So, I haven’t been looking for a job for very long, and if I am still in the hunt in, say, November, I suppose I might have a different perspective. But by and large, it’s been all right so far. And if you, too, are searching for a new position, you might want to keep these up-sides in mind:

1) Making new friends. Really! I have met such neat people. But you have to network to do this. I guess you might make a new buddy just by showing up for a job interview, but there’s not much opportunity for bonding over “what was your base salary at your previous position?” Networking meetings are different. You have a great chance to get to know someone new when you meet for coffee or a beer or (I have done this twice!) a hike. Think outside of the box for networking meetings – people are usually way more accessible and relaxed if you can get them out of their office.

2) Learning about other industries. I am a functional specialist (communications and marketing) so I’ve worked in lots of different industries already. I really enjoy hearing about other businesses and how they run. Most people like getting a chance to share their knowledge and are surprised and pleased when you geek out on the details and want to know more (hint: ask for meetings with people in industries about which you’re genuinely curious.)

3) Becoming an expert on local coffeehouses and brewpubs. Oh, yes, I know which baristas can make a proper macchiato… and who leaves your grande half an inch short. Yes, I do. Unless you have high tolerance for caffeine, learn to drink decaf after the second meeting of the morning. My Boulder faves are Ozo, Boxcar, Atlas Purveyors and Avery Brewing Company, which has a beer ‘garden’ (patio) full of happy people that will keep your meeting lively.

Go ahead, try this at home. I dare you.

So embrace your extroverted side and get out there. I’m sure job-hunting is 100% dismal if you stick to jobs boards, but why would you do that?

P.S. yes, it’s true. After 5 years of consulting, I am ready to take the big big leap and go back in-house someplace. Onward!

The blogosphere has spoken, and its judgement was swift and harsh.

I don’t disagree – Goldman Sachs muffed the response to Greg Smith’s spectacular resignation-via-OpEd (in the New York Times! Oh. Snap.)

Yeah, they coulda done better. A lot better.

However, I don’t necessarily think the buck stops at the crisis PR team who got the ‘pleasure’ of taking on this juggernaut of a corporate mess.

First of all, Goldman’s side of the story got told, and fast. So, points for speedy PR action, Goldman folks.

But their tactics appear to have included impugning Smith’s character, trying to damage his credibility and cueing up comments from former colleagues saying he’d never work in finance again.  Goldman’s fingerprints are all over pieces like these.

Their milquetoast statement on the matter was equally unimpressive:

“We disagree with the views expressed, which we don’t think reflect the way we run our business. In our view, we will only be successful if our clients are successful. This fundamental truth lies at the heart of how we conduct ourselves.”

Ugh. Defensive. Overly broad. I could go on, but, well, ugh.

So, was this all PR’s idea?

I wonder.

I’m envisioning a powerful company leader placing a raging early morning phone call to his communications team: ‘bury the bastard who just embarrassed the firm in front of the whole world. I mean, BURY HIM.’

Maybe PR put down their coffee mugs and urged a more measured response. If so, they lost that fight.

When PR doesn’t have a seat at the table, you will not see companies making their best communications decisions under pressure.

Was Goldman’s public relations fail the result of a) bad PR leadership or b) weak PR leadership?

Either way, this company has problems.

Getting the most out of LinkedIn is not just a matter of posting your resume and accepting ‘link’ requests. If you’re using LinkedIn as part of a networking or business development strategy (whether it’s a personal strategy or one to support your business), you need Groups.

There are a multitude of public relations, corporate communications and internal communications groups. Not all are equal – some have plenty of activity, good discussions, are managed actively and well and offer insight into the profession as well as good job leads and contacts. Others – not so much.

Start with LinkedIn “Groups You May Like” to see what LI’s algorithms pull up for you. This list will also provide a gauge for how active the groups are and who’s in those groups.

Any ‘best groups’ list is subjective and reflects the interests of the blogger, but for what it’s worth, here are 5 groups that I’ve found worthwhile.

1. Internal Communication – Lots of good discussions, and some retainer recruiters are using this group. Large UK membership and it is managed well.

2. Corporate Comms Executive Network – Members are mostly from the UK and North America, the level of discussion seems to be pretty good, and quality jobs are listed fairly frequently.

3. CommScrum – Geared toward high-level internal communications strategy and the discussions are great. Lots of members from the UK and many senior-level members.

4. Corporate Communication – A very large and active group; this is the one to join if you’re looking for a communications or PR job in India, as India-based recruiters post jobs frequently here.

5. Public Relations and Communications Professionals – Another very large and active group – more noise and commercial posts seem to get past the moderators than in some of the other groups but still a good one due to the diverse membership and for job prospecting.

Okay, you’ve made it all the way to Part III (or have you? here are Parts I and II if you’re looking to catch up), so you still want your company to have a wiki. Right? Here’s how to go for it. Start by asking the key questions:

1) Who gets to play? Who will have access to the wiki? Who will find the contents useful? Is this a wiki that’s strictly for internal use, or one that’s primarily customer-focused? Are you hoping to bring your employees and customers together so both can contribute in some way? Define the parameters of your desired community. Most of all, what’s the purpose of the wiki? Knowledge-sharing? Collaboration? Define your business goal.

2) How will it get built? Create a strategic plan for the wiki that includes:

- a statement of purpose or charter, explaining who/what/why

- a communications plan showing how you propose to get the wiki populated

- metrics that will help you determine whether or not you’re reaching the goals you defined earlier.

3) Who’s on the team? You will need IT, some legal guidance to get rules-of-the-road established and (most important) an enthusiastic cadre of people who are willing to create content on topics for which they have a reasonable claim to expertise.

4) What about the details? Budget? Infrastructure needs? What software are you going to use to build it? Who will do the technical maintenance? What about the ‘gardening’ of the wiki, or content management?

5) Can we take a second look at that strategic plan? Go back and include details from #4.

Now, you’re ready to build the wiki. Get the technical project plan written, and implement. Muster your initial contributor group, start adding topics and you’re off and running.

Like any other system, your wiki initially will have hiccups and rough spots. Have a pilot phase with a willing group of users; this one step will save you lots of apologies later on, and (more importantly) will help you develop a better, more easily navigable wiki that will keep users coming back for more.

If you’re looking for inspiration, check out a few of these successful wikis:

- World of Warcraft has a justly famous wiki that is a deep resource for the game’s passionate and community-oriented players.

- SAP has a wiki for users and developers, the SAP Community Network.

- Oracle’s developer-oriented wiki

- The Disney wiki is largely fan-written and is quite comprehensive, covering everything from Disney history to the company’s films and theme parks.

So you want to build a wiki. Of course you do – good wikis are great knowledge-sharing tools and are a fantastic way to use social media to measurably improve your organization’s capacity for collaboration.

Not so fast. Wikis have downsides.

Here’s a list of the top 5 problems faced by aspiring corporate wiki-builders.

1) Content vs. participation. A brand-new wiki is an empty box. There are no articles or topics, and nothing much to see. So you have to populate the wiki with good content. But it’s hard to get people to visit the wiki (and populate it) without having some reason for them to visit the wiki. Like good content. See the problem?

2) Maintenance.  Like a garden, wikis need someone to organize content, help users by adding internal links and structure, and ‘prune’ where necessary in the rare cases where inappropriate content ends up in the wiki (or in common cases where a bit of editing will offer clarity and brevity.) So you will need to add, if not head-count, then at least a new task for someone in the organization – the ‘wiki gardener.’ That person will have to have a rare hybrid combination of social, technical and writing skill. The more traffic the wiki gets, the busier the gardener gets.

3) Longevity. Wikis, like websites, lose their relevance if the information they provide isn’t kept up to date. Most organizations will have more wiki ‘readers’ than contributors, so if you want a diverse selection of content, you’ll have to go ask for it from time to time. You’ll also have ask knowledgeable people to read it for accuracy and quality.

4) The IT side can be messy. Your organization’s existing content management system might offer wiki functionality. If so, and you are only looking for an enterprise wiki, you can vastly simplify wiki construction by using what’s there (if the functionality meets your needs.) If not, you are looking at an IT challenge at some level.

5) Buy-in. If you’ve gotten this far, you’ve probably correctly concluded that you aren’t going to be able to do this by yourself. Correct! You will need willing participants in many parts of your organization who will be willing to contribute to the wiki, as well as buy-in from various departments (IT, corporate communications, legal, and sometimes HR.)

If you still want a wiki, Part III will talk about how to get started.

Wikipedia turned 10 this year. It’s fabulously useful.  Wikipedia has upwards of 3.8 million articles, and that’s just the English version – if you don’t dig/read English, you can check out one of the 269 other languages in which Wikipedia is available. Wikipedia has also provided a shining example of how awesome crowdsourcing really is…and how much a dedicated bunch of volunteers can do. Wikipedia remains a non-profit, supported largely by the contributions of users (and some prescient foundations and companies.)

So, what lessons can a for-profit enterprise learn from Wikipedia’s success? How can we make wikis work for us?

Imagine giving your organization a multi-directional communications platform that is the ultimate resource on any topic related to your business that your people think is relevant enough to share and discuss. Now imagine that all the good stuff that everyone in your organization knows (or made or drew or wrote or videotaped) is all right there, ready to be used by other team members, and vendors and customers, depending on the goals of your wiki and who has access.

Wikis are an amazing knowledge-sharing tool that enable organizations to benefit from anyone who cares enough – or is ambitious enough – to contribute. Wikis should be set up to allow anyone inside the company to contribute. That way, they tap the intellectual capital available at all levels of the organization.

A well-trafficked wiki offers peerless research opportunities for the organization’s leaders. If you want to know what is interesting to your employees, look at what is going into the wiki. And wikis are one way to establish two-way communications within an organization, on a broader scale than email could ever accomplish.

Wikis have a few downsides, too – which I’ll cover in Part II.

It take a village to raise a wiki....

“Nobody’s expecting much”

by Ian Harris

I once heard a story about a young British Member of Parliament, who was about to give his first speech on the floor of the house: his so-called maiden speech.

In Britain’s House of Commons, it’s the tradition that a maiden speech has to be delivered from memory. The Member of Parliament isn’t allowed to read it – instead, he or she must ‘deliver it cold’.

This young MP was certain he knew his stuff, and could normally talk with confident authority about the subject he’d picked. But before the speech, he was consumed with nerves. Over and over, he imagined himself failing spectacularly – corpsing in front of all the ‘old hands’ and looking like a fool.

On the day of his maiden speech, the MP perched nervously in his seat next to a veteran ‘old timer’ who had been an MP for years. When he was finally called to speak, he was about to rise when he felt a hand on his shoulder. It was the ‘old timer’ MP. “Enjoy yourself,” the kindly voice whispered, “But remember, nobody’s expecting much!”

“Nobody’s expecting much” should be your motto mantra in internal communications, too.

So many internal communication managers pump out business-as-usual content. Buzzword-ridden memos. Un-targeted newsletters. Communication that leaves staff wondering “what’s in it for me?”

All business audiences are expecting the usual rubbish. You can choose to either meet their expectations by being awful, or surprise them with relevant, fresh content that contributes to their professional lives in a new and original way.

Ian Harris runs www.internal-communication.com, a blog about internal communication

Getting staff to notice your emails is critical to an internal communications professional. You can’t engage employees unless you’re able to win their attention on a regular basis.

Email is still the number one communications channel in many organisations. But just because you send it, doesn’t mean they’ll open it.

With so many distractions competing for staff attention, it’s worth putting some serious thought into how to optimise your messages to maximise their chances of getting read.

Here’s 3 tips to boost your email mindshare.

#1 – Talk to one person at a time.

“Dear all”. Opening with this line is a fast way to disengage a reader. It sounds like you’re talking to everybody which, these days, is the same as talking to nobody.

When you send a group email, write like you’re only talking to one person.

I know this might seem like a strange approach. After all, you’re emailing hundreds or thousands of people at once! But

in fact whenever you send an email, you’re only ever talking to one person at a time.

Using the word “you” instead of “everybody” is a great tip to make sure you make a connection when you email somebody.

#2 – Forward email from execs

It’s wrong to presume that staff will read email from executives, just because they’re important.

Often, the opposite is true. Staff will see a ‘big cheese’ name in their inbox, and presume

the contents don’t apply to them. You can watch people open the CEO newsletter and hit delete the instant they’ve scanned it for bad news.

When you’ve got content from an executive, a great tip is to forward it yourself. First, have the executive email you, using their normal Outlook signature. Then, you forward it to the organisation – with a quick comment at the top.

Firstly, this approach feels real. There’s a faint sense of danger. The exec’s thoughts aren’t in a sterilised template – they’re in a real live email!  What if they said something that wasn’t meant to be shared?

Secondly, you capitalise on the huge attention grabbing power of a Fw: Subject line. Don’t you always open emails that are forwarded to you?

#3 – Send at lunchtime.

If you have a choice, email just when lunchtime is over.

I used to edit a magazine. One of our advertising team told me that 2pm to 3.30pm is known as ‘prime selling time’, because that’s when a client is most likely to be caught at his desk – usually in a post-lunch daze, and feeling inclined to chat.

If you send your internal communications emails when people are likely to be slumped at their desk, digesting a sandwich, looking for a distraction, you’re much more likely to win their attention.

–

Ian Harris runs Twilo, an internal communications video production agency and blog.

Happy to team up with Ian Harris and Twilo to talk about do’s and don’ts of setting up internal social networks. Here are five mistakes you should – and can – avoid making.

connect everyone...

India, land of opportunity. Obscene wealth, abject squalor, and everything in between.

I got to spend a week in Pune and Mumbai on business a couple of months ago. It was such a refreshing change from America, where everyone is miserable because they can’t find a job. I talked to a couple of sharp young twenty-somethings who told me they change jobs (on purpose!) a couple of times a year just to meet new girls. It’s no problem finding new jobs – there are tons, and companies give out raises and bonuses every year just to try and keep workers from jumping ship too frequently.

So does this sound familiar to you?

Me neither.

It was fun thinking about how I’d deal with that novel situation – high attrition due to high demand for skilled workers and a relative shortage of those workers. If you’re going to outsource to India, how do you handle the HR/communications challenges?

Well, you could try to create a workplace that’s too cool to leave. My ideas:

1) Have the nicest office around. Plenty of American and European companies open offices in Mumbai or Hyderabad or Pune and, in an effort to make the most out of what’s probably a cost-saving effort in the first place, choose dank cinder block rooms and furnish them with crappy old furniture and computers. Wouldn’t you rather work someplace nice? The people I met who had been in their jobs for a year or more mostly worked in nice offices with windows, clean new desks and modern computers.

2) Offer a career path without a glass ceiling. If you shipped in a white guy from the States to be the local boss, and you don’t have a reasonable, visible plan in place to put a local in that job eventually, why should anyone ambitious stick around? Make sure there are advancement opportunities, including the training that’s needed to set Indians up for success in those higher-up jobs.

3) Make your workplace a community. It’s easy to leave a workplace behind when it’s a place that you go five times a week to earn your paycheck. It’s hard to leave a place where you know and like the people around you, and you are doing fun, important things with them that make your life better and richer. Set up get-togethers for everyone in the office and make sure they can bring their families to some events, and that there’s good food to eat. Coordinate community service efforts that are meaningful to your team – and ask them to define ‘meaningful’ and ‘service’.

4) Make your company a good place to work. I know, I’m coming back to Daniel Pink AGAIN but he makes such an important point: people aren’t only motivated by money. Your employees in India, like their colleagues in America or Europe, want to do interesting work with people who they like, and they want some ability to self-direct and choose what they do. It’s not all about the money for them, either (although money might be a bigger motivating factor than we’re used to in the States…see #5.)

5) Ask. What does an American consultant really know about any of this, anyway? You can find out what you need to know about how to get your Indian employees to stick around…by asking them. Don’t let your employee research stop at the ‘engagement survey.’ You might get some data that shows your Indian employees are less engaged than those at the home office, but was that a surprise? Do some qualitative research in India and take the time to find out about what really matters to your workforce, before they all leave for better dating opportunities elsewhere.