Military Review English Edition January-February 2014 | Page 15

LEVERAGING SOCIAL MEDIA The next logical step is to determine the goal for this presence, and the strategy for reaching it. This helps define what type of site one is trying to create. Strategy for building trust and extending influence looks quite different from merely providing information. Both can be useful, but it depends on the needs of the particular organization. For example, the Travis Air Force Base Passenger Terminal has a Facebook page dedicated to Space-A travel.65 Every time there is an available flight, they post the information. They are not necessarily trying to build esprit de corps (although inherent in SpaceA travel), not trying to increase buy in or share a vision, and not trying to increase trust. The site provides a cheap, timely means of communicating information for anyone interested and for resolving public questions. It has over 31,000 followers, which demonstrates that useful media can be purely information-based, but again, it depends on the organization. Other considerations in social media planning include second- and third-order effects of the proposed social media presence, such as flattening the hierarchical structure, violations of operations security, or potentially undermining the chain of command. Leaders should war-game different scenarios, as with any other plan, to determine courses of action, ways to address issues, or ways to prevent issues before they surface. If lacking in one’s own social media site development skills, a number of readily accessible individuals are probably familiar enough with the chosen site to initiate it. Scatter plots on social media usage from a Naval officer perceptions study indicated that the younger the service member, the more prolific their use of electronic social networks.66 The translation here is to consider asking someone younger for help, but ensure they have the basic guidelines for creating a site as per the handbook noted above. The incoming commandant of cadets knew what a powerful tool a professional Facebook site could be at the U.S. Military Academy from his predecessor, but the general was not sure how to create it. “Make me one that models his” was all he had to say, and ten minutes later, he had one and a quick tutorial on how to use it. However, in researching for this article, I discovered I failed to register his professional Facebook account with the U.S. Army (which now boasts 2,000 officially registered sites).67 That additional process would only have taken about two minutes to complete. As a result, the Online and Social Media Division would have reviewed the site to ensure it abided by regulations, added it to the U.S. Army Social Media directory, and contacted Facebook to let them know it was an official site. Facebook then would have removed all the ads and banners from the page. After establishing a site, regardless of the type, it requires thoughtful, continuous, and creative management to be effective. Most of these sites are free to use, but good sites require someone’s time and energy to maintain. To be a worthwhile tool, keep posts interactive, provide useful information to the audience, engage that audience by soliciting feedback, and respond to questions. If there is an environment of candor and psychological safety within a site, members may answer each other’s questions without leader or unit involvement, and this type of dialogue and sharing of information can translate positive effects into the unit’s nonvirtual climate and culture. At the end of the day, social media and networking sites are just tools leaders can use to build trust, communicate with others, develop others, and extend their influence—all enablers with the power to enhance and augment leadership in conjunction with traditional communication techniques. Social media will not make a bad leader good, just like email or cell phones will not make bad leaders good, but social media can improve and enhance a leader’s influence and provide additional tools to leverage in a geographically dispersed, rapidly changing, and resource-constrained environment.68 The Army has valuable and collaborative stories, information, opinions, and ideas to share, with limitless forcemultiplying reasons for doing so. However, it is critical that leaders at all echelons leverage the tools available for maximizing the potential of their units, their soldiers, and themselves. MR NOTES 1. U.S. Census Bureau, “U.S. and World Population Clock,” U.S. Department of Commerce, United States Census Bureau, 3 November 2013, (3 November 2013); Teisha Seabrook, “Facebook Earnings Report for Q3: Huge Increase in Ad-Driven Revenue,” socialbaker, 31 MILITARY REVIEW January-February 2014 October 2013, (3 November 2013); Statistic Brain, “Twitter Statistics,” Statistic Brain: Percentages, Numbers, Financials, Rankings, 7 May 2 2