What to Look For In a Social Media Manager

Social media has become an integral component of the marketing strategy of many businesses. There is good reason for this: social media platforms bring millions of prospective clients, customers, and business professionals together, offering a dynamic, interactive commercial opportunity with few precedents in human history.

That said, to make effective and profitable use of social media, one needs both a specialized skill set and a knack for conveying the desired message.

If you plan on hiring a social media specialist to preside over your business’s online interactions, keep the following criteria in mind.

The right kind of experience and knowledge

Applicants for the position of social media manager won’t have decades of in-kind experience to fall back on, for the obvious reason that social media is a relatively novel tool. So don’t concern yourself principally with the total duration of a candidate’s experience. Instead, seek individuals whose skills, accomplishments, and outlook are compatible with your organizational culture and goals.

Ask candidates to provide descriptions and links to their past social media work, their social media accounts, and (if possible) testimonials from previous employers. You can also elicit their responses to skill-testing problems, such as “We’re hoping to design a multi-platform social media marketing campaign to promote (X), with the following messaging requirements. Show me how you would approach this assignment.”

Millennials tend to be digital natives.

We’ve all heard the standard received wisdom about millennials: they feel entitled, they have lofty ambitions but aren’t willing to work hard to achieve them, etc. However, empirical research indicates that such stereotypes are not new; rather, elders have been griping about “the younger generation” for centuries. By the same token, every generation invariably features both underachievers and high achievers.

 

Social media is one area in which millennials, on average, tend to be more comfortable than their elders. Many young professionals entering the labour force today may have got their start on social media before they learned to ride a bicycle. When it comes to hiring a social media strategist, you’ll need to dispel any lingering, overgeneralized misgivings you feel toward millennials. The most qualified candidates for the job are likely to be members of this youthful cohort.

Search for potential candidates on social media.

Candidates for a social media manager position will often have searchable profiles on various platforms, and an established online presence. As soon as you field a job application from someone, run a search for that person on Facebook, Twitter, LinkedIn, and any other social media platform your business currently uses. If you can’t easily locate the individual you’re looking for, that may be cause for concern.

Proficiency in spelling, grammar, syntax, and a conversational writing style

Your business’s social media accounts are the face of your online presence, and errors that appear in these spaces reflect poorly on your organization.

Often, a social media manager’s job description includes the curation of content for a newsletter or Storify article. Depending on the specifics of the position, a social media manager may also be required to create original content for a blog or website. A high degree of language proficiency, a strong grasp of basics like spelling and grammar, and an engaging and conversational writing style, all are valuable assets.

A background in sales, marketing, or customer service

While a long history of experience in social media management shouldn’t necessarily be a top priority, social media strategy is largely a question of communicating and disseminating your company’s message effectively. Look for candidates who have a history of solid performance in this area, bo

Actually, The Customer Isn’t Always Right

“The customer is always right” is a kernel of received wisdom that has stood the test of time—and will likely remain with us for many years to come. Of course, customer service is essential to the success and viability of any service-oriented enterprise, and no manager who fails to prioritize this dimension of day-to-day business can expect to keep h/er job for long.

Nonetheless, the world is full of imperfect people. Everyone makes mistakes. Some individuals are prone to losing their tempers for no good reason, have irritating habits, or place unrealistic demands on others. The odds are good that, sooner or later, you will do business with a customer who answers to one or more of these descriptions.

In other words, the tired old maxim that presupposes the correctness of the customer isn’t true. On the contrary, customers are frequently wrong.

The expertise gap.

You or your staff likely know more about the products you offer and their best uses than many of your customers do. You may occasionally have superior knowledge about what is in a customer’s best interest. If this is the case, try to be forthright.

Many customers are understandably suspicious of the motives and intentions of salespeople—Is he on commission? Will she try to peddle something I neither want nor need?

By encouraging honesty and integrity throughout your enterprise, you will garner a reputation that reflects those values, and in turn, earn the trust of current and prospective customers. You want them to feel comfortable and confident that you plan to help them, rather than exploit information asymmetries to your own advantage. Obviously, a customer who expects a good-faith transaction will be more receptive to your insights than an apprehensive one who fears a hustle.

Give your employees the benefit of the doubt.

No one is entitled to spew abusive language or direct any other form of harassment toward your staff. If a dispute arises between an employee and a customer, you should give the customer’s concerns a fair hearing, but offer your employee the benefit of the doubt.

By giving your employees the support they need to do their jobs well, you’re likely to end up with more satisfied customers too. Workers who believe that their employer will have their back in a dispute will tend to find their work more gratifying, enjoy higher morale, and offer customers an exemplary standard of service.

Of course, this doesn’t imply that you should embrace the equally extreme position “The employee is always right”. But competent, hard-working staff certainly deserve your support in the face of unreasonable customers.

Don’t reward bad behaviour.

If you dedicate yourself to the maxim “The customer is always right”, you’ll naturally be inclined to tolerate a cantankerous customer’s misbehaviour—and by tolerating it, you’ll only encourage more of the same. Don’t give in to the person who yells the loudest or raises the biggest stink; at the end of the day, this policy will do more harm to your business than good. Do you really want your other customers to perceive that the most annoying shoppers are also the ones most likely to get what they want?

Occasionally, you may have to ask a combative individual to leave the premises, so that you can concentrate on helping those who treat you with civility and respect. Bad customers are also bad for business: they distract your employees from more important tasks, and can create an unpleasant experience for everyone.

Practical Advice For Reducing EmployeeTurnover

Employee turnover is a fact of life in the business world, and not necessarily a bad thing—particularly if new entrants are exceptionally skilled and qualified, and the rate of turnover is manageable. But if you’ve experienced higher-than-normal employee turnover, you know how

disruptive it can be to the day-to-day operations of your business.

Regardless of their experience, credentials, and expertise, new hires require training and time to both become familiar with the workplace and integrate themselves successfully into its social milieu. Whereas employees who’ve been with the company for a while have had ample opportunity to learn by doing and develop automaticity with mundane tasks, newcomers initially tend to perform these duties more slowly and less sure-handedly. At least temporarily, this can cause friction, encumber productivity, and detract from the bottom line.

Much of the advice that follows can be encapsulated in a simple axiom: If you want your employees to stick around, give them good reasons to do so.

During the hiring process, favour candidates who seem compatible with your company culture.

Begin with a list of “must-have” qualities for candidates, and narrow the search down to individuals who meet those criteria. Include not only professional qualifications, but social skills and personality traits as well. Is this person equipped to handle the unique challenges of your business? Does s/he seem like s/he would get along well with the other staff, and customers/clients?

Do some research into the job market. What kind of compensation are employees in comparable positions receiving elsewhere?

Search online job boards for positions requiring a comparable skill set, and pay attention to the compensation and benefits that other companies offer—especially your competitors. If you can’t match other businesses in terms of salary, you’ll probably need to offer non-financial incentives—such as a flexible work schedule, greater convenience, shorter hours, or legitimate prospects for upward mobility—to convince employees to stay.

Praise good work, and offer specific constructive criticism of not-so-good work.

Everyone likes to hear that s/he has done a great job. By taking the time to provide positive feedback and congratulate employees on their successes, you will both enhance their positive feelings about the company and encourage desirable work habits.

Delivering criticism of less-than-stellar work in a diplomatic manner, without provoking defensiveness or resistance, is one of the most delicate tasks that managers face. Begin by mentioning at least one thing you appreciate about the recent efforts of the employee in question. When you arrive at the substance of the critique, be very specific about what you would like that person to do differently. Avoid accusatory statements; instead, favour phrases like “In future, it would be great if you could (specific instruction).”

Offer opportunities for growth and development.

Ideally, a relationship between employee and employer is mutually beneficial: the employer garners an opportunity to elevate h/er business to new heights with the help of a talented professional, while the employee enjoys the chance to grow, cultivate new skills, and experience success in a business environment. But an employee is in no way beholden to your organization; at some point, s/he will consider moving on in search of greener pastures, especially if s/he detects a risk of career stagnation. By offering reasonable opportunities for learning, growth, and career advancement, you increase the likelihood that employees will remain with your company over the long term.

A raise or bonus can be a powerful motivating tool.

Even a modest salary increase sends a psychological message to employees that the company’s managers value their hard work, and would like it to continue. 

Should You Hire for Experience or Personality?

If all hiring was conducted strictly by reviewing resumes it would be very easy to make the best staff picks. You can quickly size up a potential employee's education and real world job experience by scanning their CV.

However, that won't necessarily provide you with the full portrait of that worker. That's why the in-person interview is a vital step in the hiring process. It's through the one-on-one interview that you can access the individual's personality and whether or not they'll be a "good fit" for your company.

All of this begs the question: Should you hire for experience or personality?

Building a Better Staff

If an employee doesn't have a specific skill set they can always be trained. That approach works best when the skills required have more to do with operating equipment or computer programs. When the requirement is something like sales or marketing, those skills might be harder to come by because they are personality based. Building a strong staff for your company means assessing your specific needs beyond the "I want to work with good people" idea.

A valuable employee needs to be equal parts dependable and a team player. The majority of folks who quit a job do so because they can't get along with a co-worker.

Is it their fault or the fault of the co-worker? How much of a role does personality play into that type of decision?

There is no guarantee that everyone you hire is going to get along and become the best of friends. They just have to work well together. However, there might be a slight edge when it comes to hiring personality over experience.

Putting Personality First

There are a few reasons why hiring an employee for their personality might be a benefit for your company. A staff member that gets along with others could mean they'll be sticking around.

A lower employee turnover rate helps increase productivity. If you don't have to take time out to retrain workers than you'll be able to focus on the tasks at hand. This idea of a productive team comes into play when there is room for advancement. Allowing for promotions within your company keeps the "family together."

The goal is to stick with the good hires and toss out the bad hires.

Every new hire means you're making an investment in that employee. Do you want your return on that investment to come back in the form of a good team member or someone who causes friction?

A person with an abrasive personality can still get the job done, but at what cost to company morale? You also have to consider your company's relationship with your clients and customers. Simply put, do you want the face of your company to be smiling or frowning? 

When to Act Without a Business Plan

Runners line up at the starting line of a race waiting for that starter pistol to go off. If they start too soon it throws all the runners off. Hesitate after the starter pistol is fired and you could lose the lead.

Now apply this analogy to making a business decision.

Are you waiting too long after the "starter pistol" goes off or did you start running before it was time? The most effective business boss is someone who is decisive and gets the ball rolling by acting quickly rather than waiting for everything to line up perfectly.

Being decisive is not about being reckless. All of your decisions should be well informed.

When is it a good time to act in starting your business?

Renting Space

Every business needs a work space even if you're just starting out working from home. When your business takes off and you're ready to expand you'll need more space. If you are investing in a franchise business than location is key. You need to put together a list of requirements to make your business a success.

How many parking spaces will you need for staff and customers? Is foot traffic important to your business? Do you foresee expanding in the near future? How much space can you effectively use? What is your budget for renting space?

Once you have definitive answers and you find a space don't waste time; sign the lease.

It might need some cosmetic improvements or better air conditioning but if a majority of your requirements are meant secure the space before it gets away from you.

Hiring Staff

If you are interviewing for a staff position and have 12 applicants, interview all twelve applicants. Maybe the first person to come through your office is the one you'll ultimately hire but you deserve to hear from everyone.

Once you've completed all interviews, make that offer. Just because you've found the perfect match for your company doesn't mean some other business isn't interested in the same person. After all, if they are the best they will be in demand.

On the plus side, we're living in an age where instant communication can happen any time of the day or night through texts and e-mails. You should have all of those contact information for any applicant.

Marketing Campaigns

Your marketing strategy will be crucial to determining the success of your business. You should be presented with many options along with a clear understanding of the potential return on your investment. After you’re presented with the plans it's vital to put them into action ASAP.

You don't want to waste time mulling over plans when there are sales to be made and customers to attract. 

Ten Leadership Skills Every Entrepreneur Must Have

Being the boss means you’re the leader of your company. On many levels, the success or failure of your new startup will depend on your leadership skills. If you’ve started a business then it’s a safe bet you have some level of leadership abilities to tap into, but there is always room for improvement.

Consider these top 10 leadership skills that all business leaders must have to be successful in their businesses.

1.      Strong Mission Statement: Why did you start this business? It can’t just be about making money for yourself. Your mission statement defines the purpose of your company and will help inform every decision you and your team will make.

 

2.      Strong Vision: Unlike the specifics of the mission statement, the vision for your business paints the big picture. It tells your employees where you want to take your business and how your staff members can support you.

 

3.      Tangible Goals: As a leader you need to set the “bar” for your staff. You can do this by establishing goals foryour business. Whether its daily, weekly, monthly or quarterly sales figures, there should be a target to shoot for. You might have to adjust these goals to meet the practicalities of your business but without them you could find your company floundering without purpose.

 

4.      Strong Team: The major responsibility of a team leader is to actually pick that team. You need to strike a balance between the prospective employees resume, their interview and your own instincts to build that cohesive team. Just know that a good leader also knows when to make changes. If an employee isn’t working out, it’s better to sever the ties and move on than dwell on a mistake.

 

5.      Know-how: You need to present an image of competency to your employees, investors and customer base. This doesn’t mean you need a PhD in the particular business you are setting up, but all of those folks will be turning to you for answers. If you don’t have an immediate answer, don’t fake it. Take the time to get it right.

 

6.      Solid Communication: Building on the well written mission statement, vision and goals you need to keep those linesof communication open. Don’t just say, “My door is always open.” Seek out your staff to get their input. Challenge them to come up with solutions or new ideas by fostering a productive and open channel of communication. Be the model of how you want your employees to communicate with each other.

 

7.      Relate To Your Staff: This doesn’t mean becoming everybody’s friend. Although it might evolve to that you need to keep the boundary lines well drawn. However, that doesn’t mean you can’t find ways to relate to your staff and visa versa. The perfect example is with any company function that can involve families. The great “equalizer” among any group of people are the common bonds shared by families.

 

8.      Positive Attitude: “There are no problems; only solutions.” Projecting a positive attitude is infectious. Your staff will be looking for you to set the tone. Make it a positive one.

 

9.      Provide Inspiration: Providing inspiration isn’t just about coming in early and leaving late. A leader will often remind his team what they are “fighting for.” That type of affirmation can help drive up productivity in any company.

 

10.  Roll Up Your Sleeves: Every once in awhile you should step out from behind your desk and get into the trenches with your staff. Let them see you’re working as hard as they are and you’ll build extremely high levels of loyalty.

Strengthen Your Business Leadership Team

It doesn’t matter what type of business you’re in, strong leadership is essential to determine success. If you’re fortunate enough to have a great team working with you on your business goals then providing the model for leadership will become your responsibility. There are many effective “tools” you can use to strengthen the bond between the team and encourage your employees to step up as leaders. Consider the following:

Give credit where credit is due

Everyone loves praise! Don’t hesitate to tell others that they are doing a good job and you should acknowledge your team’s efforts when appropriate. But you should also be fostering an atmosphere of contribution from other staff members, those who are in the background and who might not yet be a “star.” When you encourage the free flow of ideas then you might discover a hidden gem among your leadership team.

Support the families

If your team members have family obligations, you should honor those by offering support. Is it really going to hurt business by letting a dad go watch his son’s soccer game or letting a mom attend a parent/teacher conference? Probably not. However, when you support the importance of your staff’s family then you’re acknowledging why they’re all working on the same team: to provide for that family. That is going to promote stronger loyalty and leadership.

Delegate responsibilities

As the saying goes, “Some men are born to greatness and others have greatness thrust upon them.” Translation: a leader can be born or made. You won’t have a chance to help your team strengthen their leadership skills unless you provide them with the opportunity to put them to the test. A strong leader often leads from behind and allows their staff to take charge.

Mentor

You might have a handful of strong leaders already working on your team. If so, then encourage them to seek out protégés they can mentor. Leadership skills work best when they are shared. Think of this is an on the job leadership training program, just a less formal one.

Formal leadership training

Speaking of leadership training, you could solicit outside help to strengthen your leadership team. That help can come in the form of qualified leadership trainers. These trainers will assess the needs of your company and set up a series of workshops and training exercises for your staff to participate in. This could mean a weekend retreat or a day lone seminar. In either case, you might be amazed at what can be revealed when your staff is taken out of their “comfort zone” and challenged to expand their own leadership qualities.

Use incentives

You might think that a weekly pay check for a job well done is enough incentive. In today’s tough job market that might be true. However, you shouldn’t discount offering some form of incentives for your staff if they can meet certain goals. Even something as simple as a paid company lunch away from the office can get employees fired up and working stronger as a team. When that happens, leaders will rise to the top and you’ll be able to cultivate them for future assignments.

Managing Office Politics in a Small Business Setting

Simply put, you can’t maintain an office without office politics. Even a small business with just a handful of staff members won’t be able to totally hide from it. But just because office politics are part of doing business doesn’t mean they should become a distraction. Whether you are an employee, a manager or an owner, you need to keep your finger on the pulse of the staff in order to avoid potential blow-ups that can result with office politics gone awry. When left unchecked these matters can bring productivity to a screeching halt. Here are some issues to consider when confronting office politics:

Stay focused on goals

Office politics most often concern jockeying for position. Workers feel that need to always be the “number one” pick of their supervisors. The theory goes that if they become the “go-to person” then they are aligning themselves for advancement within the company. Unfortunately, this might mean advancement at the expense of other workers through gossip and back-stabbing. None of this has anything to do with achieving the goals set forth by the upper management.

As a staff member your best course of action is to complete the assigned tasks to the best of your ability. Simply by doing that you’ll automatically become the “go-to person.” If you’re in the role of supervisor, it is your responsibility to nip any gossip in the bud by asking the question, “What does this have to do with getting the job done?” Unless there is a compelling answer for that question, any rumor or gossip is just a distraction.

Avoid taking sides

The best way to confront distracting office politics is to adopt a position of neutrality. This can be a challenge, especially if you are working in a small business and are called in to judge a conflict between two staff members. In those cases, you need to deal with the facts at hand. This is where getting it in writing matters. For instance, if you are in a position to hand out an assignment, make sure everyone within the staff circle understands what their responsibility will be for that project. This isn’t an issue of picking favorites, but of utilizing the most qualified member of the staff for the assignment. By including everyone in these decisions, no one can argue with the intent. 

Keep it professional

There is no way to 100% avoid personality conflicts among staff members. No matter how thorough you conduct an employee interview, sometimes you just can anticipate how well co-workers will get along. Accept that not everyone has to like everyone, as long as they can work together and move on. Sometimes this might mean forgoing socializing with workers after hours, especially if this socializing is going to involve spreading malicious gossip. A small business tends to bond more easily than a large corporation. However, team-building outside of work is one thing, but gripe sessions don’t accomplish anything. There should be a specified chain of command in the management structure to handle any personality complaints.

Learn to Manage

Congratulations! You've been promoted to, or hired for, a management position. The job is waiting for you but what about the people? No workplace is complete with out its nuances and office-politics. If you think that technical knowledge is enough to succeed at your new position, time to wake up. There's a lot more to know.

Understand that management is "them" of the company. If you have moved up the ranks, your relationships are about to change. You simply cannot allow yourself to be friends with the same people you have to manage. Friendly yes; friends no. Anyone who has made the mistake of retaining those close friendships and then had to fire one of those friends will understand. In order to manage people well, you have to remain objective.

From the onset, let the staff know what your expectations are. How are they to be evaluated? Learn what their goals are. Also, learn to consult with your staff. Their experience is most valuable. At the same time, be sure to clarify what upper management expects of you. A common mistake is to hire managers but not supply them with all the tools they need. Don't be afraid to admit that you don't know everything.

If you see problems with certain staff, especially those who may be rejecting your new position, address the problem immediately. Your popularity is not the concern. That has to be built over a period of time. Your goal is to manage an effective team and that starts day one. Don't remain aloof. Your office is your workplace, not a private sanctum. A sign of a healthy situation is well tread carpet from that office leading in both directions.

It is often effective to listen to office gossip, not get caught up in it (or necessarily believe anything). The informal workings of a workplace are part of its lifeblood. You have to know the who's who but don't take sides, just listen. It would be a mistake to assign two employees at loggerheads with each other to a mutual task. Perhaps you can help them solve their differences but work comes first.

Step by step, establish your authority, build your contacts and learn to listen. Effective communication in all directions is your best ally.

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How to Perk Up the Disgruntled Employee

You wonder what happened. A couple of years ago, you hired a key employee who seemed like the whiz kid that would be a major asset to your team. At the onset, it worked. But, as time wore on, the shine began to tarnish. The "whiz" became a "was." It's easy enough to say the employee should go home and you'll find another rising star. But, many managers agree that you would be mistaken. Training new employees is costly, both in time and money. Moreover, if you originally spotted talent, chances are that the talent is still there. The question is what happened along the way and how can you improve the situation.

In the hustle of daily business, managers often tend to focus on the most pressing issues and ignore the secondary or tertiary ones. However, our employees are among the basic raw materials that allow the business to operate. When you consider the fact that the majority of an individual's waking hours are spent at work, it is vital to make sure that the person enjoys his work. There is a direct correlation between performance and employee satisfaction.

Perhaps the whiz kid just became part of the background. You assumed that outstanding performance would just come naturally to such a person. But, what about providing positive feedback? Has a job well done been rewarded, either monetarily or through other recognition? Have you taken the time to sit and chat every now and then? Find out what is bothering that employee. You may discover that a breakdown in the managerial chain of command has affected this person and left a feeling of disgruntlement. In that case, track down the true source of the problem and you might correct the situation. A simple discussion may reveal that your employee needs additional skills in order to perform the task at hand. In that case, attending a course or a change of task will rectify the problem.

Managing an effective staff requires time and skill. It's not enough to give assignments and sign paycheques. Remember that a loyal staff is vital to your company's success. Invest the time and energy to develop and protect that loyalty.

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The Right Staff

Remember the movie, "The Right Stuff?" It depicted the U.S. efforts to find the perfect people for its manned space program. Well, staffing your business requires the same diligence and detail. In order for your business to succeed and grow, your staff should match your needs perfectly.

If you're operating a business, chances are your business will reflect your own personality to a certain degree. After all, you work hard to build an entity and a part of you is in that business. You believe in it! You have the drive and vision to see where this venture should go. Doesn't it make perfect sense that your staff should share the same values as you?

It is important to remember that most people spend the better part of their waking hours at work. Therefore, they expect that their place of employment will be more than merely a source of income. In fact, surveys have been conducted showing that salary levels are only part of most employees' expectations.

Do you share your goals and dreams with your employees? Try letting them see the business as you do. Encourage them to be a part of the essence of the business. The more they believe, the better they will perform.

Also, how do you face your "team?" Do you have a sunny disposition? It's not always easy, especially when problems are on the horizon. But, encouraging a positive attitude goes a long way. Smiles are contagious! In the workplace, a smile makes a person feel good. Feeling good translates into a positive attitude. Positive attitude means productivity.

The bottom line is when employees want to come to work because they enjoy being there, and realize that they truly are important to the success of the business, the result is a business that really has the right stuff.

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