photo credit: visualpanic

In a recent article, Mike Scheuerman makes the case for CIOs walking a line–holding a dual role between maintaining an efficient IT organization and creating value through technology.

Scheuerman’s distinction between the focus on Information and technology (big I, little t) is spot on. A C-suite position is all about connecting the operation with the company strategy. The technology is all about execution. It’s the Information (big I) that moves the strategy forward.

This distinction comes up more often when it comes to IT career paths as well. Would you rather be a programmer or a project manager? For some, graduation out of a core technology role into management means parting ways with what works for them. For others, the path to a big picture leadership role can’t be short enough.

Does the focus on big I spell problems for those whose greatest contributions are in the little t arena? Not with smart CIOs, who will find ways to continually engage IT staff regardless of their management ambitions–or lack thereof.

How does your organization connect its staff with opportunities in both the I and t?

photo credit: James Jordan

Does your organization ban LinkedIn?

A contact recently shared, “My organization says I shouldn’t have time for LinkedIn, so I don’t use it. I don’t want to rock the boat.”

And it seems that many organizations feel that way, with 54% of companies prohibiting social networking on the job.

There are a lot of good reasons for such a prohibition. Productivity, confidentiality/non-disclosure issues and corporate reputation management are a few.

But there are just as many reasons that social networking should be permitted, if used appropriately, on the job.

For instance, as budgets get tighter in recruiting, many in-house recruiters are turning to sourcing candidates and publicizing job opportunities through social media, both through their own networks and by building a corporate brand online.

And many B2C brands are leveraging social media for customer outreach, for everything from sales and promotions to soliciting customer feedback. For these efforts, social media represents an unparalleled conduit to the consumer.

Even at the level of the individual employee an organization can benefit from the strong, positive relationships that your team has with other professionals.

So how can your organization reduce risk without losing the benefit that social media can bring?

1. Understand the real risks. Research your industry and become familiar with the various risks associated with corporate use of social media and web technology. Then, do some fact checking. (For instance, social media is correlated with both decreased productivity and increased productivity.) Draw conclusions on how these risks play out in your organization, and what the consequences might be. Concerns about leaking proprietary information will be much higher if your organization’s business plan relies on intellectual property. Employee safety is a larger concern for transportation-related companies, where inattentiveness can lead to accidents.

2. Catalog the potential benefits. Talk to other leaders in your organization and get a feel for how social media is used in your organization, and how it might be used more effectively. What areas of the business can leverage social media for competitive advantage? What about operational efficiencies? Many organizations have embraced Instant Messaging for interoffice communication. Would such technology help close communications gaps between departments? How might it hinder effective work?

3. Establish your span of control. Which risks need to be managed through technology, and which are best tackled through supervision, training and communication? Drawing hard lines around the role that IT plays in supporting or controlling social media use will help keep your department from becoming the Internet cops, and will increase the level of accountability and engagement from other areas in ensuring your social media policy is effective.

4. Develop a social media policy that supports success. Draconian fear-based policies do little to foster company growth or employee engagement. Consider your recommendations in the wider lens of practicality, community and organizational success. What may be the easiest solution (just block it all!) may not be the most strategic. Your technical expertise is what will flesh out the grey areas for the rest of your executive leadership team.

What kind of social media policy does your organization have? How is it working for you?