is that more complex thought and conversations are necessary in order to save ourselves from the pigeon holes and land mines of conversation and interaction via social media. And, if it wasn’t already evident, let’s drop the name-calling, shaming, and dehumanizing words when disagreeing with others. It serves no other purpose than to diminish ideas without actually addressing the problems with the ideas presented.


image credit:  Some rights reserved by mcclanahoochie


from The Wayward Celt http://feedproxy.google.com/~r/TheWaywardCelt/~3/OK7SPM5SjsQ/just-yes-or-no-thank-you

Advertising gone wrong – sexism exemplified

Dewars-Baron-commercialI was going to post this week about how Dewar’s completely screwed up their latest ad with some appalling sexism. But it seems the larger whiskies community really beat me to the punch, and with far more effect! So, instead, I’ll just touch on the problem and highlight some of the better blog articles posted as well as the results:

Fred Minnick’s post went viral in our small community of whisky geeks on Twitter and Facebook, and was even picked up by some larger media houses while the Whiskylassie also had some very choice words. Quoted from her Facebook page post:

Honestly I am not a feminist, when I saw this today I gasped!
Jumping the grenade, definition (urban dictionary) – to swoop in and remove the fat ugly chick.
Dewar’s latest campaign called Meet the Baron uses “the grenade” in this ad. A large blond is led away and in the end the Swedish bikini models are the reward.
When Dewar’s was questioned by someone on twitter their reply was: the blond is the villain…
THIS IS WRONG on every level.
Please sign, share this petition. The only way this type of horrible sexists advertisement will end is if we say so. Thanks  (link to petition redacted)

Yup, you read that right. The Dewar’s ad spot used the sexist trope of an overweight and homely looking woman to play the role of the undesirable from whom the Baron as wingman saves his drinking pal. For even better explanations and discussions on this I implore you to read Fred’s post above, as well as Media Bistro’s….

Media Bistro even picked up Fred’s post and then Business Insider reported the same…. all of which lent pressure against Dewar’s whom actually responded to Media Bistro and simultaneously pulled the ad spot. While Dewar’s response was quite tepid at best, pulling the ad was absolutely the right thing to do.


I just hope all this kerfuffle sends them back to their drawing boards to re-imagine what a proper and respectful campaign should look like. If they need help remembering, I may just have to point them to the recent Chivas Regal spot that won my heart for doing it right: The measure of a man:

from The Wayward Celt http://feedproxy.google.com/~r/TheWaywardCelt/~3/ox5jpU7bdjo/advertising-gone-wrong-sexism-exemplified

My top performing posts in 2013

waywardcelttop_spots .

Coming up on the end of the year I’ve started reviewing my business results and impact to submit for my day job. Since so much of my work overlaps with my blog posts and activities in the social spaces I figured I could look into the results I’ve seen from blogging this past year and perhaps find a bit of business intelligence from some basic analysis. Just taking a brief look over some of the data, I think I’ve found some great takeaways gleaned from some additional back-end metrics as well…

To that end,  here’s a quick recap of my top 10 most viewed posts in 2013 (note that not all of them were actually published in 2013, but rather just the most viewed this year):


The etiquette of retweet requests (how to improve your reach)

Finding a Facebook page’s RSS feed

The fear of saying the wrong thing

YouTube and RSS: Building a feed link

Best Practices

2013: The Year of Influence

Blogging 101 for Subject Matter Experts

A discussion on barriers to social participation

Improve your personal digital eminence by adding value

Do influencers deserve to be paid?


So, what are some of my takeaways from this data?

  • Firstly, I can surmise from the top post that people are still focused on retweet numbers to drive ‘reach’ and are looking for ways to ask others to help them. By reach, I really just mean visibility and basic potential for engagement. From my bounce rate metrics on that post I can also surmise that most people didn’t find what they were looking for (ie. an easy answer to improving reach).
  • Secondly, I have consistently seen my YouTube RSS and Facebook RSS feed posts performing well week over week. This tells me I should likely look at more technically focused posts to balance my concept and theory posts around social business. Striking a balance with logistics and thought leadership.
  • Of course, some of those conceptual posts also seem to be doing relatively well. The ones which really took off look to be around getting started and how-to, with one outlier (“Do influencers deserve to be paid”) which performed well as a result of connecting the content with a related article and engaging with that article’s author. A good lesson to be learned in that one: networking with other authors and driving conversations around topics which they are passionate about will improve the performance of your own related posts.

Next week I plan to take a look at my UNDER performing posts and highlight some potentially valuable content which you likely have missed.


from The Wayward Celt http://feedproxy.google.com/~r/TheWaywardCelt/~3/pooUtRDNGR8/my-top-performing-posts-in-2013