By Sharon A.M. MacLean who invites your comments following this blog.  You can also find more modern marketing strategies for business here.  bit.ly/1JuaV8k  

A strong mindset for company leadership always begins in the C-Suite.

Except conviction is lagging among executives when it comes to how business benefits from social media as a corporate strategy. “Only 52% of companies say that executives are informed, engaged, and aligned with their company’s social strategy,” reports the Altimeter Group on the state of social business. The path to 20% more revenue and 60% higher profit growth is being held up by the head honcho.

McKinsey and Company – named in the top 10 of Fortune magazine’s World’s Best Companies for Leaders- says decision makers must champion social change if it’s ever going to happen for an organization.

Social media visionary Olivier Taupin of Next Dimension Media is vexed by the gap in commitment in this Age of Knowledge. According to the New England Council for Educational Research, knowledge is defined, “Not for what it is, but for what it can do. It is produced, not by individual experts, but by ‘collectivising intelligence’ – that is, groups of people with complementary expertise who collaborate for specific purposes.”

Here are 4 vignettes we regularly come across when it comes to implementing social media for the benefit of most organizations. Recognize anyone?

The Pretender. This CEO saw a major sales initiative fail at his mid-sized manufacturing company. They needed a CRM installed to support lead generation and track sales engaged through social media. Management requested that he demonstrate strong support for the project and provide visible leadership. The CEO refused, saying: “I haven’t got the time. Who else is willing to take on this responsibility?” The CEO is a pretender. He reluctantly accepts the importance of social enterprise but would not make it a personal priority.

The Evangelist. This CEO believed the newly created infrastructure was not sufficiently integrated to handle business growth. She had a “gut feel” about personally selecting a third-party vendor to replace the infrastructure, and was dogmatic in her direction. She would not listen to her staff who had had done their due diligence. The project was over-ambitious and it failed.

The Pessimist. A CEO recognized that social media was increasingly central to his sales department. But he also was extremely cautious. “Don’t ask me to invest in training our employees; they can learn on their own time,” he would say. “I need to see ROI when it comes to social media.” Many CEOs appreciate this common-sense approach to such initiatives. Unfortunately, he concedes social media may be important but is not prepared to back his instincts.

The Champion. This CEO reviewed her competitors’ strategies. She found her rivals were all using social media in similar ways. For her, social media became a rallying point for employees. Over time, she espoused this belief in management meetings, seminars, and company conferences. This CEO had faith in social media as a source for competitive advantage and committed her time and attention to making it happen. She championed the move into social enterprise.

To reduce risk when it comes to rolling out your social media plan, consider these recommendations from Olivier:

1.Set priorities. Decide in favour of managing social media instead of controlling messages in the way of “Old School PR”. Traditional methods streamlined corporate messages through a single company spokesperson or the CEO.  All other comments by staff were forbidden for fear of dismissal.

There is an attitude adjustment about control that organizational psychologist Dr. Bill Crawford describes this way: “What if we decide that being clear, confident, creative, and caring are the qualities we want to be able to access, regardless of the situation, and that this is our highest purpose. The good news is that these qualities can be within our control, AND they will also help us become successful in achieving what we want.”

2. Review Like it or not, says Olivier, “Many of your employees are talking about your company on every platform.” Networks are changing fast and frequently which means that policies cannot be carved in stone and put on the shelf. “Why not collaborate with your employees?” encourages Olivier. “Connect with staff on the networks…teach them how to use the platforms…and give them good social media polices.”

3. Set aside quality time. Champion CEOs study rather than avoid change in the market place. They devote time to scanning new and emerging technologies while reflecting and talking extensively to others on how social enterprise might impact their own industry and business.

4. Train everyone. Educate employees on social media culture, language, and rules of engagement. “Would you rather have a trained or untrained employee?” when it comes to managing what’s being said about your company asks Sharon McIntosh in Empower Your Employees To Become Your Greatest Brand Ambassadors.

It is important for you to manage what employees are tweeting and posting, especially on issues that pertain to the workplace.

Will you be hampering their rights to freely post whatever content they see fit for their social networks? Should you just ban them from accessing their social media sites at work completely? What exactly is the proper way to go about this sensitive issue?

Next time, we’ll give you ideas for social media policies.

Lifelong communications strategist Sharon MacLean owned and published a traditional print magazine for over 21 years for business people. She is certified in Integrated Online Strategies from the University of San Francisco and the Instant Customer Mastery Certified Professional Program.