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Like other commenters, I take issue with this "easy peasy" approach to digital engagement. Here are my thoughts on the matter: Social Media in 10 Minutes a Day? 7 Reasons not to be Fooled.
This recent example from IBM doesn't illustrate the best approach to helping workers increase their digital competencies, but it does reinforce how strategically important a digitally competent workforce is: http://bits.blogs.nytimes.com/2014/09/17/ibms-offers-workers-training-and-pay-cuts/.
And another critique, while we're on the subject: LinkedIn Endorsements: What You Can and Can’t Manage.
Thanks for your comment, Seth, and for sharing some of your pieces on the LinkedIn user experience. Like you, I'm an avid LinkedIn user and a big believer in the value of the platform. But I am also frequently frustrated by its shortcomings. I recently wrote about whether company pages are a worthwhile investment (see this post), and years ago I wrote about the challenges of LI groups. I'm thinking about updating that series, but I think it would have to be titled "Can LI groups be saved?" And don't even get me started on how some of my favorite features, like LI polls, are long gone...
This is a great example, Mike - thanks for sharing it! Often when I work with clients or give talks on digital transformation I hear leaders lament the challenges of getting people to change their behavior. In spite of all their power, they seem hesitant to use it, which allows for the perpetuation of dysfunction and suboptimization. I remind them that change efforts must involve both carrots and sticks, particularly when the desired change is difficult.
Coincidentally, I was just about to share this article from The Economist because I liked two of the quotes:
Both of those ideas can and should be applied at the leadership and organizational levels as well. But I believe we can't just rely on change from the top. It has to come from the bottom too, which is what I address in Part 2.