Posts tagged collaboration

Collaborative Problem Solving

Dec07
2011 Leave a Comment Written by Steve

I found a post from a couple of years ago, that I wrote inside of my past employer that I thought would be a good one here. Of course, I have updated it some! When you think about collaborative problem solving you think of trying to herd cats to accomplish fixing something or maybe you welcome the opportunity to get the collective team together to fix something. How well does collective problem solving work for you? For me, early on in my career, I used to get a mixed bag of results. I sometimes welcomed or dreaded using collaborative problem solving. Why? Simply put the barrier of success could be me or you or someone on the team. Think back to the problem – was it really a problem or maybe an individual made it a problem? Add more people into the mix, the problem can really be far from really what is happening. So, what do you do??

Keep the focus on the simply on the problem. Of course, that means that you and the team need to spend sometime truly identifying the problem. Clearly and concisely as possible. Identify the gap on what is happening and what should be happening. Define that desired state! First step in collaborative here is getting agreement on the problem. Once agreed upon, write it down – keep it visible.

Problem must matter! Above you got agreement on the problem, that is a powerful first step. Getting the team to really focus on what the expected outcome will be and how great it will be for them will add a layer of frosting on the teams cake. Some of the team may agree on the problem and just go about doing the same old stuff (status quo), but keep the focused on the why and benefits will keep them from the status quo.

Let team discuss concerns and potential barriers. Giving the team an opportunity to put forth all of the concerns (some of that will be their personal agenda) and desired outcomes gives everyone a clear view. So, create that safe environment to get people talking.  If everyone was just to let the team lead do everything from identifying the problem, why and desired outcome – nothing will change. Get everyone involved, actively involved.

Get everyone on board. I know this seems like just me summarizing what was above. Think about it awhile… If you are the leader of the team, this area is going to be the toughest for you. Your team may say that they are on board. They may even give it a try. Actions speak! Watch closely for individuals that a still posturing or holding out for their solution. Be ready to act on your part quickly. Remember this is the whole team.

Over the years, I have seen better results when I apply the above. Is it completely successful? Not really. Collaborative problem solving is difficult and requires time and effort. When collaborative problem solving is done right, it is a very powerful tool. It also, demonstrates to the complete team that they are a high performing team…

Posted in Leadership, New To Management, Observations - Tagged , , , , , , , , , ,

You’re NOT The Boss – Lead Anyways

Jul21
2011 5 Comments Written by Steve

Are you a project manager? How about a person that leads the a team without the title of manager? I was a very lucky manager to have working for me, some awesome project managers. They did not have a staff of folks that worked for them – they got their resources from Resource Managers. Those project managers would share their concerns, issues and successes with me on a regular basis. How many projects do you think were 100% spot on for complete success? That answer will be coming in a later paragraph – sorry..

How does a project manager really get their team to be successful? How do they make stuff happen without having their team reporting directly to them? There are some initial basics that each team needs to have to be success:

  • Goals are clearly defined and matched with measurable outcomes. Basic project management tools help to make sure that this is written down. How do they really get everyone on board – that is the trick. My best project managers used to pull everyone in for complete understanding and formulation of the project charter, outcomes and deliverable’s - as a collaborative effort. Making sure to really focus on Tuckman’s model of forming and storming… Make sure that you have set realistic expectations..
  • Accurate 2-way communication. Setting up the working norms for the project team. Could be meeting workspaces, social media group or anything that everyone felt comfortable using. The project manager set up regular review meetings that were short and focused. Meetings do not mean work gets done. Regular one on one discussions are scheduled – around the critical milestones. Of course we have the normal communication channels – the hallway, email, phone and cafe – but if you have a dispersed team – those channels need some TLC to work.
  • Cooperation and collaboration. Probably the single hardest thing is getting work done through people. Since you are responsible, as the project manager, you need to move the team from storming to performing as quickly as possible. Getting everyone to be all in. I usually see good project managers – meeting with their team one on one to fully get to know the person. Understanding them and how they work to help move forward. Spending lots of time listening and understanding. Taking that knowledge and applying it to the the team as a whole. Reviews can be a good thing, if structured well, (I like them rapid fire). Focus on encouraging dialog among team members on the time-lines and deliverable’s.
  • Shared identity. I know this seems somewhat cheesy, but having a team name, maybe a logo or something to identify helps. When working with shared resources – the more you can make those resources feel special – the better off you will be.
  • Celebrate and recognize extra effort. Want to keep your folks motivated to keep on keeping on track – when something special happens – celebrate.. Award the team or set of individuals on the above and beyond effort. Praise never hurt anyone.. Just be fair and consistent.
Back to the question on success rate. Not every project manager has achieved 100% spot on project management. It just does not happen. What does happen is leading their team is a lot easier if they focus on the above. 
Posted in Leadership, Observations - Tagged , , , , , ,

Social Media Tools for Internal Collaboration

Apr26
2011 Leave a Comment Written by Steve

The other day, I was asked a question by a recruiter about my experience with bringing social media tools inside the company firewall and how did that go. You want to talk about an open-ended question that could go on and on. So, I thought I would add this to my web notebook…

When I think of social media tools and capabilities for the enterprise, I am thinking about better communication and collaboration capabilities. What are the important factors that your enterprise is trying to accomplish? Global company trying to improve collaboration within the team? Knowledge capture and management? Better communications? Finding experts? Cool new tools that others are using? What is it that makes you want to change what you are doing today? Get your answer(s)… Since this is not “new” anymore – there is plenty of information (and suppliers) to help.

Here are the items that I believe need to be done to make this transition successful…

  • Pull in your HR, IT and business unit teams to spend the right amount of time drafting and finalizing your social media policies. Nothing worse than going down to the path of implementation and then being hit with the IT Security or HR policies roadblocks. They are there – just include them right off the bat.
  • Make sure that you are looking at tools and capabilities that integrate together. Don’t be looking for another stand alone solution. Of course, don’t be looking at that potential one-size fits all model either. Look for a platform that you can build on. You can add “best in class” solutions or the platform supplier does. Either way – you win!
  • Gauge how supportive your senior management team is with this endeavor. Are they receptive to changing how things get done? Do they feel okay with more challenging of the status quo? How thick is their skin? How about the ROI monkey? Leaders are supposed to removed roadblocks, but sometimes they like to leave the speed bumps in.
  • Start small and move fast. Goes back to an earlier comment. Don’t try to find the one-size fits all. Making a huge change will not go over well. Start small, start with the capabilities that are most often lacking (by listening to the user base). Get that in, make it work, make it fit within the normal workflow and go fast.
  • Take advantage of the “evangelists!” You know, the folks that jump at a chance to use “new” capabilities, that adopt early and really see how to make things work. Get them from the individual departments to help train and communicate success.
  • Stay your course. It is too easy to get distracted by upper management, a shiny “new” capability or feel progress is moving slower than you want. Once more people get into using and adopting these tools the better off your company will be – you will see.

I know this is not new to many folks… Those folks and I have had plenty of war-story discussions together. I felt like I had to take that interview question and writing it down – As I thought I gave a pretty good (not 100% – did not mention suppliers) complete answer.

Posted in Observations - Tagged , , , , ,

Workplace Evangelist?

Nov30
2010 1 Comment Written by Steve

What a title! I have spent the past two plus months helping groups with improving their productivity and collaboration with using some of the Enterprise 2.0 technologies that we have implemented inside the firewall. Some folks call that person a workplace evangelist.. Catchy and probably looks pretty good on the old style business card! Since I have been doing this for over two months, it is time to write down my thoughts and observations. First of all, this role is something that I volunteered to do! I have found that using Enterprise 2.0 capabilities has helped me to communicate and collaborate with my global team and our key stakeholders. Some real quick observations were the demand greatly outweighs the supply of trained folks and people love buzz words. Demand is so high for someone to educate, teach and help implement – that I could have easily been busy for 24/7 for years to come. Like everything I do, I jumped in to do as much as humanly possible (till I figured out how to find those that will be successful).  Seems everyone wants to use the new technologies but just don’t know why or how.

I got to listen to plenty of challenges from each group that I have worked with. They basically came down to the following statements:

  • There is no consistent way to capture information or content.
  • There are lots of tools to use, which one is best for me? Or my team?
  • I have too many distractions today; meetings that fill up my complete calendar, emails that just go on and on, instant messages and every once and awhile the phone will ring.
  • Social computing is not work… It is social… (I guess that is why using Enterprise 2.0 saves you from having to listen to social computing confusion)

To help the teams understand better what is meant by this I found that Terry Starbucker’s 7 Essential Truths About Social Media very helpful. For the internal purposes I used and/or modified about 5 of them – fitting the audience that I was dealing with.

  • It’s not a “strategy” (it’s just a tool to communicate)
  • It’s not going to fix all that ails your business units problems (no silver bullets)
  • It will open up your world (just have to be open to making changes)
  • It will expose some basic communication weaknesses (so, be careful when you jump in).
  • It’s not going away (so, learn how to use it).

Usually after going over these truths and the examples that fit each one of them I can assess if this particular team is going to be resptive to making the necessary changes and work needed to be successful using the tools at their disposal. The other day, I was blessed with a quote from the team manager that just blew me away. “We are too busy with work, to work on reducing our workload.” I kid you not! Making changes take time and effort (work). I am willing to help, but I can not be the one that does it all… Almost all of the team needs to be a change agent to make this work. Not everyone, there will always be nay-sayers, but once they see how successful this is making the others or truly reducing their workload – they will come around, they always do. Just need a group that is willing to learn, open their eyes to dream how things could be and then work towards that dream.

Success rate overall, is still coming in. This takes time! Time to get moving, time to keep moving and getting the desired results that the team is looking for. I right now, have to say – this has been about a 50/50 split! My first months of starts, were with everyone that came knocking for help. The second month, I am only taking on those that are willing to give it a serious go. So, maybe my success rate will go up. I only have one month left – so, it better!

I do still love that title! I really enjoy the role… Maybe I can continue this role someplace else soon.

Related articles
Enhanced by Zemanta
Posted in Observations - Tagged , , , , , , , , ,

Change and Leadership Strategy

May25
2010 Leave a Comment Written by Steve

 I recently stumbled across an interesting article by William Pasmore in Forbes titled “You Need A Leadership Strategy Now” which really got me thinking, especially his statement regarding change…

Leading in an environment that is characterized by constrained resources, an uncertain and unpredictable economic environment and where competition is constantly increasing, is extremely challenging as there is no clear direction, not clear answers and the risk of failure is high. In these times, when decision making is difficult and change has become the order of the day, having the right leadership team in place is of utmost importance. This is why having a robust leadership strategy is key.

You many be asking yourself, what exactly is a leadership strategy and how will is help in times likes these? William Pasmore describes a leadership strategy as follows.. “A leadership strategy makes explicit how many leaders you need, what kind, where, with what skills, and behaving in what fashion individually and collectively to achieve the total success you seek.”

According to William, developing your organization’s leadership strategy require that you answer the following four questions:

  1. What are the drivers of our business?
  2. What kind of leadership do we need?
  3. How am I myself leading?
  4. Who are our leaders? 

This quote also made me think about change in general.Let’s look at the changes that are needed to happen when it comes to an area that is near and dear to most of our hearts, communication and collaboration. I have been hearing from many folks that are down at the work level (no offense to management and leaders) that today things are not working well. In fact, some folks have said it is broken. My first question is how are you doing with it today? Let me phrase the answer as – I do anything and everything that works for me. Within that – you can read between the lines – some would not meet security or IP protection, some are group(s) creative solutions (that if shared, others could benefit hugely) and others are just plain – we put in the ton of hours necessary to be success. As the company continues to spread out – communication and collaboration is stretched a lot. Every knows that when you stretch a rubber band too much – it does break. Well, we are doing just that – stretching. I wonder if leaders are listening to these cries for help? I know it is being heard in pockets – usually when it is so bad (emergencies or out of compliance) - that we jump into task force mode.

The groundswell has been going on for quite awhile. What made me think about the quote and this particular passion of mine – is that we are pretty good at throwing technically at problems. Hell, we are a technically company. The answer is not how much technically that we can change the way we operate. It takes leadership and a solid change management strategy to really transform. I think many of us have seen Field of Dreams – the movie that coined that phrase – “if you build it, they will come.” I think we have built plenty and have many items that just miss the complete mark – but we don’t help transform. When someone tells me – tools need to be intuitive and easy to use – I usually have problems. My first thought is – another tool that is going to be used the same old way. Transformation takes time and effort. From the top to the bottom.. The benefits will be realized, but over time. There is more than building it. There is more than letting grass roots efforts, just become reality. Time to lead the change in the manner necessary for true success.

Reblog this post [with Zemanta]
Posted in Leadership - Tagged , , ,

Let’s Ditch The “Social” Part

Apr11
2010 2 Comments Written by Steve

Over the past year plus, I have been pushing for using Enterprise 2.0 capabilities to improve communications and collaborating. We have some basic problems with our internal folks and there understanding of these capabilities.

  • Many understand them as “social” computing. This understanding clouds their judgement right off the bat. Social does not apply to work. Tried changing the name to Enterprise 2.0; upper management said no – easier to remember it as social computing. Is that the passive way to insure that the program will struggle? You be the judge, I know I have my opinion.
  • Many senior leaders are excited to try the capabilities, but don’t know where to begin. The ask their communications folks to add this as yet another way to communicate to the troops. (No real strategy or plan, just use it like email or newsletters. Recipe for success? Wonder why you need yet another approach following the same techniques. I found one senior person, tell me that their comms person writes all communication for him to the troops. I asked, “do you think your folks know?” Of course they know.
  • Security or other threats of legal nature, simply scare putting in policies that make the capabilities not user friendly. We all know that email is still the largest collaborative tool. Having an opt in policy for social computing – just is not right. For me, I never opted into the email blast or newsletters. So, why a different policy for social computing?
  • Plenty of dipping the toe into the pool, but no jumping in! We will try it, but if I don’t see results quickly, well this is just a waste. I can not believe how many times I have witnessed the one and done. No strategy, no plans and no commitment – well what did you expect?

Everyday I listen to someone tell me they need a new way to communicate and/or collaborate. When I probe into the reasons as well why they are asking – here is the list of items:

  • Globally dispersed team, with very little overlap in direct verbal discussion.
  • Travel budgets are cut.
  • Everything to just is not working.
  • Need more innovation.
  • Time to information is key to success in the future.

The reasons all seem spot on for me! Why no real change? Fear – maybe. Change is hard – no one likes their cheese being moved. Letting go of command and control – more than likely. Scary software – sure, email and the Internet were once. It is time to really take the risks and jump into the pool. Isn’t it?

Reblog this post [with Zemanta]
Posted in Leadership, Observations - Tagged , , , , , ,

Command & Control vs Collaborative

Jan20
2010 Leave a Comment Written by Steve

I have struggled with this topic for quite some time. I have pretty much worked in 3 organizations all my life (2 large ones – US Army and Intel; 1 small – Myron’s Service Center).  No one will argue that the military is anything but command and control… Oh, don’t get me wrong there is some collaborative work going on, but in the heat of the battle – command and control wins. As long as the order is lawful, the simple answer is to carry it out. I remember my drill instructor say, “If I say jump, you ask how high. Got it?”. That seems to wrap it up.

I wrestle with the notion of when is it time to skip the command & control and move towards a move collaborative approach. When you look back – command and control seemed to work well, when the boss knew more or had more access to information. Those times are changing. Information has become available to just about everyone, thanks to the information revolution. Teams today are more globally dispersed – where it used to be the company (where most groups acted independently) that was global. Things need to change – or maybe – things are forcing the change. In order for me to get my work done, I have to be more collaborative than ever before. I have to be willing to give up some command & control. What makes me think I can do it better or faster?

What are helping drive these changes?

  • Enterprise 2.0 technologies – Speed of communications and collaboration. Information is available and shared with all.
  • People – are demanding these tools. Technology is a funny thing, the more comfortable you are growing up with it, the more you demand when you get older. I am afraid that I am an exception to the rule. But, when I look at the workforce today, this is a definite trend.
  • Micro-managing scares folks away - we all know the workplace studies that show that people leave because of their boss more so than their job. I have come across this a couple of times in my career. I have left very good positions that I loved doing, because the person that I reported to was a micro-manager. I have stayed in terrible positions because I have worked for some amazing people (the job, I can make better).
  • Workforce is more global - For me, this is extremely true. I have people that I work with everyday – and only one of them sits in the same general physical location as I. In order to keep everything going – we have to use these tools. We have to be willing to make it fit within our normal work flow.

Will large established corporate culture change overnight? Will it happen at all? Overnight, no way. Resistance is always going to be there. Giving up command & control is not easy. It takes people to change. Moving their cheese is not a good thing, at least not to them. The shift has to happen. Many small to medium size companies are doing it and finding some great results within innovation and great places to work. When that happens – all the great people will come running. So, the big ones have to shift or stay the course on the path that they are on. That path does lead to a slow and painful death – I believe folks have some examples they could share on that…

Thoughts?

Posted in Leadership, Observations - Tagged , , , ,

E2.0 – My Short Summary (and Struggles)

Nov05
2009 Leave a Comment Written by Steve

I have spent the past 3 days attending the Enterprise 2.0 Conference in San Francisco, CA. Where I work, we like to sit back and assess where we are (and of course, we like to lead – wherever possible). I plan on posting my complete assessment of the conference in another post…  But,  first a small tease of a blog post…

As I sit in SFO waiting on my 5:30pm flight (there was no earlier one for me), I thought why not post something to get the juices going. I think most companies can make a case that they love competition – and wanting to be  first in almost everything they do. When a challenge is put to the employee base that I work with  - they deliver, hands down and are very proud of that fact. In the area of internal usage of Enterprise 2.0 capabilities – well, in my humble opinion we are just okay.

The conference this time around (last year in Boston – it was more about getting started) – I was able to see many large enterprises stand up and discuss their successes in Enterprise 2.0 collaboration capabilities. Some outstanding results! Some definite struggles along the way. I spent plenty of time in sessions, in hallways, at dinner, in the bar and just standing outside at the conference – picking their brains. There is one thing that I walked away with - where I work – we are not too far behind, but does have some ways to go before we can stand up and be counted with the others. 

The key take-away(s) for me from them all are:

  • Great Management Support is not only necessary, but is key to success. Watching two companies senior leaders stand up and talk about their experiences and the resistance that they faced from their peers – and how they just plowed ahead… Wow, I felt jealous.
  • It is not about the technology – it is about the PEOPLE. Making it part of their workflow is the only way these capabilities are going to be around for a long time. Email – we can laugh now, but back in the day – it faced the same similar start-up issues. Look at it now, well don’t – I try not too.
  • Resistance is around every corner and it is not a generational resistance. Of course, the new employees coming into the workforce are used to some of the capabilities. As I walked around the conference – I saw plenty of the “other” generations using the capabilities and talking about them! For me, I was with my peeps. I was not the old fart sitting there!
  • Fear – seems like someone is afraid of something. What if’s can slow down everything that we do. Those folks that have plowed ahead – have documented the times that the fears have really come to the surface. Many of them reported out that they have had very little problems. Have people posted some stuff that was offensive – none. Has stuff be leaked outside of the enterprise that should not have – nothing more than what they have found in email or papers left in the trash. In fact – the comment was – since everything is inside the firewall – well, it was safer. A quote that got me from one of the senior folks was “I can’t stop you from being stupid, but I sure can point out how stupid you are.” Who is really hurt?
  • Adoption, Adoption and fostering success. Many of the companies are starting to see a need for community managers that this is their full time job to help teams with communications, collaboration and connecting to people and information. Some have tried the volunteer route only to see limited success.
  • Whatever you do, don’t take no for an answer! Personally, I don’t like that one. I see it as, I will take the no for now and come back later… There are so many opportunities and wasting my time on some of them – is only going to frustrate me. I don’t want to be frustrated. I will come back to that opportunity later!

There is much more that I want to write.. But, that will be coming early next week. I wanted to get something out that I think really sets a stage for our internal struggles.

Posted in Observations - Tagged , , , ,

Social Computing Inside the Enterprise

Sep10
2009 Leave a Comment Written by Steve

Plenty of stuff has been said about social computing, enterprise 2.0, web 2.0 – pick a name. Much of what you read and listen to is externally focused. The arguements come when you try to apply external tools and capabilities to inside the firewall. I posted a blog – months ago on “Why Managers Fear Internal Social Computing” - this was my initial reaction to some of the struggles I have witnessed. Have they changed some – maybe just a little. What I really want to write about is some of the bumps and bruises along the way. Maybe share some watch out for this or that points. Nothing is ever perfect, so if you are on the internal enterprise enterprise 2.0 journey – the ride is definitely bumpy.

Where to start? Let’s start off with maybe a strategy and insuring that you have that strategy! What is it that you are attempting to do? Many companies that I have talked with are running into – my CEO or “C” type person saw them and wants them. Better make sure you step back and figure out what business problems you are trying to fix. Average age of the company is getting a bit long in the tooth, having troubles hiring the “new kids”, or work teams are struggling to communicate or collaborate together because of time and distance? Figure out the problems first… The situation near and dear to me, we had tons of grass roots efforts throughout the company. Smart people, bringing in tools to help them get their jobs done. Be prepared for trying to corral those efforts. Your strategy has to include those.

Set up some rules of engagement – social tools outside in the internal – have very little rules. But, if you are bringing them into the enterprise, you better have some rules. While you are at that you may as well set up a governance structure. Having this done early on, could have you avoid some delays or concerns later on. Putting those in place, after the horse has left the barn – well, difficult for those implementing and much harder for the users to understand later on. Remember from the paragraph from above, the grass roots efforts – well, you know have rules of engagement – some folks get turned off.

Confront the fears of the managers and senior leadership. Even though some of them have come to you asking for these capabilities – fear is there. Security policies, perception, attacking the corporate culture, negative perceptions and am I getting my return on my investment. If you do not tackle those – the journey is going to slow down to a crawl. Make sure that you have senior leaderships committment. Words alone are not enough, they are out there demonstrating.

Have ambassdors or stewards to help others with adoption of these capabilities. Training manuals are worthless!  Get out and demonstrate what could happen. After awhile – you will have a laundry list of use cases (some you knew, some that you didn’t and those that are yet to be developed) to help you with this task. One key point here – revisit your strategy to insure that you are definitely making whatever you are going to use – fit within the normal workflow of the employees. If this is just another tool or capabilities – if the “what is in it for me” is not visualized – well, it will be come another one of the tools in the graveyard of failures. Once you have the use cases and more success stories, you get your ROI. You just have to have the senior leadership on board to make the investment to start – and if enterprise 2.0 does not get us any return – stop the funding. If it does – keep investing.

One more item to think about is, what is your corporate culture? Is the culture one that shares openly or does the culture normally lock everything down? I believe that you can have your cake and eat it too. There definitely is some information that should not be shared openly within the enterprise. The opposite is equally as true. You have to have the capabilities to keep information private, but that should be the exception and not the rule. Again – make sure that you have this in your strategy. You may have to work with the security and HR folks. Security to insure that you are putting the right levels in place. HR because depending on how you reward your employee’s – there may need to be a different rewards system in place.

These are some of the bumps and bruises that I have witnessed along the way. I am a very strong advocate that enterprise 2.0 capabilities can help me with my job (hence helping others). For me, I find that this has been a wonderful experience and has restored my passion for what I do.

Posted in Observations - Tagged , , , ,

Social Media Arizona – The First

Aug20
2009 3 Comments Written by Steve

I was very fortunate to attend today’s first Social Media Arizona (the presentations have been uploaded just use the Recap) conference today. Fortunate for a few reasons.

  1. I have been following many of these people on Twitter and got to meet them in person.
  2. The topic (social media) is pretty near and dear to me. I have been using these tools (both internal and externally) for awhile.
  3. Being in a gathering like this – with folks that “get” social computing - is very special. Birds of a feather, so to speak.

I would hate to single out any one of the topics.  Listening to many of the speakers talk about their successes, failures and the continued battles that they discussed, seemed to me like I was looking into a mirror. Did I learn anything new? Not really, but what I did learn was that I have a very close support group in Phoenix metro area.

Some of the many items that I did get were -

  • Social media will transform business like nothing before because now word of mouth is so public.
  • Social media is like teen sex. Everyone wants to do it. No one knows how. When all is .. done, everyone wonders why it’s not better.
  • Budweiser on twitter has followers – but no photo and no tweets. Where Dunkin Donuts has plenty of both. What does that say about Budweiser? Can you say failure…. Check it out yourself.
  • Internal social media is neglected sibling of external social media
  • Twitter is a tool; not a strategy.
  • Groundswell – the book should be in every social media experts or so-called experts library.

It was a great day of conversations. Social media is all about the conversations. I have to give a big shout out to a couple of the folks. Fred von Graf for pulling this altogether… BTW – all of the proceeds went to help kids and the homeless (all volunteers – everyone). Pam Slim, author of Escape From Cubicle Nation – awesome branding presentation today (I have to find out what my spice is – maybe I will ask Jeff Moriarty). Jeff Moriarty for turning me onto social media and the awesome Phoenix metro folks in social media. Evo Terra -for being Evo (keeping everyting real). Last but not least, to the folks that I talked with today, I am now following many of you on twitter – thanks!

Posted in Observations - Tagged , ,
« Older Entries
HootSuite - Social Media Dashboard affiliate_link

Categories

Switch to our mobile site