You heard that right – we gave everyone the right to create content for Facelift’s social media channels, and we don’t regret it for a second.
Why did we give 200 people the keys to the city, you ask?
Because we trust our employees, we trust that social media orchestration is the way forward, and we want to be living examples of it.
Social media orchestration empowers everyone at Facelift to participate in this most powerful of channels and to be the communal voice of the company. It helps everyone from HR to our developers understand what goes on in the domain that has been exclusively the territory of marketers for so long.
But things have changed in the past decade. We’ve moved past social media as solely a marketing tool; as a low-ranking, experimental channel we used “just ‘cus” we thought we were supposed to.
We put our socials in everyone’s hands because that’s how communication should be, and needs to be, in the modern world.
Now, this doesn’t mean we’re being stupid.
We still have safeguards in place. We didn’t go and manually make everyone an admin on our Facebook or LinkedIn pages (that would have taken ages and been a logistical nightmare). We just made everyone accounts in Facelift and showed them how to use it. Nobody is posting straight to your feed, drunk from beside the punchbowl at the holiday party.
Naturally, we also believe that it makes sense for all of our employees to have a fundamental understanding of our product, and by giving them this access we are making sure that they get this.
Facelift has a robust system of user controls and permission chains, so there are guardrails in place to prevent any issues. Our social media personnel – as well as native speakers of the languages we post in – always have a look at the content before it goes live. This means that people only have access to the things they need access to.
This also means that inboxes are customized so that people who need to see comments or direct messages on a specific page aren’t bombarded with comments and DMs from everywhere.
So far, in addition to marketing and demand generation, we’ve had activity from our HR department, developers, customer success, and product teams, all of which they handle themselves. They just pass it along for proofreading and brand alignment before it goes live.
Conclusion
If we’re going to make orchestration a way of life, we know that we need to demonstrate that to the world by first embracing it ourselves.
I’m not saying that your organization needs to give everyone access, or that it even should. What I’m saying is that it should give everyone a voice and the tools to participate as a single, branded organism.
Take some time to read more about orchestration and decide for yourself whether this shift in the way that modern digital communication works is something that interests your company in our recent white paper.
