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9 must-remember guidelines to succeed with social media marketing

In training on professional usage of social media with Kluwer Formations today, I’ve been helping 9 people from different organisations get started with social media. Despite their different levels of experience, different skills and different needs, they all have one thing in common: They want to use social media to market a business, organisation or product – they want to find their clients, communicate with them and reinforce brand loyalty.

In a series of several blogs over the coming weeks, I will be giving tips for anyone getting started with social media for marketing: Lots of references based on different type tools, functionalities and issues. Enjoy!




1 – Know what you are trying to achieve before you get started

Despite all the hype around social media platforms, they are still only tools. Don’t get on the train unless you’ve got a good reason. And define your reason clearly you get started. Your goals will affect the choices you make in terms of tool and activity. Defining your goal is the first step to creating strategic action.


2 – Know where your customers are and meet them there

As I said in my article for the December issue of T+D Magazine for ASTD, if you set up shop in the middle of nowhere and expect your customers will accept a long painful walk into the middle of nowhere, you will soon learn it doesn’t work. Don’t choose your platform for what YOU like to use. Choose what THEY like to use:

  • Which tools are your customers already using?
  • Where are most people most active?
  • What seems to suit your activity best?


3 – Know that not everyone uses social media platforms in the same way, to the same extent

The engagement pyramid, as explained by @charleneli in “Open Leadership” shows the 5 different types of social media user. The % of people acting in these ways diminishes as the list advances (watchers are the highest percentage, curators the lowest):

  • Watchers – the majority of people active on social networks are not SO active. They just look at stuff, soaking it all in without saying or “doing” much. You won’t know what they are thinking or how they react. But they are still there and they ARE part of your customer base.
  • Sharers – these people actually put stuff out there themselves. When they see something interesting, they share it. From what they share, you can tell what they like, what they are interested in and what they want more of (or not). Very good intel. And of course, wouldn’t it be great if they shared YOUR stuff?
  • Commenters – the next group will comment on or “like” (rate) what they find on any given platform. They actually given an opinion on what other people share. You can see their reactions and use this information to improve your offer and find out who is interested.
  • Producers – these are people that actually create something themselves. In my opinion, this should be one of YOUR main activities if you are using social media to market. You should write blogs, make videos, take pictures etc… What these people produce is what the others share, comment on and watch. No producers, nothing to look at.
  • Curators – like the curators in a museum, the role of this person is to collect, organise and share different things and put them together in one place for the others to come and find. They make sense of what has been produced, in order to make it easily accessible for the others. A key role in community management and other online activities.


4 – (Given point 3…) Be ready for disappointment in the beginning

The vast majority of people on a social network platform do not produce, share or comment/rate. This means that much of the time, what you put out there will not create an obvious reaction. Keep in mind 2 things:

  • It takes time to get reactions. If you have 500 followers on Twitter, you might hear from 50 of them, from time to time, if you’re lucky. If you get 5000 hits on your blog a month, you may only get 5 or 10 comments or likes. The same is true for YouTube videos.
  • ..but that doesn’t mean you are not being read. Believe in the numbers. If you have followers and friends, what you are putting out there is getting seen. If you are confident that your 500 friends and followers are well targeted potential customers, keep sharing and keep producing.


5 – Tools differ, but the golden networking triangle remains the same

Whatever you do on social networking tools for marketing purposes, you will need to consider 3 main types of activity, otherwise known as “the golden triangle”. Suggested by Jan Vermeiren in his currently free to download and highly practical book “How to REALLY use LinkedIn”, these 3 activity types will create a kind of snowball effect where the number of people you reach gets bigger, the number of reactions grows and the community continues to flourish over time:

  • Give things away. Share references. Not always your own content, but also other “on-brand” things you find on the web that might be interesting for your customers.
  • Ask for things. This can be a simple answer (a large piece of market research done via a poll), a request for expertise on a given topic or a fully crowd-sourced project development. Ask people to get involved and some of them will.
  • Thank people. From literally saying “thank you” is a start. Liking, commenting or sharing what you have seen is ever better. So is mentioning people. We are all in this together, so be nice to each other.


6 – Stay on brand. Always.

Your brand is the image you want to present of yourself, your product or service. Whatever you do on social media platforms, you have to reinforce that image. Think about it beforehand. What kind of style do you want to have? What do you want people to say about you? What do you represent? What are you the expert of? What are you offering? What can people expect from you?


7 – Consider a blended approach to what you put out there: 70/20/10

I know a man who tries to sell his products via Twitter. Every tweet says “Buy this or that product of mine”. It drives me crazy. My preferred approach comes from “The Twitter Book” by Tim O’Reilly and Sarah Milstein and I think it’s much better way to position yourself and your products and services without being too pushy:

  • 70% of your posting should be sharing other people’s stuff. If you are a hypnotist trying to sell MP3s to help people quit smoking, 70% of your tweets will be sharing resources you have found about smoking, health, fitness, cancer (whatever…), but not actually pushing your product. Your customers will understand you have an opinion on these things and you stay up-to-date and interested in what they are interested in.
  • 20% of your posting can be your own products and services. You have the right to let people know about what you have to offer and they will be interested and believe you, because of the other 70% of your activity.
  • 10% can be a little light playful personal stuff that shows the world you are not just a marketing machine out to get their money. People buy from people and your followers, friends and potential customers want to know about you too. Let them know from time-to-time what you are up to at the weekend, or how that traffic jam drove you crazy. The human touch is nice… And this 10% doesn’t kill what I just said about branding.


8 – Cross pollinate your posting and sharing

This doesn’t go against what was said in point 2. But most of the time your customers will be spread across different platforms, so your activity must be as well. If you have posted a blog-post (like this one) on WordPress, tweet it. If you think it’s OK to post on LinkedIn as well (more on in another post) update your status there as well, or put the link in a group you have created. If you find a relevant blog from someone else and your new post could add some value, add it as a comment. If you just added a video to YouTube and your post could be a nice follow up reference, mention it in the comments.


9 – If what you have to say is worth saying, saying it twice, three times, four times, five times…

Take a look at your Facebook, LinkedIn or Twitter homepage. What do you see? Depending on how many people you follow/friend/connect to and how often they update things, the answer will differ. But over time, the same thing happens: Stuff disappears!

On most social network platforms, there is a “half-life” phenomenon which means that what you post disappears from your audience’s timeline exponentially at a certain rate, depending how many people they follow and how often those people are posting things. Concretely, this means that what you post now will be gone from view later. So what must you do?

  • Firstly, think about what time of day you are most likely to be read. Just after lunch on Tuesdays and Thursdays is a good time. People aren’t desperately steaming ahead at the start of the week and they aren’t doing highly productive work while their lunch goes down. A good time to be read.
  • Secondly, re-post new things several times over a given period. But don’t forget point 7.


That’s it for this post. I will be back with specific tips for LinkedIn, Facebook and Twitter to put these ideas into practice… Sign up to follow my blog and you won’t miss a thing ! (Look in the right-hand menu bar)



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Share, like or leave a comment. You know it’s worth it… J


Kluwer Learning Indicator 2012

5500 responses this year for the Kluwer Learning Indicator survey. But what do they all say? Let’s ask Johan De Meyer (the man who created and still runs Kluwer Training) and Nathalie Verbinnen

Some sample questions from the survey…

  • It’s HR, not the employees who decide how learning takes places
  • HR invests too often in short-term training solutions
  • HR must encourage knowledge and experience sharing via social media
  • Leadership skills can/cannot be learnt
  • Learning is a motor for innovation
  • Looking at these questions, I see the link with some other learning trends:

  • Self-learning and more self-control of employees may be important. It’s not HR that should drive everything. People need to be “learning proactive” themselves..
  • Training does not imply learning
  • …and learning does not imply training
  • Social learning, knowledge sharing and connected learning networks are still new issues for HR people to deal with
  • Johan De Meyer tells us:

  • 2 out of 3 companies have a real learning strategy, 7 out of 10 employees know it and 2 out of 3 employees are satisfied with it
  • A learning organisation must align learning activities with business priorities.
  • HR professionals are focussing more on “normal collaborators” than leaders
  • 3 out of 4 employees figure out how to lead people on the job
  • …but 43% say they need some training on this
  • Classical training remains the top choice for developing people at work
  • …then we learn from our colleagues, then from our managers
  • ..while Nathalie Verbinnen says:

  • 1 out of 3 employees say they spend time every week on self-development
  • …but 62% of employees take a day’s holiday to follow training!
  • Social Media might be trendy, but it’s not being used much yet for learning
  • …probably because HR professionals are not themselves active with these tools
  • Want to know more?
    Contact Isabel De Clercq or Heidi Didden from Kluwer…

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    Hubert De Neve from IMEC on “Learning at Work”

    IMECs chief learning man Hubert De Neve introduced the Kluwer Meet and Greet this afternoon with a look at Learning at Work. This post tells his story (in the first person)…

    What have I seen in 2 decades of learning?

    The changes seen are mostly related to the different ways in which organisations have changed over these last 2 decades:

  • “Scale” becomes “Functional Business Units”
  • “Standardisation” becomes “Customisation”
  • “Fixed job descriptions” becomes “Flexible workers”
  • “Financial capital” becomes “Human capital”
  • “Operational control” (by management) becomes “Competence Management”
  • …and what does this mean for the business world on a larger, global view?
    We are no longer in the Industrial Era, but in the Knowledge Era.

    What does this mean for Learning Professionals and HR people?

  • HR is moving away from controlling processes (payroll, benefits…) towards real learning consultancy. Learning people need to get better in touch with the core drivers of the business, learn how to consult and bring real value solutions to the organisation.
  • HR people need to change their vision of the employees they are serving. If employees are no longer industrial workers who do the same fixed function in the same fixed way, needing control and discipline, then how we serve them needs to evolve too: Creating opportunities to become truly flexible in their work, providing the same business results in less time.
  • We need to stop trying to fit people into boxes of “required competences” and train them to have those and move towards recognising the individual strengths of each employee and leverage those to create real value
  • What is coming next?

  • Generation Y wants it all now (including the fun) and we will need even more to find ways to accommodate that in what we provide at work
  • We need to incorporate differ technologies, media, devices and approaches to learning. Granularity that allows each person to serve himself.
  • We all know that social media is important for learning, but in the future apps on smartphones will be a major part of workplace learning
  • We will need to bring even more meaning to our people, in all it’s sense. As @danielpink says in his book “Drive” a sense of purpose is a major source of intrinsic motivation for people in the New World of World. Workers need to identify with the mission, vision and values of the organisation. That will bring passion and that will bring real great work!
  • …that’s where I stop. Hubert is speaking 3 languages and I have to save some brain power for my own speeches later 🙂

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    Leadership = Influence (Dr Paul Hersey on “Situational Leadership”)

    In a stunning display of endurance and personal effort, faced with the world’s worst microphone, but powered by an enthusiastic exhibition audience, Dr Paul Hersey (one half of the famous Hersey-Blanchard duo) explained at ASTD2012 ICE how…

    Leadership is basically one key skill: Influence


    Good leaders exert influence by adapting their style on the basis of two main things: Task result/goal-driven leadership or Collaborative/relational dialogue-driven behaviour. In my experience, most people have a natural preference to lead and be led in a way that sits somewhere on the continuum between these two things…


    Depending on the current development level of the people you are trying to influence (with regard to the task at hand) one of 4 styles will therefore be required


    When using these different styles, it will be important to pay attention to simple guidelines:

  • If “telling”, it is important to explain how things should be done (LIKE THIS)
  • When “proposing”, to OFFER your own idea means you ask for and accept feedback
  • “Asking” (which the rest of the world calls “coaching”) is all about getting the other person to find solutions for themselves (NOT MAKING PROPOSALS) …if they are not able, the leader may go back to proposing
  • “Delegating” implies handing over a task with NO CONTROL
  • A good leader is able to observe the development levels and needs of the person to be led (with regard to the task) and use the right leadership style. Development levels are defined in terms of commitment to the task (understanding and motivation) and ability to do the task.

    By adapting styles according to the development level of the person (for the task), we increase and maintain motivation and develop people toward high performance… ..until ultimately, they don’t need any more leading and we can let them go!

    For more information and to learn the relevant skills associated with Situational Leadership, check out and follow the course “Working with People” ….with me 🙂

    Defending training

    My Twitter stream is full of excellent professional learning people and 1 major trend: Non-training based learning.

    The continual repetition of ideas like 70:20:10 along with the SoMeSoLearn fashion and chats like #IHateTraining are having a great impact on the learning sector. People truly understand the first 2 suppositions of the Infinite Learning principle:


    BUT: There is nothing wrong with training!

    Many of the same people who are talking everyday about SoMeSoLearn, learning in the work stream, informal unintentional learning etc etc… don’t always say directly that training is bad. But I feel the intention is nonetheless there. And the training profession is not doing a good enough (or loud enough) job of defending itself against that intention. And while it’s harder to defend something that is not directly under attack, here goes…

    I’ve been asking learning professionals 2 questions:

    • What is the value of training? (as opposed to other learning approaches)
    • When is training the right answer?


    But before we get started, let’s define “training”…

    Much of the anti-training movement seems to be fuelled by a particular understanding of what training is: People equate training with top-down expert-to-non-expert instruction, as if training uses exceptionally the S1 hierarchical/directive leadership style of Blanchard + Hersey’s Situational Leadership model and only the L+D department is allowed to manage it. I can understand why they would think THAT is only useful 10% of the time…. and it certainly isn’t adapted to much of the knowledge-era Gen-Y “connected” “Yes We Can” learning population!

    …or, as Harold Jarche (@hjarche) told me: “Sitting in a classroom listening to someone talk isn’t training. It’s just a waste of time.”

    But THAT is not how training should be…


    During a Twitter conversation with CNY ASTD President Mark Britz (@britz) we both agreed on the following simple definition of training:

    • “A formal structured learning moment that takes place out of the workflow, with defined objectives and curriculum/approach”

    @hjarche referred me to the Wikipedia entry on training which says it is the acquisition of knowledge, skills and competences as a result of teaching specific things.


    Note that neither of these definitions exclude learners from the definition and creation of the training package and they certainly don’t imply that the only teaching style to be used is top-down teacher/school-like instruction.

    So far so good…. Now what about those 2 questions of mine….?


    About the value of training

    The added-value of training in terms of competence is in skill and attitude building, not knowledge delivery. Knowledge can be delivered via multiple other channels. The only knowledge to be attained in a training environment is self-knowledge, usually via constructive feedback following relevant exercises.

    Sometimes a training environment is used to deal with objections and reactions to new information being acquired. For example, during a change project, people are put in a room together to receive and understand new ideas, question themselves, brainstorm and give feedback.


    When is training the right answer?

    When direct access to a subject matter expert over a condensed period of time is more efficient than self-learning or indirect access to that SME. Example: Hard skills learning like software, programming…

    When taking time out from the workplace with colleagues is more likely to produce discussion, (team) reflection and brainstorming than staying in the workplace

    When the risk of making errors learning on the job outweighs the investment of learning in a safe risk-free environment

    In my at-distance-video-interview ASTD President Tony Bingham summarised his thoughts on when training is the right answer….

    @britz referred me to Mosher + Gottfredson’s “5 Moments of Learning Need” which states that training is only required when “learning something for the first time” or “learning more”. The other 3 learning moments can be done via other channels (performance support, SoMe, reading…).

    @hjarche told me that “training is the right answer when there is a clear lack of skill/knowledge and when learning it for the first time”.

    @charlesjennings told me that formal training is usually the right answer when dealing with (a) high-level concepts or (b) compliance demands.


    … I personally add that all of the above is only true with the important (obvious?) addition that what is learnt in the training environment is practically relevant (“authentic”) and effectively transferred to the workplace. Training alone (no follow-up) will almost never do the trick. Training as part of an effective learning strategy will.


    Good training is here to stay when it adds value because it’s done well and for the right reasons.

    …and I’m looking forward to it 🙂


    Thanks for reading


    Leadership competences (as noted by recent trainees)

    Here is the post-it note list my recent trainees made about leadership competences over my 4 day course with Kluwer. Split into knowledge, skills and attitude…


    Knowledge – a good leader should know..

    • His own style of communication
    • ..and those of the team
    • How people on the team feel
    • The team’s strengths and weaknesses
    • What gets her own people in FLOW
    • What is reasonable and what is not
    • The mission
    • About different personalities (eg: red monkey lovers)
    • Boundaries
    • Which tools and resources are available, where and how to get them
    • Different working methods
    • The working environment, business, key players etc..
    • Where we are in relationship to the mission
    • The big picture


    Skills – a good leader should be able to..

    • Be clear in communications
    • Communicate assertively
    • Give regular constructive feedback, including good examples
    • Adapt feedback frequency to the needs of the people (like with situational leadership)
    • Make good decisions
    • Moderate conflict
    • Create strategic action
    • Set expectations well
    • Influence and convince people
    • Build trust
    • Use active empathy
    • Avoid (or at least be aware of)  assumptions
    • Be objective
    • Adapt leadership style to the needs of the people
    • Evaluate performance with a blend of objectivity and subjectivity
    • Build a good network
    • Set priorities
    • Create a good environment in which he can gather input from the team
    • Stimulate problem solving
    • Coach people (when it is right to)
    • Mentor people (when it is right to)
    • Delegate
    • Direct people and hold hands when neceesary
    • Deal with own stress and the stress of others
    • Inspire the team
    • Solve problems
    • Adapt to different situations
    • State objectives in a clear and motivating way
    • Keep distance when required
    • Think outside of the box
    • Negotiate
    • Play purple (see Gavin Kennedy’s book on “Negotiation”)
    • Admit when things go wrong
    • Proactive
    • Create effective teamwork
    • Assign the right people to the right tasks
    • Empower people
    • Deal with change
    • Use google 🙂


    Attitude – a good leader should be ..

    • Open-minded
    • Adult-minded (ego state)
    • Good-tempered
    • Trust-worthy
    • Trusting
    • Think win:win
    • Positive
    • Consistent
    • Structured
    • ..but flexible
    • Confident
    • Inspired
    • Focusses on results
    • …but not forget people, emotions and feelings
    • Calm under pressure
    • Analytic
    • “Can-do” minded



    Help! I can’t get past the firewall!!

    Fresh off the plane and I grabbed my first victim…

    Chris Frederick Willis ( @media1der ) explained to me the value of MS SharePoint as a learning tool. A social learning tool.

    In my ex-corporate-employee mind, SharePoint is a boring static folder-based storage tool that people basically don’t use at work. Conversations with @coachwim already gave me the idea that this was a misconception: Apparently SharePoint can do many of the things social learners want: Rating, tagging, profiles, sharing, chat etc….


    But why use SharePoint when there are so many other (free) alternatives?



    Chris explained to me that my vision of SharePoint as a storage tool WAS probably true some years ago. But now it’s more a performance tool. SharePoint users can do lots of different things to streamline their working processes, from integrating with SAP databases, to chat, video sharing and basically anything else you can find on SoMe tools.


    With 1 big advantage that my friends in the Belgian banks have already been telling me about: It’s inside the firewall.


    …but is it sexy? Do people use it? Does it deliver?

    Contact Chris and she’ll give you the answers 😉



    Thx for reading


    Social Media for Trainers – Practical Example no.1

    This blog-post outlines a practical example of how social media tools could be used during and after training. If you have questions, send me an email…

    What is the added-value of using social media for training?

    • Improve understanding and retention of what was discussed in training
    • Keep the learning process alive by creating longevity
    • Provide additional references to your participants, this concentrating on Authentic Learning whilst in the training room
    • Drive traffic to your blog site/Twitter account, thus improving your network reach
    • Learn more stuff yourself (as a trainer)


    How this idea started

    • Following the @KluwerOpleiding #KluSome Trainer’s Lounge there was some discussion on our LinkedIn group about how to best profit from social media in training
    • A discussion group member posted this film from @Tedtalks
    • Another group member (trainer) used that film in training as an icebreaker to discussion on eNetworking
    • I was asked for advice on how to best integrate more social media in the training…


    What I suggested to the trainer in question…

    Write a blog page outlining the discussion held during training

    • This could be interesting for other people online who want to hear opinions about eNetworking
    • An example of such a blog post can be found here (not about eNetworking)
    • On that blog page, embed the original movie …or better yet, link it to a personal YouTube channel like this one
    • Add some additional references that you have found that might add to what was already said (as on the blog noted above)


    Create a group on LinkedIn

    • This could be about eNetworking or about the overall training topic you were training on…
    • Connect to training participants on LinkedIn
    • Invite them to join the LinkedIn group


    Start a conversation on the LinkedIn group

    • Put in the link to your blog-post, inviting people to comment either on the blog or the LinkedIn group …this could be done immediately or for better longevity X weeks after training is completed


    Add-On options

    • Tweet something about your blog-page
    • Email participants to let them know about the blog-page/LinkedIn group, rather than using direct LinkedIn invitations
    • Add your blog-post as a comment on another page about networking


    I hope this helps. I will add other practical examples of using SoMe to add-value to training.

    Thanks for reading


    Please feel free to add a comment

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    Social and Collaborative Learning – answering 2 questions from @isabeldeclercq of @kluweropleiding

    In a recent blog post from @isabeldeclercq of @kluweropleiding her first 2 questions interested me:

    1. How do you overcome resistance to collaborative learning?
    2. What will be the role of managers in our future networked world?

    This blog post delivers my answers…


    Q1 ….before answering, please note that it is slightly strange to talk about “setting up collaborative learning” and “overcoming resistance to collaborative learning” in a literal way. Its always happening anyway, so I think what we really mean us “trying to get an organisation to put its learning efforts into non-formal training” instead of good-old classroom stuff.


    The resistance I encountered last time I talked about the power of informal collaborative learning in an organisation was as a consultant in a contact-centre last year. I think the problem was about a power struggle between “me” the outsider with “crazy outsider ideas” and the learning department insiders who knew best about how things should be done. It was the same as any “red monkey” being introduced into an organisation…. = Resistance from the “settlers” who want to keep doing what they have always been doing and keeping their hands on the control button. I think the mistake I made was to not identify and bypass the resistant people and seek out a friendly ally or champion. @isabeldeclercq answers this question herself: Find a high-placed champion and get them walk the talk, showing the way, giving “tacit permission” to others to invest their own time in learning and connecting and sharing good stories….

    … and as I saw on Twitter the other day: Don’t be afraid to fire those 3 useless employees that are slowing things down 🙂



    Q2 As I’ve noted before, the role of the manager of the future is to connect the dots.


    We heard the same thing from @fredericw at #VOVbeurs : The leaders of #Enterprise 2.0 will seek out and multiple strengths within the network.


    @Gosse_C from KPMG told me that their managers (even at lower levels) are no longer considered as mentors who must share their savoir-faire in a top-down way, but as “knowledge coaches” who help their people to find out the best quality sources of information within the network.


    My aim is to position myself as a connector, not a teacher or trainer…

    …so thanks @isabeldeclercq for being a good network member with a quality source of info 🙂


    Thanks for reading!


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    Is Twitter really good for learning? (reply to @MiekWouters)

    Reading @MiekWouters post about Twitter this morning on @KluwerOpleiding blogspot, I’m wondering: WHAT can be learnt on Twitter? Can it really increase competence? These are the questions I spend my time debating with non-Twitter lovers..

    If we define competence as knowledge, skills and attitude, its clear to me that Twitter usage/benefits differ greatly per each one…


    For knowledge, its really great. I have learnt so many new things via Twitter. The possibilities are endless …which leads to some of the issues with Twitter: How can you filter quality? Are you getting “the whole picture”? Who is right and who is wrong?

    These problems are not new with Twitter and can be seen in all knowledge-sharing systems. Some organisations are tackling this issue by defining “knowledge coaches” who act as a hub or connector in the organisation to help people find their way through the masses of available information. Its clear that there is plenty out there, but how can we be sure to get the right stuff in?


    Regarding skills, I already think Twitter is not as useful. I of course agree that new skills can be learnt outside of a formal training environment and some Web 2.0 tools are great for this. I recently learnt how to make Scoubidou’s for my 6 year-old using YouTube. If I didn’t have YouTube, I’d have had a crying daughter! …but Twitter already performs less well for me:

    • It is mostly only a hub to other places and therefore not the answer in itself (although its still a great hub)
    • With online skill-learning, it is very important to get feedback on your performance – Twitter can be a feedback channel, but that is not about the technology itself, rather the users using it ..and I think other forms of feedback will always be better
    • All I do on Twitter is share and discuss, not actually practice (unless its communication skills and the ability to make short messages)


    I think Twitter can be useful for attitude. It’s a great base for conversation, discovery and sharing. As with almost everything in our creative era, Twitter can give you access to new cultures, new points of view, new information, discussion, border-crossing… This is brilliant news for open-minded people who want to reflect on their own approach, beliefs, processes. In the last few months I have followed some great TwitterChats with @C4LPT and @RealWpLearn on learning in the organisation and “met” some really interesting people with some really interesting views. This allowed me to learn new knowledge, but also to think about my attitude, my assumptions. Twitter is not the only tool for this attitude-based learning – any communication can help – but the sheer potential of the network of people is blinding.


    In summary, Twitter is great! …but you can’t learn everything with it.

    …fortunately, because I’m a trainer 🙂


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