The 2011 National Business Ethics Survey is the seventh such report published periodically by the Ethics Resource Center, but this year’s edition turned up something unexpected. According ERC, “active social networkers,” which the organization defines as those who spend at least 30 percent of their workdays on social networking activities and who make up about 11 percent of employees who engage in social networking,

are much more likely than non-networking colleagues to accept behaviors that have traditionally been considered to be “questionable” or marginal behaviors (e.g., keeping copies of confidential work documents for use in a future job, personal use of the company credit card, taking home company software).

The survey also found that active users are also far more likely to experience pressure to compromise ethical standards (42 percent versus 11 percent of less-active networkers). On the ethical upside, these same active networkers also expressed a greater willingness to share unflattering information about their organizations and co-workers, which one would guess is logically linked to another quality of this group identified by the research: an increased likelihood to report lapses in ethics. These extreme social networkers may be more-frequent whistleblowers, but they also suffer for their outspokenness, being far more likely to experience retaliation for reporting misconduct than co-workers who are less involved with social networking (56 percent versus 18 percent).

The greater likelihood of social networking power users to learn of ethical lapses (or even opportunities to cut corners), as well as their increased likelihood to report violations, makes sense: After all, these are people who are probably receiving and sharing far more information than less-frequent users. But the greater propensity of active networkers to break the rules has no obvious explanation. Perhaps those choosing to utilize social networks to such a degree are naturally inclined to use whatever tools are at hand to get their jobs done rather than stick to the letter of the law (or strictly within the policies of IT) and this correlates with a greater willingness to bend the rules, but that is pure speculation.

What do you make of these findings?  

Image courtesy of Flickr user miss_rogue

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For social performance management product Rypple, 2011 has been a pretty good year. ”We’ve doubled in size in the last six months in terms of our headcount, which sort of tells you how things are going business-wise,” Nick Stein, director, content and media at Rypple, told WWD in an interview.

Things have been moving along briskly on the product side as well, with the company introducing a raft of new features. “Rypple as a platform looks completely different than it did a year ago,” says Stein, and the company’s star customer, Facebook, is behind one major change, dubbed ‘Loops’ by Rypple. The feature utilizes the platform’s social-media like “feed” of recognition and feedback to generate a quick, effortless alternative to the much-loathed yearly performance review:

Loops, we actually developed specifically for Facebook. We launched it over the summer and all of their employees worldwide now use it every six months when they do their performance process. So rather than having to shut the whole company down and write essays about each other, everything they’ve been collecting between their review cycles – all of the recognition, all of the feedback – is now already in Rypple, so that when it comes to time to run a feedback loop they can do it very quickly and easily.

Rypple has also added a goals feature that lets employees collaboratively set then follow goals, showing individual workers how their specific tasks contribute to the larger aims of the company. Stein explains:

Rather than a traditional goal setting process that happens from the top, and then people who are lower down within the organization on the food chain don’t really understand how these lofty goals apply to them and how their daily work has an effect on them, now these are things that you join.

In addition to improving their product, Rypple has also added a bunch of talented new executives to strengthen their team, including a new CTO and VP of product management. Stein also foresees 2012 being a great year for attracting more big companies to the product.

“The biggest shift that we’ve seen in our business is the size of the companies that are coming to Rypple,” says Stein. “Larger and larger enterprises and even more traditional enterprises are coming to Rypple.”

Things are looking up for 2012 for last year’s Launchpad finalist.

Image courtesy of Rypple.

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Email is without a doubt the most tried and true technology for both enterprise and personal communication, but it’s not without its shortcomings. Specifically, Atos CEO Thierry Breton cited email’s spam-like nature as one of the biggest contributors to “information  pollution” that’s bogging down management. His goal is for Atos — which has nearly 50,000 employees worldwide — to be a “zero-email company” within the next three years. In place of email, Breton says that Atos will increasingly encourage its employees to collaborate on instant messaging and social networking platforms.

This marks the first time an organization of this size has made such a definitive statement on email, but it almost certainly won’t be the last. In truth, the gradual shift from email to messaging and social networking platforms began some years ago, but it’s only recently that this phenomenon has penetrated the enterprise from the consumer side.

Over the past several years, the rise of social networking platforms like Facebook and Twitter have taken a lot of the conversations that once occurred on email to other channels on the consumer side. While email is still a central repository for tracking updates from various networking sites, it has become decidedly less useful for interacting with friends and colleagues on a daily basis compared to mediums like instant messaging and streaming content feeds.

As is often the case, the consumer side embraced these platforms well in advance of the enterprise. Instant messaging, Facebook and Twitter have all been in use for years for personal computing purposes. As the “internet generation” has come of age, entrepreneurs have increasingly put effort behind enterprise-friendly communication and automation tools. The rapid rise of platforms like Yammer and Salesforce’s Chatter - which are exclusively geared towards the enterprise — suggest the larger rise of the “social enterprise.”

The social enterprise refers to a premium on enhanced collaboration and real-time communication in the name of greater organizational efficiency. As such, there’s no single be-all, end-all tool that will ultimately replace email. Rather, a suite of complementary tools are gradually emerging as more effective mediums for enterprise collaboration.

Some other noteworthy technologies that are emerging in place of email include:

• Process automation tools: Automating processes via business process management (BPM) tools enables automated responses and actions via automated emails, instant messages, etc. that prompted actionable messages (I.e., a “yes/no” button). This can eliminate the tedious back-and-forth associated with corporate functions like employee on-boarding/off-boarding, invoicing and employee requests. BPM has seen a spike in interest in recent years, with mega-vendors like Oracle and IBM  putting more effort into their BPM offerings, and smaller vendors like BonitaSoft (my company), Intalio and BizAgi also offering BPM suites.
• Enterprise portals: While enterprise portals have existed for some time, they’ve recently begun integrating more social features to increase collaboration between employees — often via real-time, streaming feeds with more accessible user interfaces. More and more, these portals are including plug-ins for other features like process automation and instant messaging to create a wider social intranet in which employees can collaborate. eXo and Liferay are two examples of enterprise portal vendors that have successfully incorporated a social aspect into their respective offerings.
• Semantic web technologies: This is a still-evolving area that, while it has yet to make a significant mark in the enterprise, is poised to emerge as a critical technology in the near future. As organizations continue to struggle to manage the massive volumes of unstructured data generated by internal communication, it’s important to have tools capable of properly sorting and analyzing the information it generates. Examples of this can be seen today from the likes of Microsoft (Powerset/Bing), Apple (Siri/Apple 4S) and Google (FreeBase), among others.

This is not to say that email is not still a necessary component of enterprise communication; it’s still a vital cog for many core organizational processes. However, with the rise of tools such as those mentioned above, it’s undoubtedly seeing a decline in overall  usage — particularly in terms of internal collaboration. Atos’ decision to phase out email is perhaps the most ringing endorsement yet for the notion that email is being gradually phased out of the enterprise, and it will be interesting to see how many other large scale organizations will follow in its footsteps over the next several years as collaborative technologies continue to evolve.

Miguel Valdés Faura is the CEO and co-founder of BonitaSoft, a France-based company that produces business process management (BPM) software and provides commercial services and support for the open source Bonita project, of which he is also co-founder. Follow Miguel on Twitter @MiguelValdes.

For more information about the future of collaboration tools, check out GigaOM’s Net:Work event on Dec. 8, 2011.

Image courtesy of Flickr user cambodia4kidsorg.

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Part of the innovation in this new generation of products is that they are — largely — built on a Software-as-a-Service (SaaS) foundation, and getting up and running can be as fast as buying a book on Amazon. And because these applications are social at their core, they can be very viral. One member of a small company’s marketing team decides to manage a project using Yammer or Podio, and she immediately invites four other team members to get involved. This means that the tools are quickly adopted, at least in the small group level. (Note: I’ll talk with Soonr’s Martin Frid-Nielsen, Mavenlink’s Ray Grainger, and QuickOffice’s Alan Masarek about this topic onstage at Net:Work, on Dec. 8.)

The new “work media”

However, the more important side of this social tool innovation is that they are based on activity streams. Users’ activities within these applications are not simply captured in the metadata of directories or the states of information in databases: these activities — such as making a comment, adding a file to a project, or assigning a task to a project member — are published in streams, a la Twitter, Facebook, and a long list of other consumer applications.

To distinguish these modern business tools from earlier generations, I use the term “work media.” They share characteristics with well-known social media tools, but they are oriented toward getting work done. And like social media, work media is fluid, with streams of information finding their way to the individual user, who may opt to follow topics, projects, and other users. These applications share the core design metaphor of streams, though they differ widely in how streams are composed, displayed, and shared.

Open tools, closed data

Business has a bias toward privacy, and so work media tools support that tendency by — almost without exception — erecting a password barrier against access to a company or group’s information. Finer-grained access controls are provided for more specific information contexts, such as projects, folders, groups, or other “spaces” managed by the work media apps. In this way, a company can restrict access to a HR group so that only a few HR staff can see the resumes and pay information managed there, for example.

This tendency, along with the relative immaturity of the burgeoning work media marketplace, is rapidly leading us to a very strange outcome: a generation of business software — work media — ostensibly based on the principles of open social media, but which are inherently closed, and which are spawning a million information silos.

But the risks and costs associated with business information stored in these applications is much higher, at least form the view of the companies migrating onto these work platforms. So once a company commits to using a specific work media platform, they may find that the information stored in their projects becomes as fixed as concrete.

Streamed, not structured, data

Let’s lump the information managed in these systems into two piles:

• Concrete, structured, and relatively moveable information, stored in files of various sorts
• Fluid, unstructured, and relatively unmoveable information, such as internal links, social gestures and other application specific metadata

It’s relatively easy to imagine downloading all the files stored in a Yammer account, and uploading them into an IBM Connections instance. But other sorts of information — and semantics — won’t have the same ease of movement.

Consider a hypothetical work media tool — let’s call it Work Talk. Work Talk supports both milestones and tasks, and it also allows tasks to be optionally linked to a milestone. One of its semantic rules is that a milestone cannot be complete until all linked tasks are complete.

Imagine that Work Talk supports exporting all the structured information — files, user identities, and so on — and less-well structured information, like tasks, milestones, posts, comments, and the many relationships between them. Taking that information and figuring how to import it to a tool that is architected differently would be at the least a major programming task and, at the worst, an impossibility. And the semantics of milestones and tasks might simply fail, if the new tool doesn’t implement that capability the same way, even if all that information can be exported and imported en masse.

As the market matures, standards must evolve

We’re at the start of a new era in business software, and there is an explosion of new players and new ideas about how streaming information should be structured and streamed, and how the various bits relate to each other. This is much like the early days of email, when a single corporation might have several different email systems that couldn’t communicate to each other. That problem was solved in two ways: by the emergence of well-defined standards that enabled interoperability across different implementations, as well as the consolidation of the marketplace around a small number of vendors serving large numbers of users.

It’s not too early to see some market maturation. It seems that many of the vendors in the space are making highly similar products, but differentiated around specific market needs (such as integration with specific external tools), focus on specific business functions (marketing versus software development, for example), or emphasizing the size of the company best suited for the tools. I see very little activity on the software standards side, but that usually occurs as the intersection of successful applications, as happened with email and SQL. So, there is no immediate solution in sight, and I wager that a large number of headaches are going to arise from the proliferation of work media tools, especially when vendors go out of business, or when companies outgrow the tool they selected. And there is no simple advice to give to prospective or current users of these work media tools. It is inevitable that these tools will diverge in functionality, and even if two systems are very similar that doesn’t mean that it will be possible to easily and cheaply port from one to the other.

Despite these risks, I believe there are great benefits inherent in the use of work media, and because of those, the rapid adoption of these tools will continue at an unprecedented rate. Just like the adoption of the automobile and the airplane, though, we are going to see a few crashes.

Stowe Boyd writes and speaks about social tools and their impact on media, business and society. A GigaOM Pro analyst, Boyd also writes at stoweboyd.com and is working on a new book about the rise of a socially augmented world, called Liquid City: A Liquid, Not A Solid; A City, Not A Machine.

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That will come as no surprise to plugged-in professionals who have taken a look around at their colleagues lately (though the finding that, for the first time, iPhones have unseated BlackBerry devices  as the top choice for respondents may come as happy news to Apple fans), but what impact is this near-universal adoption of smartphones having on knowledge workers’ lives?

In one sense, the impact is grim. The survey of 2,300 mobile employees worldwide found that many are giving up exercising and sleep in favor of a constant connection to work.

• One in three respondents told iPass they sleep less due to work, with one in four mobile workers reporting less than six hours of shut eye a night
• More than half exercise erratically or not all, and 60 percent of the loafers blamed work for their sedentary lifestyle

We’re also emotionally dependent on our gadgets; 59 percent of plugged in workers said they’d be disoriented, lonely or even distraught without their smarthphone.

But one thing smartphones aren’t guilty of, surprisingly, is being a major time suck. We waste only about as much time checking emailing and Facebook and handling technical hiccups than we used to spend on cigarette breaks when that was the most common office addiction: a measly 28 minutes a day.

So in the one column, we’re filling our lungs with fewer toxic chemicals and getting massive amounts of stuff done. But in the other, the new way of working means little sleep and next to no exercise.

Are we better off?

Image courtesy of Flickr user shnnn.

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In 1991 British scientist Tim Berners-Lee posted a brief summary of the World Wide Web (or W3) project on the alt.hypertext newsgroup, writing:

“The WWW project was started to allow high energy physicists to share data, news, and documentation. We are very interested in spreading the Web to other areas, and having gateway servers for other data. Collaborators welcome.”

It’s safe to say that Berners-Lee’s invitation to potential collaborators went fairly well. That initial web page has expanded to more than 19 billion pages (at the last count) and there are millions and millions of workers across the globe who rely on the World Wide Web to go about their daily lives. In those 20 years, the changes to the workplace that have taken place thanks to the Internet are nothing short of remarkable. Email is as good a place as any to start.

You’ve got mail

Try to explain the workplace B.E. (before email) to someone under 30, and you could be describing life in the 19th century for all the relevance it has to their working day. Back then, we lived in a world in which quaint technologies such as the fax machine prevailed. With the fax machine, it was not unusual to wait days for a reply.

Later, when Web-based email began to grow in popularity, it transformed communication in the workplace. You could now receive a response to a question within minutes, especially once broadband connections became more commonplace. You could send information and documents to colleagues around the world at the click of a button.

Email overload

But technology was now developing at a pace that seemed astonishing even to those who worked in the industry, and email, after a honeymoon period, hit problems. “Too intrusive,” said some. “Too much of it,” said others. “Not quick enough,” moaned the rest.

When consumer-based instant-messaging technologies infiltrated the workplace – AIM launched in 1997 and Yahoo! Messenger (then Pager) in 1998 – users were suddenly able to communicate with co-workers in real-time. Years later, these tools would often be integrated into a platform that also included voice over Internet protocol (VoIP), shared whiteboards, video conferencing and file transfer features.

It was around this time that social networks also began to establish a presence. Some of these are undoubtedly more consumer-focused, but there can also be no denying that Facebook, LinkedIn and Twitter have had a massive impact on working life, too. The ability to communicate and share content with your extended network (and beyond) has transformed many of our traditional working practices. As well as enabling businesses to engage in two-way conversations with their customers, these social networks are now a central part of the recruitment process. Last year, I wrote a piece on how Facebook, LinkedIn and Twitter can enable you to find a team of peers without breaking the bank of recruitment agencies. You can tap into your workforce’s network and find like-minded, talented people to become part of your company.

Getting ready to collaborate

The net result of all the technological developments outlined above has been to change the very fabric of how we work. We now live in a collaboration economy. To share and communicate information, ideas and innovation has never been easier, or come more naturally to the workforce. The emergence of the Web has given rise to a global working village, with location and time zone utterly irrelevant. You can work as closely with someone in another country as you would with someone sitting opposite; work from home or on the move, and even send files from your mobile handset to someone on the other side of the world.

This has all been made possible by the World Wide Web. From Skype to smartphones and social networking to SaaS, it’s all underpinned by the internet and the changes to the workplace of 20 years ago are just extraordinary. With a global mobile worker population set to hit 1.19 billion by 2013, one can only wonder what the Internet will bring us next. Bring on the next 20 years!

Andy McLoughlin, Co-founder and EVP Strategy at Huddle, can be reached on Twitter@Bandrew.

Image courtesy of Flickr user thinknew.

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• Activate crowds in the way that Facebook does.  Rewards and recognition for action.
• Enable crowds to participate via a tool that melds with all major communication, collaboration, and project management systems.
• Empower crowds to voice their preferences and add their expertise.
• Guide the process through built-in game mechanics that match organizational needs.

Pluschkell talked to me about Spigit’s perspective on innovation management: “It’s more than just crowds, it’s really finding the right ideas and people” and then working through those four tasks. This kind of innovation management is green field: Spigit and its clients aren’t replacing existing tools and practices, they are creating new approaches for supporting transparency around innovation. Employees and customers are both more motivated to participate and do a better job when they can watch innovation take place. This has helped Spigit grow 300 percent quarter-over-quarter.

Being “new” opens the door to being creative around how innovation management tools are used both for internal innovation and outreach to customers. A look at the company’s case studies shows the variety of ways Spigit has played a role in innovation management. Spigit supports small and large organizations, short and long-term projects, government and business. The application has been the engine behind government outreach — helping New York City work with employees for improvements, for example — and will be used at the Fortune Brainstorm TECH conference.

Pluschkell explained:

Other innovation management companies talk about a process of getting ideas and how manage those ideas. The problem is when you think like that, you’re using an industrial, top-down, model with social. If you believe there’s a new future of management, you need new tools. You want to take the edge back to the core. You want to get to the front line where things are happening. You need to connect the core to the edge to get the information directly and undistorted. Really being social and changing the way the process works.

These “edge to the core” ideas resonated with me given how organizations are becoming more internally and externally networked — largely with the goal of bringing knowledge from the edge of the organization to where it can be used by the core. You can’t sit in an ivory tower and be effective. You must know what’s going on at the edge and be able to interact effectively all along that frontier.

The “edge to the core” idea is top of mind in many high-impact organizational settings. The U.S. Naval Postgraduate School hosts The Center for Edge Power, for example, and the highly popular book, The Power of Pull, has these ideas at its heart. Multiple prizes are being offered for organizational systems that support this kind of approach: WorldBlu Democratic Companies and Forrester Groundswell Awards, for example.

Organizations can use Spigit’s tools to support an edge-focused innovation management approach. McKinsey reports that the top benefit of Web 2.0 technologies is increasing the speed of access to needed knowledge.  In an innovation context this dynamic is even more important as the ideas aren’t typically filed away someplace where you can find them if you just look. You need actual access to the ideas on the edge and the ability to grow these ideas in context.

Erin Schumpert, marketing manager at Spigit, walked me through how one client, Overstock.com, has used several different Spigit platforms to reach out to the edge, wherever it might be:

Although Overstock has run some more focused [innovation] challenges with Spigit, the company has focused a lot of its innovation efforts on a larger call for ideas. After only a year, Overstock.com has implemented a successful collaboration platform aimed at generating new ideas for cost-savings, waste reduction, go-green initiatives, and customer experience improvements. The company has experienced a visible boost in employee morale, and Spigit’s idea management solution has allowed for a significant increase in cross-functional collaboration throughout the organization.

Overstock.com is also an early user of SpigitEngage for Facebook (again, the edge is wherever you find it). You can take a look at the Spigit Facebook app yourself.

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Social media needn’t be an end in itself. It’s one thing to “engage” and “lead thinking” in your social network. But social media really starts having a direct benefit when you can tap into the information it’s providing you and feed it back into your business, and your team.

One way to look at the social media picture is to ask the team members who use and manage your social media presence two basic questions.

What Are Our Contacts Saying?

The ongoing review of what contacts are saying — an essential part of engaging with social media — reveals trends that can be invaluable to your team.

What are contacts are saying about your organization, product quality, service levels, team members, marketing approaches and public presence? Are they happy to engage with you? Are they telling their contacts about you?

This kind of information can be fed directly back into strategy (for example, if customers are complaining about your phone support, perhaps you need to review call center opening hours) and your team’s task lists (if clients have identified a bug that’s not yet documented on your product site, that can be added to a team member’s priority list).

What Aren’t Our Contacts Saying?

This may seem a silly question, but with a little effort, you can identify gaps in your strategy, and opportunities to improve both your offering and your contact relationships.

How do you work out what people aren’t saying about you? Look at your competitors’ engagement with their audiences. What are customers, suppliers and industry players saying to or about peer organizations that they’re not saying about yours — and what does that mean?

Also compare the information you obtained from investigating the first question (what your contacts are saying about you) against your social media goals. If you’re meeting those goals, there won’t be any gaps between what you expect to see in your social media engagements, and what’s actually happening. If there are gaps, you’ll know something’s missing, and further research and discussion are necessary if you’re to lift your game.

Identifying what customers aren’t saying is only half the problem. The other half is your team’s interpretation of what those gaps mean, and the practical approaches you devise to address them.

Making It Work

In large teams, teams where the social media effort involves multiple parties, or teams where the person who looks after social media isn’t a leader or manager, scheduling a regular, focused discussion of these questions is probably ideal.

This kind of semi-formalized approach to feeding the knowledge obtained though social media back into business strategy allows you to understand the value your social media contacts can add to your business. It may also give you the objectivity to consider those findings — and possible responses to them — from a strategic viewpoint.

For example, if a customer complained about product quality, how does this information compare with the broader research you’ve done into customer satisfaction? What processes do you — or could you — have in place to respond to these comments? The same questions could be asked about your most loyal advocates, assuming you want to maintain that position in their minds.

How does your team understand and interpret the qualitative information that social media provides to you? What techniques are you using to feed this information back into business strategy, and/or team member to-do lists?

Image courtesy stock.xchng user DartVader.

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The new View Later functionality is baked into the browser UI. As you can see in the screenshot above, the “View Later” button — a clock icon — sits next to the familiar bookmarking star in the address bar. Clicking that button adds the current page to the user’s View Later list, which can be accessed from the right-hand strip on the browser. The items are displayed as a searchable chronological list; each item is displayed with an excerpt and thumbnail image for easier scanning. From the demo I’ve seen, it’s a very slick implementation:

Unfortunately, the View Later tool currently doesn’t sync with other popular “read later” tools like Instapaper or Read It Later, nor does it have mobile access, which may limit its usefulness. One of the reasons I like Instapaper is its ability to save articles while browsing on my Mac to catch up with later on my iPhone. However, as the data is stored in your Facebook account, View Later will sync between RockMelt installations on different machines, and Vishria says mobile access could come in a future version.

The browser also gets a redesigned Twitter app. It now makes use of Twitter’s Real-Time API for near-instantaneous updates, and also has a redesigned UI which makes it much easier to access @ mentions and direct messages (DMs) via new tabs. The new interface looks very reminiscent of Tweetie/Twitter for Mac; Vishria describes the changes to the UI as making the app “more Twitter-y”

RockMelt’s integrated Facebook chat has also been improved, with a new unobtrusive chat bar along the bottom of the browser window, which allows users to hold multiple chat conversations simultaneously. Chat windows can be “torn off” from the chat bar and placed onto the desktop, making the browser into a much more capable chat client.

The browser has been updated under the hood, too: It’s now based on the same version of Chromium as Chrome 10, which should make for a snappier experience.

The new beta will start to roll out to users April 1.

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Recently, a recruiter asked me how I found great people to recommend for jobs, and I told him that it was because they were all people I had met somewhere that I had kept in touch with online. When the right opportunity came up, I had people that I could reach out to that I knew were likely to be a good fit because of my past experience with them in some other context. Because there are so many ways to keep in touch with people, I can maintain connections with them for longer periods of time and know how their lives and careers have evolved since the last time I saw them in person. The end result of these maintained connections is that my company can use me as a resource to help find great talent.

Gathering information also becomes much easier with these social connections. I remember doing market research before we had so much data in online databases, and to get information I went to libraries to find the data I needed. Now, I can get most basic information with a simple search query in a browser, but for certain types of information, the social networks are the best resource available. I often reach out to my Twitter followers for answers to questions such as, “what is your favorite tool to analyze x?” or “I need a device that does y, what should I get?” Sometimes I just need to talk to someone who works at a particular company, so I often use LinkedIn to find friends who work at that company or who know someone who does. Without an online network like LinkedIn, it would have been harder to find the right person to contact for information.

I can rely on my network of contacts because I’ve spent some time over the years building and maintaining the right kinds of social connections with  people. But this is where things get a little tricky: you need to spend time building those connections now to get the benefits later, and you don’t get the benefits without giving as much as you take. This means that you need to spend time answering questions and pointing people in the right direction when they ask something from you. You don’t want to be “that friend” who only comes around when she needs something. The way you build these relationships over time is by being there for people when they need you now; hopefully, someone will be there in the future when you need help. Like all relationships, it involves a balance between give and take.

This doesn’t mean that businesses should let their employees spend all day on Twitter, but it does mean that everyone needs to build time into their work for relationship building. As a community manager, keeping in touch with people is part of my job, so I spend some time using social tools, like IRC and Twitter, to keep in touch with people. But, I also know when to turn it off and focus on other work. As long as you take a balanced approach to relationship building as part of your jobs, you can still get all of your real work done today, while setting yourself and your team up to be even more productive over the long-term.

This is why I am sad to see organizations blocking access to social networks for employees. This is a short-sighted move made out of fear that a few employees will abuse it without any thought to the long-term benefits. Educating employees about productive uses of social networks and measuring employees based on what they deliver and accomplish is how you make sure that people are doing real work and not goofing off. You could block most of the Internet, and the people who want to goof off will still find a way to avoid doing work. However, if you stay focused on measuring output, you can deal with poor performers and figure out which employees are doing great work without preventing them from building longer-term business relationships that will make your organization more successful over time.

Photo by Dawn Foster used with permission.

Related content from GigaOM Pro (sub. req.):

• Can Enterprise Privacy Survive Social Networking?
• Social Media in the Enterprise
• Enabling the Web Work Revolution