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“People who like what they do, do it better”. This is what Henry Engelhardt had as his philosophy when he started Admiral Insurance in 1993. He wanted to enjoy work. He recognised that if his staff were happy and enjoyed work too, there would be better productivity, so he set to work with a company philosophy putting happy staff at the centre of his business model.

One initiative to promote this philosophy is to have a business team called the Ministry of Fun, a team dedicated to organising weekly social activities for staff, such as come to work in fancy dress days, such as Superhero Day, nights out, or computer game tournaments in lunch breaks.

For 14 years in a row, Admiral Insurance has been in the 100 Best Places to Work in the UK. The business has grown to a $5.6billion valuation, is in the UK’s FTSE 100 stocks and has 7000 staff across Europe and India.

ARE YOU MISSING OUT ON SOCIAL CAPITAL?
Venture capital, human capital, financial capital, leveraging, share offerings are all sources of value that are utilised in business. And, yet, businesses can still miss out on a key source of capital to help them grow – Social Capital!

The Admiral Insurance story is one of a deliberate culture setting out to build and use strong Social Capital.

Work is, and always has been, one of the most defining aspects of our lives. It might be where we meet people, excite ourselves and feel at our most creative and innovative. It could also be where we can feel our most frustrated, exasperated and taken for granted.

With the average worker now spending over 90,000 hours at work in a lifetime, the workplace has become a “centre of meaning, membership, and mutual support “, and of friendship. Indeed, many people count some work colleagues as good friends.

Work organisations are inherently social. Many organisations depend upon the goodwill of staff members, and on their cooperation with customers and each other, to achieve the goals and mission of the business. The 2016 Edelman Trust Barometer shows that the trust of the majority cannot be taken for granted.

Failure to acknowledge Social Capital and to build an environment to cultivate it may mean that your business is missing out on this vital form of capital and the opportunity to advance to the next level.

WHAT IS SOCIAL CAPITAL?
Social Capital is the sum of goodwill and potential resources available to individuals and groups stemming from their networks of relationships.

When the members of networks have established some level of knowledge and trust, it brings them to a level of commitment to each other and a desire to exchange resources with each other, and this provides a context in which innovation can flourish. People have the desire to do things for and with others within their social networks. People tend to do things to help and encourage those in their same social network, creating a cycle of mutually beneficial reciprocity.

Like monetary capital, Social Capital has some value. It can be accumulated, invested and exploited, through deposits and withdrawals. The Ministry of Fun initiatives at Admiral Insurance are examples of ‘building deposits’ of Social Capital with the staff.

The outcomes of Social Capital are:
• Exchange and Reciprocity – “I’ll scratch your back, because I can trust you to scratch mine, when I need it”
• Good spirits
• Follow through – a willingness to go the extra mile with those in your network
• Trust overcoming uncertainty – it is far easier to come to an agreement with someone with whom you have a positive connection than with a stranger. There is a banking adage that says, “A relationship is worth one basis point”.
• Team Identity, even ‘team pride’

The ‘value’ of Social Capital can be seen by imagining a workplace where Social Capital was missing, one where:
• competition trumped cooperation
• there was little trust, with too much suspicion, whispering and cynicism
• there was little willingness to:
o share information, or to share it in a timely manner
o share resources
o assist each other
• business units stay stovepiped within their silos

HOW IS SOCIAL CAPITAL DIFFERENT FROM HUMAN CAPITAL?
Social Capital differs from Human Capital (as in HCM). Human capital may be said to be focussed on the education, experience and abilities of an employee for a particular role or pathway. It is a main focus of HR and managers, who are trying to hire, develop, performance-manage, promote and retain their talent pool. There may be some overlap between Human and Social Capital depending on how a business’s culture, employee engagement and wellbeing are defined. Many businesses choose to invest in the happiness and well-being of their employees because this investment indirectly benefits the bottom line by cultivating a happier, more energetic workforce.

IS SOCIAL CAPITAL THE SAME AS EMOTIONAL INTELLIGENCE?
When Billy Aydlett became the 7th principal in 6 years at Leataata Floyd Elementary, a school with a long history of dysfunction in a low-income part of Sacramento USA, he quickly discovered that the young students were not going to be able to make progress on the academics until they had gotten help with their social and emotional issues.

However, although Aydlett had risen through teaching ranks to become principal, he was a socially awkward man who confessed to being “awful” at ordinary human encounters, so he attended social-emotional training. Since beginning the emotional-literacy work, Aydlett said he had become more aware of interpersonal dynamics, and even made going on a vacation with his wife a priority – something he had never bothered to do before. (“I didn’t see the point in that kind of connectedness,” he admitted. “But I’ve learned that it’s important.”)

Emotional Intelligence is the ability to recognise emotions in oneself and in others, to be able to harness and manage them. They are the individual skills that are used by each person to build his or her Social Capital within work or other networks.

The experience of Mr Aydlett shows that building social connections does not come naturally for many people, even successful ones!

Deliberate action needs to be undertaken to foster Social Capital across the staff in a business. Some may be able to make flourishing connections naturally, for example “She’s a ‘people-person'”, but many are not able to do it on their own.

HOW IS SOCIAL CAPITAL OBTAINED?
Social Capital is built by the types and frequency of social interactions. Staff need fresh, shared experiences and face-to-face interactions to keep Social Capital flourishing.

Attending an event together gives a shared experience, which creates their own unique narrative/stories amongst attendees.

“Do you remember when we went xxxing? Wasn’t it great!? Wasn’t it funny when yyy completely messed up? And wasn’t zzz surprising in how she blitzed it!?”

This helps develop ties and bonds, and begins trust between participants.

Team building events can be very useful. If you have met someone from the business at an event, the ice is broken. The next time that you meet them, you are further along the path than with a stranger and better positioned to ask for a favour.

Most team building falls flat because it is a one-time activity, done and then forgotten. The challenge is to keep creating opportunities for people to connect and interact in meaningful ways, outside of regular meetings or training.

BENEFITS OF SOCIAL CAPITAL
Social Capital offers advantage to businesses iv. Here is a listing of the kinds of effects achievable through deliberately helping staff to build Social Capital.

RESOURCE SHARING
Team members have more certainty about how their peers will respond to requests for help. They can drive at unique solutions due to more certainty of a favourable response.

The resources available to individuals via his or her social networks within a business or industry are very wide ranging. The type of resources that someone else could provide include:
• Offering to use their influence,
• Providing their time,
• Accessing some of their budget dollars,
• Providing advice,
• Connecting an idea with the right person,
• Offering support,
• Giving (privileged) information,
• Sharing space and tools,
• Releasing a worker to join a project team,
• Providing an introduction to the right person,
• Giving a testimonial concerning another’s abilities,
• Smoothing access to higher echelons, sponsors or approving bodies,
• Gaining opportunities for advancement and development, or
• Simply rolling up their sleeves to pitch in when a deadline looms.

INNOVATION
Those who define Social Capital claim that it can influence innovation. How so?

It can provide an excited environment full of positivity, collaboration and willingness. It can also provide ‘casual collisions’, whereby unexpected encounters may connect diverse ideas. Roman Philosopher Seneca defined luck as what happens when preparation meets opportunity. Sports commentators can be heard to regularly say that great teams or sports people ‘create their own luck’, which probably means that they show a mixture of being more polished, less clumsy, displaying a commanding, professional presence and competence.

IMPACTING EMPLOYEE ENGAGEMENT
For the last 5 years, the Gallup organisation has found that the percentage of US employees who are unengaged has remained steady at 70%. This is despite concerted efforts by executives in those years to drive engagement higher than 30% in business.

Gallup defines an engaged employee as, “[They] are involved in, enthusiastic about and committed to their work. Gallup’s extensive research shows that employee engagement is strongly connected to business outcomes essential to an organization’s financial success, such as productivity, profitability and customer engagement. Engaged employees drive the innovation, growth and revenue that their companies need.”

Using this definition, we can surmise that 70% unengaged employees have low involvement, low enthusiasm and low commitment to the business and its profitability, and this effects its bottom line.

Clearly, something needs to be done about increasing staff engagement and involvement, and one way to impact this is have an active Social Capital building, through events, training and team building/team bonding activities.

HEALTH IMPACTS
Social Capital can also impact employee health, with positive benefits for those who have Social Capital and negative risks for those low in it or without it.

A 5 year study of 65,000 Finnish Public Servants ending in 2005 showed that men with low Social Capital had a 40-60% higher risk of chronic hypertension (high blood pressure) compared to their peer males who had high Social Capital. They also had risks of an unhealthy lifestyle involving alcohol and obesity.

Interestingly, no association between workplace Social Capital and hypertension was found for women. Is this because of the natural inclination of women to socialise?

LEARNING
It turns out that happiness and learning are tied very closely together. Trying new things with your staff can generate good vibes among employees, which in turn benefits the business itself.

Positive or happy experiences activate the learning process. The ideal state of learning is called flow, when you lose yourself entirely in an activity. Flow happens when you’re so engaged in what you’re doing, that you lose track of time.

These are merely a sample of the positive outcomes available to business managers who choose to provide a positive culture and deliberately assist all staff to build Social Capital. Staff will call upon colleagues to gain access to resources that they would not otherwise have… and then reciprocate.

THE CHANGING NATURE OF WORK
In the past, we commuted to a workplace, committed to a single/or a few employers, knew work colleagues well for years and disconnected from work when we went home. Success was achieved via isolated effort through personal drive, ambition and competition.

According to Seth Godin (blogging and marketing genius), the old paradigm of a commute to rows of cubicles, with meetings behind closed doors, is all too expensive and slow. There is going to be a huge focus on finding the essential people and outsourcing the rest. It will be a high-stress, high-speed, high-flexibility way of working, with your efforts auctioned off to the lowest bidder.

Futurists predict that billions will be connected by mobile services in the cloud, working flexibly, surrounded by digital bots, assistants and learning machines. Success will be achieved through the combination of mastery, to stand out from the ‘crowd’, and connectivity, leveraging what the ‘crowd’ brings. Therefore, having a deliberate strategy to build Social Capital is a strong means of growing and leveraging connections.

The Deloitte Institute of Innovation and Entrepreneurship says that in a future increasingly defined by innovation (the capacity to combine and connect know-how), both competencies and networks will be key. It’s in this synthesis from the diverse members of the network that real innovative possibilities lie. So, whom you choose to connect with, and to whom they are connected, will be one of the defining aspects of future working life.

Workplace management, says Godin, will mean managing a tribe, creating a movement and operating in teams, sometimes in person, often online, dispersed throughout global time zones. Therefore, leaders will have to find new ways to help everyone feel like they ‘belong’.

SUMMARY
Social Capital will not disappear along with your dedicated workstation, but it will be ever evolving.

For some, building and using Social Capital is natural, but for many it is not. Deliberate interventions, such as team building activities, need to be undertaken… and repeated.

Consider these questions too. What happens to the networks when someone leaves the business? And, similarly, how does a new hire develop any relationships or break into existing networks?

Choosing regular activities that are unique and slightly outside of people’s comfort zones can encourage them to gel together for the first time or in new ways, building connections from which they can draw resources – Social Capital!

What are you going to do to build and leverage Social Capital in your business?

49 Seconds is a Team Building business that understands the value of social capital for businesses. It provides interactive team building/bonding events with military themes. These are unique, somewhat secretive, but always striking. Check out our website at http://forty9seconds.com and contact the author.

Ian Pfeffer is an exceptional facilitator and designer of training events. His company is 49 Seconds Team Building in Sydney Australia. 49 seconds offers innovative and striking military-based interactive team building/bonding events, reflecting Ian’s 15 year career as an officer in the Royal Australian Navy. Being a 20 year veteran of training design, delivery and management, Ian brings extensive experience and knowledge to the team building field. His special focus is on generating Social Capital for businesses.

Believing that you that you are unacceptable or unlikable socially can be painful. Lack of self-confidence can make you get afraid to interact socially. When in situations where you will be observed by others or where you need to speak in front of a crowd or to strangers you might feel anxious. This might cause you to act awkward. You might avoid eye contact and behave too cautiously. The idea that you are socially unacceptable might get reinforced to you when you feel that other people react strangely towards you.

As the result of the challenges you face you might end up avoiding social contact even though you know being in social places and interacting with others is a big part of any persons’ life. We cannot always avoid social situations in living our daily lives. You might get invited to parties where friends are celebrating or by colleagues at work celebrating their birthdays. It is not always possible to avoid interacting socially.

So how do you improve social self-confidence when you do not have it? Before I tell you how, let me start by telling a little story about a rat.

When you have a rat in the house that eats up your tomatoes and messes up your fruits. To catch it, you would need to know how and when and where it operates. You would want to catch it when the house is quite with a piece of cheese in the mouse trap or place a rat poison in places where the rat is likely to hang around.

A similar approach is applicable to improving self-confidence. You need to understand how your mind operates and what patterns you go through so that you can interrupt those patterns and form new ones.

The first trigger is mentally, you get images of you doing something that will cause you embarrassment. What you think is what you feel. Your thoughts cause you to feel anxious. When feeling anxious you respond by avoiding interacting socially and the result is that you lack social self-confidence. To overcome social anxiety therefore you need to influence this pattern. Let’s draw how the pattern looks like:

social situation (environment) – images of embarrassment (thought) – anxiety, fear (feelings)- avoidance (response)

We do know that we cannot change the external environment (sometimes you will be in a social situation whether you want to or not). We can only influence ourselves internally in terms of how we respond to the external environment. Constantly trying to avoid social situations may serve as a temporary solution. However, this cannot guarantee long-term success towards improving how you interact socially. What you can change is the thought process, your feelings as well as your responses.

Past failures might have conditioned you to view every social situation that you need to interact in as anxiety triggering. We are human after all human, once we are burned we never want to move near a lit candle. So to help you improve social self-confidence you might first need to forget past failures and try to change how you view social situations first. Here are the 3 ways that I have developed to help you overcome social anxiety and improve social interaction.

1. View social situations as opportunities by recalling past success

Some successful sport teams have a tradition in which they take players through past successes before a cup final. The players get shown previous cup finals before the match and get taken through all the trophies that the team has won before. The past success of the team helps players get motivated to win another cup final for the team. If you ever had past successes interacting socially use this as anchors for yourself. Remember how you successfully delivered a presentation in front of an audience and interacted very well with a stranger. Have you ever been in a situation where you delivered a public speech and did well despite your fear? This is the time to have these memories fresh in your mind. Remembering your past successes and celebrating past victories can help you believe in yourself and be able to overcome present anxiety feelings toward social interactions.

2. Use visualization to empower yourself for social situations

Access the power of your subconscious mind by constantly picturing yourself interacting well socially. This need not take long. Just spending 5 minutes seeing yourself approaching a stranger and having a pleasant conversation or picturing yourself delivering a great presentation publicly can help. Once our mind has been where we want to be, our bodies just need to support us in getting there. By mentally picturing yourself having social self-confidence, you will be able to give yourself better strength to play out your mental images in real life when the situations calls for it. Be careful though, visualization needs to be done before a social interaction. Doing this actively as you are interacting socially might be problematic because it will force you to think about what you are doing. When thinking about what you are doing you are more likely to get anxious. So visualize before social interactions and try as much as you can to remain natural when in social situations.

3. Make social interaction a challenging game of exposure

Sometimes we take ourselves too seriously and this does not help. Improving social anxiety requires you to occasionally have a playful attitude. Use a playful attitude to expose yourself socially. Exposure is scientifically proven to be very effective when it comes to improving social anxiety. I know this is the last thing that you might want to hear because when you are uncomfortable interacting socially the immediate response is to avoid social interaction. However, the more exposure you get interacting socially the better you will become. Aim to start a small conversation every time you are in a social situation with a stranger. This can be as simple as saying hallo to a cashier each time you pay for items in a store or when shopping. Just asking the cashier his/her name and thanking him/her for the service is enough to get you going.

Few of us remember to appreciate cashiers when shopping, you will make their day just showing appreciation and equally improve yourself. Try as much as you can to expose yourself.

Petrol attendants are also good people to interact with in a non-threatening environment to start a conversation. This is better done playfully so that you see it as a challenge instead of getting too serious and reading too much on the results. The more you bring it to your awareness to interact with others the better you will expose yourself and improve how you interact socially.

Spending time with a friend who is not afraid to interact socially might also help in this situation. Human beings learn by seeing also. If your anxiety is specific such as falling in a public place then get a friend to pretend falling in a public space so that you can visually see that the results are not as worse as you thought they would be. Expose yourself without emotional attachment. Use a playful attitude with any friend who is comfortable interacting socially and have fun doing so. Practice makes perfect, this is also true in getting rid of social anxiety.

I am committed to your success and would love to share strategies with you that have helped me change my own life and the lives of many who I have helped achieve their goals. Subscribe to my monthly newsletter for FREE to receive emails about the strategies that I have used to change people’s lives visit http://www.phillipramphisa.com/ to subscribe.

Learn to improve self-esteem and self-confidence for accelerated success and goal achievement in your life at http://confidence.confidence4success.com/

Social entrepreneurship is a major area of interest in many social and civic organizations and has a significant impact on many areas of society. During the past decade economic resources have become more difficult to acquire and society has continued to exhibit economic and cultural decline. Concurrently, communities are in need of initiatives that will enhance their financial viability and programs that will enhance the overall viability of the population.

Social entrepreneurship initiatives are ventures that can serve as a method of increasing the social value of a community, organization or cause while enhancing the financial viability of a not-for-profit organization. With this being stated, social entrepreneurship has been defined in different ways by many different theorists. Gary McPherson, Executive Administrator of the Canada Centre for Social Entrepreneurship, states that social entrepreneurship involves various individuals working toward meeting social and economic goals simultaneously; while Bill Drayton, CEO of Ashoka, defines social entrepreneurship as a term coined to describe “individuals who combine the pragmatic and results oriented methods of a business entrepreneur with the goals of social reform.”

A more basic definition of social entrepreneurship states that it is “the process of using entrepreneurial and business skills to create innovative approaches to social problems.” Therefore, it is a methodology that is presently being used to resolve community and societal concerns globally. Social entrepreneurship as an area of specialized entrepreneurship is not defined by the same titling in every culture. For example, in Latin America countries social entrepreneurship initiatives are referred to as “Micro Enterprise.” In India the same program would be identified as a “Social Mission.” Though termed differently in various regions, social entrepreneurship initiatives are being implemented to solve specific societal and community concerns by focusing on the needs and resource availability within specific geographic regions.

Social Entrepreneurship in Education Throughout the United States, many top tertiary level academic institutions are enhancing their business programs by including a curriculum that caters to the study of social entrepreneurship. In 2003, the Center for Responsible Business was launched on the University of California Berkley Campus. This subsidiary of the Haas School of Business was implemented with the intent of training students to be more principled and socially responsible members of society through attending “the preeminent educational institution in area of Corporate Social Responsibility.” Stanford University also has established a Center for Social Innovation as a part of its graduate school of business. This center was founded with the mission to “build and strengthen the capacity of individuals and organizations to develop innovative solutions to social problems for a more just, sustainable and healthy world.”

In 1993, Harvard Business School started its social enterprise program with its mission of “generating and sharing knowledge to help individuals and organizations to create social value in the not-for-profit, private and public sectors,” and the University of Miami has refocused its business school curriculum to include coursework in the areas of ethical-decision making, social entrepreneurship and community engagement with the primary focus being to expose students to various areas of civic engagement while concurrently teaching them leadership and team building skills.

Tertiary level institutions, including Duke, which has established a Center for the Advancement of Social Entrepreneurship as part of its Fuqua School of Business, and Columbia University where the research initiative on social entrepreneurship is embedded in its school of business, have also made strides to enhance the study and education of those seeking to venture into areas of social entrepreneurship and social venture implementation. The Association to Advance Collegiate Schools of Business-International (AACSB – International) has identified over twenty-four tertiary level institutions that have included social entrepreneurship as a part of their business college and or business curriculums.

With social entrepreneurship being perceived by many as a new way of stimulating social change, Idee Winfield believes that the implementation of community-focused service learning projects is the first step in exposing youth to the various attributes associated with social entrepreneurship. Through community involvement, youth will begin to visualize and experience the various social issues within their community and envision ways to solve these problems. Winfield states that social entrepreneurship should be promoted in primary and secondary education, and coursework should be adjusted to allow students to “see how abstract socially focused concepts can have real world applicability.” Jeffrey Soderborg, a member of the Kauffman Center for Entrepreneurial Leadership Clearinghouse on Entrepreneurship Education, is also an ardent proponent of social venture education who believes that social entrepreneurship would be more readily accepted if youth were exposed to information expounding the laurels of these initiatives during their primary and secondary academic years.

As youth expand their horizons through the establishment of entrepreneurial efforts, knowledge and exposure to information about the process involved in the establishment of entrepreneurial business effectively plays a major role in the rate at which business entities are established. A study focusing on entrepreneurial interests among black youth ages 14 to 19 identified that 75% of the youth surveyed had interest in becoming entrepreneur. The study also found that these minority youth believed that more information about entrepreneurship should be presented through their schools. They also believed that entrepreneurs have a responsibility to reinvest in their community.

Corporate Social Responsibility

Personal values often serve as the justification for entrepreneurs to focus organizational efforts on socially focused ventures. The organizational decision to forgo pursuing financial gain with the intent of using the corporations’ profit resources to enhance a community is often referred to corporate social entrepreneurship. Corporate Social Entrepreneur (CSE) is a term used to describe corporate initiatives whose primary focus is to enhance a social concern and whose secondary focus is financial gain. The corporate social entrepreneur differs from the financial profit seeking entrepreneur in the area of decisions made that affect the community and environment in which their organization functions. Research identified that in corporate social entrepreneurship business acumen serves as a factor in the success or failure of social venture initiative implementation. Research identifies that success factors associated with the implementation of social responsibility initiatives were linked to whether the entrepreneur exhibits behavior that is moral, amoral or immoral.

The amoral entrepreneur would pursue initiatives only if they were deemed acceptable by the organization as a whole. The immoral entrepreneur implements initiatives based on what can be potentially gained for self as well as for the stakeholders, while the moral entrepreneur would pursue social responsibility initiatives based on what was in the best interest of the organization. Individuals identified as corporate social entrepreneurs are individuals who are more active in community activities and are actively involved in social responsibility efforts. Corporate social entrepreneurs also are more likely to implement social responsibility initiatives based on an organization’s long term objectives.

While many corporations are looking for ways to increase their social responsibility efforts, in some regions corporate responsibility efforts are not progressing. A policy paper, “Corporate Social Responsibility in Latin America and the Caribbean,” documented that corporate social responsibility activity in this region has “stalled.” The reason for stagnation in this region is “minimal government involvement” and the lack of “private sector involvement.” It was also identified that initiatives to implement programs focusing on social responsibility are often initiated outside of the market, and then subsequently not embraced by stakeholders who reside within this geographic region.

Corporations are continually looking for ways to increase corporate advantage through their social responsibility efforts. While proponents of corporate social responsibility believe that corporations are obligated morally to engage in efforts to enhance social, community and environmental concerns, many stakeholders believe that social involvement should only be initiated if the efforts are going to strengthen the organization’s image, brand, moral or stock value. With this in mind, corporations have separated social issues into specific categories.

These categories are social concerns that are general, social concerns that are value chain based and concerns that focus on social dimensions of competitive contrast. Generic social issues are identified as social concerns that do not directly affect the company’s operation and do not have an effect on a company’s competitive advantage. Corporations are least likely to get involved or invest in projects that focus in these areas because they will not receive a high value of return on their involvement. Value Chain Social Impact issues can significantly affect a company’s operation and can have an impact on the way a company conducts business. Corporations are more likely to be involved in value chain concerns, but only after conducting due diligence studies to ensure that a return on investment will be achieved over time.

Social issues that affect a company’s financial profitability or serve to enhance or increase a company’s competitive edge are likely to be areas that a company will invest in because of the direct impact that these initiatives will have on the company’s overall viability and stability. An example of a social dimension projects is General Electric’s investment in under-performing high schools throughout the country. General Electric believes that through investing financial and professional resources in under-performing high schools in areas where they have substantial financial investment, they are investing in enhancing a community, as well as directly increasing their future employment prospects.

Whole Foods Market is an organization that has taken control of its social value position through purchasing products from local farmers. Also, Whole Foods maintains strict controls over all of the products produced and sold in all of its locations. They even have extended their social and ecological efforts through offsetting the use of in-store electricity with the installation of wind conversion generators, converting their trucks to operate on bio-fuel and trucking spoiled produce to regionally located compost sites. Though the investments in these technologies may be costly at the onset, the long term financial, civic and market exposure benefits far exceed any initial costs incurred.

In the area of corporate philanthropy many corporations are at a loss. They continue to be involved in the conflict between philanthropic giving and investor requests for increased profits. For this reason many corporations engage in context-giving programs. Context-giving programs are programs that are defined as allotting resources to specific projects that will enhance the community while simultaneously enhancing the corporation.

Examples of context-giving initiatives include the Cisco System Networking Academy, which trains computer network administrators and provides job opportunities to those who complete the program; the DreamWorks SKG film production program that trains low-income individuals in occupations that are needed in the film and entertainment industry; and American Express Travel and Tourism Academy which trains high school youth for careers in the hospitality and tourism industry. Corporations that invest in corporate-giving social venture programs are concurrently gaining positive return on their social investment, improving the economic climate of the communities where they are located and gaining positive exposure for their organizations.

At times social ventures do not have the intended impact on the community. A study focusing on the impact of community focused business ventures found that businesses started with the intent of enhancing a community often lose focus by becoming focused on profitability and competition. Competition and self-focused motivators were identified to be factors that played an additional role in the impact and economic role that entrepreneurial ventures have in community settings.

While many foundations, trusts and philanthropic organizations, accumulate and distribute resources with the intent of providing services to enhance specific community or social causes, many of these organizations are looking for ways to gain public exposure for their efforts. Organizations also attempt to leverage their gifting efforts through seeking not-for-profit organizations that are willing match the funding received. The success of funded programs is evaluated through performance outcomes and indicators, and through promoting the organization’s work through success stories provided by program clients. These methods are viable ways for funding agencies to acquire value and exposure through their philanthropic efforts and simultaneously continue their efforts to enhance the communities in which they invest.

With the social philanthropic efforts of Warren Buffet and Bill Gates gaining a high degree of attention, and many leaders engaging in activities to promote social advocacy, corporations are seeking ways to also gain exposure with social entrepreneurship. Social entrepreneurship from the corporate perspective can be defined as corporate social initiatives used by a corporate entity as vehicle to show support for social causes. In recent years, many Fortune 500 companies have implemented social ventures with the intent of enhancing their corporate image through providing funding for various social causes.

McDonald’s is one such company that has funded social causes for many years. McDonald’s primary social venture is the Ronald McDonald House Charities. The Ronald McDonald House provides lodging for the families of adolescents, ranging in age from birth to 18, who are receiving critical care for illness in communities that are away from their community of residence. The Ronald McDonald House allows families to reside in these temporary living facilities throughout the child’s period of treatment at no charge.

The Federal Express Corporation also funds programs focused on the implementation of socially responsible programs. FedEx is a supporter of St. Jude’s Children’s Hospital and has been acknowledged by Reader’s Digest as one of “Americas Best Charity Minded Corporation.” Federal Express has also been recognized for providing funding for numerous community and civic organizations, including March of Dimes, Heart to Heart organization, an organization that focuses on delivering food and health resources globally, the United Way and the National Civil Rights Museum. These are just a few of the charitable initiatives that allow Federal Express to present itself as a socially conscious organization.

Virgin Mobile has partnered with Youth Noise, a not-for-profit organization that brings youth together for networking and brainstorming opportunities, and Stand Up for Kids, the largest all volunteer not-for-profit organizations in the United States, to implement an initiative to expand its corporate social responsibility activities. The project involves recording artists donating ring tones to Virgin Mobile and through partnership agreements, 5% of the proceeds received through ring tone sales are donated to various “Virgin Mobile Charity Partners.” This initiative, established in June 2006, is being positioned to raise over $250,000 annually.

For social ventures to gain global acceptance, corporations need to become involved in ventures that allow employees and consumers to see the social, community and external benefit of these ventures. This process is identified in countries south of the United States, where the concept of social responsibility is one that has been embraced by many but implemented by few. Many government organizations expect non-government, or private organizations to take responsibility for ensuring the stability and longevity of the resources throughout this region while the private sector is looking toward government agencies for intervention.

Paul Van Putten, is an educator, entrepreneur and business consultant in the areas of social entrepreneurship, entrepreneurial start-up, marketing, media management and leadership engagement. Dr. Van Putten has seamlessly transitioned between both academic and corporate environments having served as a College President and Corporate CEO. He has also served as a consultant with national and international organizations. [http://www.nationaletc.com]

The Social Media Manager is becoming the go-to person for businesses who require assistance with their online marketing efforts. It’s no secret the impact social marketing can have on a business and the advantages its brings. And it’s also no secret that most business owners cannot handle their social marketing all on their own.

A Social Media Manager does a whole lot more than just posting status updates on profiles. Social media management encompasses figuring out the who, the what, the when and why. Who does your business want to reach? What is needed to reach them? Where are they most active? Why should we use social media as part of our marketing efforts? Many businesses are finding that outsourcing or hiring someone to manage their campaigns is becoming an important part of using social media for marketing. An outside individual can usually see the bigger picture more clearly.

Social media management is a position that has attracted a huge amount of attention and membership in recent years. I see the main reasons for its popularity as:

– Low entry barriers

– A high demand for the services

– Big rewards

But is it really for everyone? Honestly, there are now a lot of social media managers. Some very, very good. Some really, really bad. So how do you filter out the bad ones and find the good ones? Well, the good social media managers will know their stuff and they understand what it takes to be successful.

Here are 21 questions you can ask your potential social media manager and what the better answers should look like…

1. How do you define success?

The amount of followers isn’t the only sign of success in social marketing. A social media manager should be able to help you define success on a strategic and tactical level, in order to support your larger marketing goals. If a social media manager has a limited view of success, or is unable to explain performance measurement beyond the volume of audiences, they won’t be able to provide you with higher level strategic solutions.

2. What sort of results can we expect?

A good social media manager will manage your expectations and let you know what results you could achieve. Remember that social media managers are not psychics. They should act on your behalf using the best practices of the industry, but there is a lot that is out of their control. They should be able to give you a rough idea of what they bring to the table based on their previous results and experiences. If a social media manager cannot communicate this effectively to you, then they probably don’t have the level of experience you need.

3. How is ROI defined in social marketing?

Contrary to popular thinking, ROI can always be measured in social marketing. But it can be perceptual. What are your goals? Were they achieved? If so, then you had a positive ROI. Did your campaigns help your business in any way or have any positive effects? If they did, then you were successful. Social marketing ROI is not always tied to tangible business benefits. Ask the social media manager which factors can be measured and how they will be reported to demonstrate the value they bring to your business.

4. What social platforms do you specialise in? Why would these particular platforms be right for our business?

Different social networks have different audiences and practices. Not every network is right for every business or industry. For example, how could a pharmaceutical company possibly engage in drug marketing on Twitter? The reality is that most businesses can take advantage of the networks out there in some way, but if there are limitations, you want your social media manager to be aware of them.

5. Should we be on every social platform?

A social media manager who has done their research on your business should know your target audience. How this is answered is the key because it provides you with an instant understanding of their perceptions of your business. If a social media manager extends your business visibility to many networks, then your marketing efforts may spread too thin and mean some of the campaigns might suffer. They should pick where your target audience is already situated and focus on maximising performance on those platforms.

6. Would Google+ be worth using for our business?

This should highlight the extent of your potential social media managers Google+ knowledge. Google indexes Google+ content faster than content posted anywhere else. It’s a platform that has grown rapidly since its launch in 2011 and is now one of the main social platforms. A social media manager should know this and should understand whether your target audience is present there, thus viable for your business, and how Google+ can be leveraged to fulfill your wider marketing objectives.

7. Could you give us an example of a limitation on a social platform that you have experienced? How did you overcome this?

A social media manager should know that social networks come with limitations; API calls, bandwidth limitations, character limits etc… If a social manager has never run into limitations and hasn’t experienced how to overcome them, then this likely means that they are not very experienced. In fact, they will probably be completely new to the social landscape. Asking how they overcome any hurdles with their past or current clients will give you a good indication of how they respond to adversity.

8. Can we run a “Like and Share to Win” style contest on our Facebook page?

If a social media manager does not know the answer to this, then move on. Its imperative you find someone who knows the rules and guidelines of each and every social platform and who will not have your business in violation of any Terms of Service. As a heads up, on Facebook you have to use a third-party app to host the contest and cannot use the ‘Share’ button, ‘Like’ button or require a comment in order to be entered to win.

9. Have you ever had to handle a social marketing crisis? If so, could you provide an example?

Asking a social media manager to define what that ‘crisis’ means to them can highlight their level of experience. If their biggest crisis consists of miss-typing a URL on a Pinterest pin and not noticing until their client asks why there’s so many messages about broken links, then chances are they are vastly inexperienced. It’s also insightful to ask what steps they took to resolve the crisis and how the situation was handled.

10. Could you show us some of the clients or projects you are currently working with?

Any reputable social media manager will show you their client accounts. And be proud to do so. Some profiles will probably be doing better than others depending on each campaigns goals and strategies. If they dodge the question or cannot show you anything, then it should rightfully lead you to think they are hiding something. Social media managers who take pride in doing quality work should want to show you their portfolio. Imagine turning up to a sales pitch without a product sample. Clients would never even think about placing an order unless they can see what they are buying.

11. How would you allocate our social marketing advertising budget?

A social media manager should be able to describe a plan for how best to allocate your advertising budget and how they would know if it’s successful. Specific metrics and KPIs should be given, analysed and reported. The choice of advertising platform will also allow you to gauge their perception of where they think your business should be promoted, in what format and to what audiences.

12. What will our responsibilities be as a client?

A social media manager doesn’t operate in a vacuum. They will need to be in the loop with your other marketing activities. You’ll also need to provide any necessary resources and wider marketing information or materials. A social media manager should have clear guidelines for their role, and yours as a client. This should typically be communicated to you prior to establishing a working relationship.

13. What are our competitors doing in social marketing?

Any social media manager who values your work opportunity will do initial research before sitting down with you. If they doesn’t know what your competitors are doing, it should raise alarm bells. A social media manager should be able to give you insight into the way your competitors are using the major social networks like Facebook, Twitter, LinkedIn and YouTube right from the offset. This can always be researched fully later, but will give you an idea into their proactiveness and organisation.

14. How do you evaluate new social platforms? How do you stay on top of the latest updates and innovations in Social Marketing?

The social landscape is always changing. Even the most experienced social media managers need to refine their skills, update their strategies and practice new techniques. A social media manager should have experience with building engagement and showing results across multiple platforms and with several different tools. There are some platforms considered to be the juggernauts right now, but remember the days of AOL, MySpace and eBay? Would you hire a social media manager who pitched engaging your I.T customers on MySpace? I doubt it. The point is that the social landscape is dynamic and a social media manager should be constantly evaluating new platforms and making recommendations to you on whether they are suitable for you to explore.

15. Do you offer community management in your Social Marketing services?

Social engagement doesn’t end when you publish your Facebook page. In fact, creating profiles is often the ‘easiest’ part of the process. The execution of the community management strategies that follows is the more difficult (and more expensive) element. It is important to know how your social media manager approaches community management and what strategies and tactics they will use to interact with your audiences. If you don’t know this, then you will have no clue on how they will manage your brand online. You should have guidance and offer feedback into how your business is positioned and wants to be perceived online.

16. Do you have your own blog? Do you currently write content for various Social platforms?

Social media managers should practice what they preach. You can ask to see their blog in action and see if they are posting regularly. Being a social media manager is about so much more than updating Facebook and Twitter. Content should be balanced, otherwise your social streams will either be giant advertisements or lists of interesting articles that they came across. A good social media manager will be able to write effectively, allowing you to have a constant stream of interesting and engaging articles. They will also be SEO savvy and content will be optimised to have the right keywords in the right place, ultimately linking back to your business. You can ask to see what articles they have already written so you can determine whether or not their style of writing would fit your business.

17. What blogs or social sites do you regularly read?

Social marketing is always evolving and effectively marketing on social platforms can be a bit like trying to hit a moving target. Google+, for example, had become a commonly used tool for 40% of marketers within only a year of launch. That is a huge gain in such a small space of time. This is just how social marketing works. New blogs and social sites come and go within the blink of an eye. A good social media manager should stay on top of these changes, which means a lot of reading. They should be able to list multiple reputable social sites and explain why it is they follow them.

18. What is your understanding of Edgerank?

Social media managers that know their trade will be able to explain about Edgerank to you. Edgerank is basically what runs Facebook posts. Without knowledge of this, they will have little insights into how to properly optimise Facebook campaigns. Edgerank determines who sees what, when they see it and how often it’s seen. It also provides a good picture into their technical knowledge and understanding of social marketing.

19. What do you think is the most important thing a Social Media Manager should be doing?

A solid answer you should look for would be something along the lines of ‘monitoring’ and/or ‘listening’ to your audiences within your social domains. It’s quite an ambiguous question, but the answers will provide insight into their general thinking about managing your social campaigns. The key word many fail to incorporate is social. If answers are not somewhat geared towards a social dynamic, then they have missed the point completely.

20. Could you tell us a story?

These type of answers are commonly used in interview processes to see how someone reacts to a random question. In this instance, it’s actually a well-thought out question for two reasons. Firstly, if a social media manager has the ability to tell a compelling story, that will give you a huge advantage in all levels of your social marketing activities. Secondly, it puts them under pressure and you are able to gauge how they handle something unexpected.

21. Why should we hire you?

I honestly don’t like this question but I think it is fair to ask a social media manager this directly before hiring in order to see how they can sell themselves. This could have strong implications if your campaigns are tuned towards sales and lead generation. A social media manager should demonstrate how valuable they can be to you and what makes them different or valuable in your situation.

There are definitely more questions that could be asked. Some will no doubt be specific to your business or industry. Hopefully, asking questions like these will help you determine the right social media manager for your business.

What questions would you add to this list?

One final thought though… I don’t think this is a position that should be taken lightly, or seen as an entry-level position. A social media manager will speak the lifeblood of your business to an indefinite amount of customers. The skills needed to fulfill the diverse tasks of varying social marketing campaigns means both expertise and experience is crucial. Would you trust an unproven CEO to run your business in a new direction? Would you trust an unskilled social media manager to guide your brand online?

Blog: http://www.stuartjdavidson.com

Free eBook: “How To Win In Social Media” -> http://stuartjdavidson.com/how-to-win-in-social-media/

I’m a freelance digital marketer and web designer based in London, UK. I make my living online and I will teach you how you can too…

A great social media manager is, as Ron Burgundy would say: “The balls“.

It’s an undisputed fact that every business needs to be active in social media. The ever-changing demands of the modern day consumer requires brands to think fast and adapt quickly in order to stay one step ahead.

The role of a social media manager has appealed to the mass generation of socially-active internet users. It’s hard not to. Especially when some might think that you can earn big bucks from posting Facebook updates. Hardly.

Being a social media manager is kind of like being a stand-up comedian. You have to quickly understand your audience and your engagement with them is vital. In order to accomplish this, you need to know if the audience is laughing at your jokes and you need to know this in real-time. If you can do this, then you have already won the crowd.

So, how do you become a social manager? More to the point, how do you become a great social manager?

The answer will be surprising to some. Firstly, you have to want it. Second, you have to love it. Third, you have to learn it. And even if you tick all these boxes, you should ask yourself: “Am I a social person?” If the answer is no, then becoming a social media manager is probably not for you…

So let’s take a look at the stats.

• LinkedIn shows 57,910 results for “social media manager”
• Social media has now overtaken porn as the number 1 activity on the web
• 97% of all consumers search for local businesses online
• 71% of consumers receiving a quick brand response on social media say they would likely recommend that brand to others
• 93% of marketers use social media for business
• In terms of difficulty of execution, nearly half (49%) of B2B marketers put social media marketing at the top, followed by content marketing (39%), SEO (26%) and mobile (25%)
• 77% of B2B marketers use a blog as part of their content marketing mix
• On average, 25% of marketing budgets are now spent on content development, delivery and promotion
• 78% of small businesses attract new customers through social sites
• When asked to rank their company’s social business maturity on a scale of 1 to 10, more than half of global business executives gave their company a score of 3 or below

But the statistic that is most relevant to this article is:

• Just 12% of those using social marketing feel they actually use it effectively.

Being a social media manager brings with it some key benefits within a freelance setting. The most recognisable being the fact that you are your own boss. You make the decisions and answer to no one. You send the invoices and you set the policies. Heck, you could sit in your underpants all day on the computer if you wanted to.

The other is money. It is an in-demand role, but one that companies are still struggling to come to terms with. Some companies realise and understand the value social media could bring to their enterprise and are willing to invest heavily in robust social media campaigns. Being your own boss, you can decide how to set your costs and price accordingly.

Another attractive reason is the low barriers to entry. With low start-up costs and plenty of online resources (like this one!) to rapidly decrease the learning cure, anyone can launch a freelance social management business within a short space of time.

I’ll tell you my story shortly but first, let’s explore the essential skills you’ll need to become a great social media manager..

Fundamental Skills:

Marketing Knowledge

You should have a good grasp of the basic marketing principles. Some education in marketing would be beneficial, but otherwise you can find many quality resources online.

Experience

Your experience doesn’t necessarily have to be limited to life experiences. Have you managed your own social media profiles for a while? Do you know how to effectively maintain your own social accounts and understand what clients expect?

Sociable

I touched on this at the beginning of the article. If you are not a sociable person – someone who doesn’t like communicating much and isn’t very outgoing, then becoming a social media manager just isn’t for you. Sure, you can hide behind a keyword and monitor for a while, but clients will usually want to meet, speak on the phone, or have Skype sessions at some point.

Project Management

You don’t have to have a Prince2 certificate, but you do need to be able to manage projects and your time well. It’s typical for social media manager’s to work with multiple clients at any one time. Keeping tabs on everything is important so that it doesn’t get overwhelming.

Technological

Social media exists online. Therefore, you need to have a certain degree of computer literacy. Having good knowledge of social technology will enhance your services and ensure you are keeping up to date with the latest social trends and developments.

Interpersonal Skills:

Communication

It kind of goes without saying that if you’re going to be representing a company and engaging with their customers, then you will need to have strong communication skills.

Personality

Companies tend not to want to hire people with no personality to act on behalf of their brand. It doesn’t resonate well with them, or their audiences.

Responsiveness

I’ve touched on this a few times – social media is very fast-paced. Imagine if one of your social assignments was largely focused on customer service and you didn’t respond to customer complaints or queries for weeks. People online want rapid responses. Being able to fulfil these needs can stand your client (and you!) in good stead.

Entrepreneurial

To become a social media manager in a freelance capacity, you have to be a self-starter. You should be willing to go the extra mile and take a few financial risks along the way. If you don’t land a job that pays enough in one month, how will this affect you?

Multitasking

A great social media manager must be able to effectively carry out a wide range of tasks.

Organisation

You should always be very well organised when delivering social media management services. I use all kinds of traditional tools like calendars, white boards and task lists to keep myself organised. I also use many online organisational tools, such as: Thunderbird for accessing all my email accounts in one place, Dropbox to easily share documents with clients and bookmarks to keep track of all the websites I frequently visit.

Strategic Thinking

Being able to think campaigns through before they happen and sometimes thinking outside the box when needed, are great asset to have as a social media manager. Clients tend to want to know how you will do something before letting you do it, so being able to present a clear and concise strategy is essential.

Flexible (with travel)

Contrary to popular belief, a freelance social media manager has to leave his office sometimes! If this is a problem for you, then you should think about starting another profession. Nearly every sizeable project I undertake involves multiple meetings with the client. You should have reasonable pitching skills, as you may be required to sell your services face to face too, before being hired. You may even opt to take on in-house work.

Wider Skills:

Copywriting

Every good social media manager is a great writer. Writing forms the foundations of many aspects of online marketing, be it creating ads, writing blogs, engaging with customers, scripting sales copy or writing press releases.

Graphic Design

Pretty much all social media platforms provide the functionality to customise the interface and incorporate your own branding. If you are sharp with Photoshop (or similar design software), then you are in a good position to offer these services as part of your social media package. Similarly, creating content such as infographics, banners or images is standard practise for a social media manager.

Advertising

Every social media manager should have sound knowledge of advertising. Be it Pay-Per-Click (PPC) advertising or banner advertising, you should know the ins and outs of each discipline and understand how to optimise each format.

PR

Public relations is closely tied to social media marketing, in the sense that both involve managing the spread of information between a business and the public. You may start out not needing to have a deep knowledge of PR, as it is typically managed by larger brands who have an interest in persuading stakeholders, investors or the public to maintain a certain point of view.

Statistical

Everything in marketing should be measured. You should periodically measure and analyse your social marketing performance and produce reports to your clients to demonstrate your value.

SEO

Understanding how social media affects search engine optimisation will ultimately improve campaign performance. In 2012, there was an average of 5,134,000,000 searches on Google every day. If you think SEO doesn’t matter to your social activities, think again.

Traditional Marketing

Even though you generally won’t be involved in traditional marketing practises while undertaking a social media management role, you should understand how both forms of marketing affect each other and how each can be best leveraged to complement the other.

Video Editing

This will probably be the least used of your wider skills, but nevertheless it can assist you in your social marketing positions. I’ve had a few clients that required presentations or demonstration videos to be edited before being used within their social media campaigns. I’m for sure no expert, but having a reasonable level of knowledge in using Windows Movie Maker (or similar video editing software) can turn that video file straight from the camera into a beautiful, YouTube-ready video.

Even if you possess all the necessary skills to become a social media manager, there is still scope to improve your services by using different social tools and software. I’ll quickly recap on two different pieces of software I use that may help you in becoming a great social media manager:

• Hootsuite: I wrote an in-depth review of Hootsuite on my blog that also includes a video tutorial which should provide all the information you will need to know about Hootsuite.
• BuzzBundle: This is my favourite and most valued piece of software I’ve ever used. I use it mainly to find keywords around my content subject from across a huge range of blogs, forums and social sites and stream all this information back to me in one interface. I can then see who is discussing my topic and jump straight into the conversations to add my two cents.

What You’ll Be Expected To Do…

So, what does a social media manager actually do? As you can probably tell by now, the role of a social media manager is diverse. It’s not a case of “Well, I post updates to Facebook.” Here are a few general activities that social media managers will be expected to execute:

Strategy

You will be required to formulate campaign and platform specific strategies that meet the business objectives. You will create actions plans, content calendars, set metrics and KPIs, undertake various research activities and perform different types of analysis.

Content Creation

Content creates the foundations of any marketing campaign. How you decide to execute your campaigns will depend on the different forms of content you produce. As you would have no doubt already heard from someone, content is king. Believe them.

Community Management

Managing accounts also means managing communities. You should be the go-to person when representing brands in social domains and continually reach out and engage with your audiences. You will need to constantly strengthen social relationships in order to develop long-lasting followers.

Audience Building

Marketing to the same people over and over will not widen your scope and social reach. You should be increasing readership and your level of influence within your target audiences.

Customer Service

Many companies use social media as an instant channel for customer service. You will have to be responsive and helpful in your social activities, regularly being the first point of contact. You will be representing the brand and managing their customer perceptions.

Measurement

Every effort that consumes investment will need to be measured and analysed. I’vve previously written tutorials that demonstrate how you can set up your Google Analytics account on my blog.

Reporting

Once your efforts have been measured and analysed, your clients will want to understand how their investment has performed. This can take the form of visual aids for meetings or digital reports. Reporting is a key ingredient of any social media manager in order to prove your worth and demonstrate the value you have added to the business.

How I Became A Social Media Manager

I’ve been active in social media since July 2007. This was before the time of all the latest social marketing tools and software that nowadays are ingrained into all social marketers everyday life. Resources or tutorials weren’t as widely available that could help speed up the learning curve.

I did find an online course that looked pretty good in teaching me how to turn my social skills that I had been practising on my own accounts into a fully fledged business. I invested £600 on this online course to learn the basics and now that some years have passed, I can look back and say the value wasn’t all that great, but the ideas were there. It pushed me to think outside the box and motivated me to start my trajectory towards becoming a social media manager.

So before I had decided to turn my love for social media and networking into a freelance opportunity, I attended Brunel University where I completed my BSc and MSc in Business Management. It was at this time when I jumped on board with the poker boom and started playing online cash games and tournaments. Poker really helped me to develop my own time management, money management and analysis skills. I always knew I wanted to start my own business so this was a good platform to get my feet wet. Throughout my time playing poker, I was always engaged in online social discussions and even wrote a few guest posts for poker sites.

Before I knew it, I was a fully-fledged freelance social media manager…

So to kick-start my freelance social media work, I joined a bunch of freelance sites like Elance, oDesk and Freelancer. I still use some of them today.

After a few years of freelancing on small one-off projects and developing my social marketing acumen, I was hired by an online business services company to run their social media campaigns, as well as handle all their own clients social marketing campaigns. I still work with them today, which just shows the power of forging good working relationships.

I managed to attract clients in most months for the next few years and each project ended up being pretty diverse from the next. This allowed me to develop wider skills that I have since found almost a necessity in order to provide a well-rounded social media marketing service. I mentioned some of these wider skills required to become a great social media manager towards the middle of this article.

I also kept maintaining and building my own social media profiles. It’s important to practise what you preach and showcase your expertise on your own domains. My social profiles have regularly attracted clients, which keeps work coming in and builds up my networking potential.

I have been writing on my blog for a few years, but only recently updated my site. My own social activities also serve to build traffic to my sites, where I generate passive income. I like to “listen” to the social environment and engage with people who are already looking for my content. This serves well in building and strengthening connections, as well as attracting targeted traffic.

I have also been a keen guest blogger. I believe that writing articles for other relevant blogs only serves to increase your scope and exposure. Once or twice, I have had my articles featured by online magazines and publications, which was always nice.

Keeping my ears to the ground and getting myself ‘out there’ was one of the things I promised myself I would do, even though I knew the vast majority of my time would be spent in my home office. I tried to regularly meet up with business connections and clients to make sure they could match an online persona to a real life face. The vast majority of the time, I even managed to remember my business cards!

A strategy I’ve always tried to employ while freelancing is to try and turn one client into three. What I mean by that is word of mouth is the most powerful advertising there is. People do act on solid recommendations that their friends make. I found that taking as basic an approach as asking clients at the end of projects if they knew anyone who could benefit from social media marketing, worked out surprisingly well.

As social media is such a dynamic environment with start-ups booming and busting every few months, I knew that it was essential to keep up to date with social developments. Every so often, a client would ask me to set up profiles or campaigns on sites that some social media managers would have never heard of. Keeping tuned in enabled me to have at least some knowledge and experience in using these platforms, which dramatically lowered my learning curve and ultimately lead to better performing campaigns.

Around a year and a half ago, I decided to broaden by service offerings and set up a web design company with my business partner. “Thinking Forwards” was born in the summer of 2012. Websites and social media go hand-in-hand, so this enabled me to up-sell my services both ways.

So that brings me loosely to where I am now. Just to be clear; I have never used paid advertising or SEO for my own benefit while being a social media manager. My progression came solely through content marketing and guerrilla marketing tactics.

To Summarise On How I Became A Social Media Manager:

• Joined freelance sites
• Practised what I preached and actively maintained my own social media profiles and blogs
• Kept consistently networking and building my contact lists
• Continually created my own content on my own sites
• Took my content straight to prospects
• Proactively kept asking if people needed my assistance
• Guest blogging and featured articles
• Attended networking events and met up with clients and business contacts
• Tried to turn one client into three
• Kept up to date with new social networks and developments
• Started other initiatives where social media services were complementary
• Never turned down any work or networking opportunities
• Worked long hours, sometimes for small rewards, to build reputation, authority and presence

I thought I would leave you with some final advice from things I have learnt from my own experiences being a social media manager.

Remember that…

• Sometimes you won’t be right for a project, even if you think you are
• It’s OK to work for less than your desired amount, if the benefits warrant it
• You won’t win every contract, so don’t beat yourself up if you get turned down
• Things change really quickly in social media, so you will have to continually adapt
• You never know as much as you think you do!

Starting a career in anything takes time and effort. If you think it’s easy to become a great social media manager, then think again…

I wish you all the best in your future endeavours!

Blog: http://www.stuartjdavidson.com

Free eBook: “How To Win In Social Media” -> http://stuartjdavidson.com/how-to-win-in-social-media/

I’m a freelance digital marketer and web designer based in London, UK. I make my living online and I will teach you how you can too…