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As more and more companies entrust us with their content marketing and social media efforts, I’ve been giving a lot of thought to the types of people a leading marketing agencyis going to need to hire in the near and long-term future. While certain positions are up for debate, there is no escaping the fact that we're going to need more folks who can manage the social media aspects of a content marketing engagement. (If you’re wondering why I include social media as a piece of content marketing, read this before continuing.)

I’ve seen enough well-managed and poorly-managed social media efforts (and blog posts about them) to be able to narrow this down into the must-haves, nice-to-haves, and bonus points that I find particularly valuable.

The Must Haves

    * You are a marketer first, social media marketer second.

Social media marketing is just another marketing tactic in a pool of lots of marketing tactics. If you don’t understand how social media works with content marketing, SEO or email marketing, you’re simply not as qualified as the next candidate who does.

    * You are a very good writer.

Some argue that writing has become less important in a world of scanners, skimmers and tweeters. On the contrary, writing is more important than ever.

    * You understand that content drives social media marketing.

Social media conversations can be very fruitful, but conversations plus engaging content is the formula that takes your social media efforts to the next level.

    * You embrace the “social” aspect of social media marketing.

You have to like reaching out to people and engaging in conversations, albeit conversations that are a bit different than the ones you might have in your living room. I don’t care if you know how to use every Twitter application in the universe; if you don’t start with a passion for learning about people, you’ll eventually grow tired of this position.

    * You know or want to learn the ins and outs of social media properties.

You have to possess a natural curiosity and penchant for exploring the nooks and crannies that others simply don’t pay attention to, because with social media, you never know where your audience is lurking.

The Nice-to-Haves

    * You move quickly but with a defined purpose.

Social media is a fast-moving game, but fast cannot turn into sloppy.

    * You are a real self-starter.

I hear the phrase “self-starter” at least once a day, and I only know a handful of true self-starters. If you are one of the real ones, you may have a place in social media marketing. In any industry or category that is still being defined, self-starters can secure an immediate advantage.

    * You are not a diva (or the male equivalent).

Social media marketing is a team sport. Everyone has an ego, but if you want to play this role you’d better find a way to suppress it.

    * You think strategically.

If you are able to articulate how social media fits into a broader marketing strategy and how it contributes to even broader corporate goals, you are golden.

Bonus Points

    * You never call yourself a social media maven or guru.

Most social media mavens or gurus could never actually manage a social media campaign; they just play the super hero role in meetings.

    * You come with a social media audience.

If you’re joining an organization and already have a social media following, you have a head start. That alone should not get you the job though.

For those of you who consider yourselves exceptional social media managers, what is missing from this list? For those of you who have hired social media managers, what separates the good candidates from the poor ones?

 

Author : Mike Sweeney is Managing Partner of Right Source Marketing.

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  • Home
  • New Page
  • Soft Skills
    • Adaptability
    • Confidence
    • Change Management
    • Unlearning and Learning
    • Collaboration and Teamwork
    • Cultural Sensitivity
  • Marketing
  • Finance
  • Economics
    • Introduction to Managerial Economics >
      • Basic Techniques
      • The firm: Stakeholders, Objectives and Decision Issues
      • Scope of Managerial Economics
    • Demand and Revenue Analysis >
      • Demand Estimation and Forecasting
      • Demand Elasticity
      • Demand Concepts and Analysis
    • Prodution and Cost Analysis >
      • Production Function
      • Estimation of Production and Cost Functions
      • Cost Concepts and Analysis I
      • Cost Concepts and Analysis II
    • Pricing Decisions >
      • Pricing strategies
      • Market structure and microbes barriers to entry
      • Pricing under pure competition and pure monopoly
      • Pricing under monopolistic and oligopolistic competition
    • Narendra Modi Development Model of Gujarat
  • JBDON Golf
  • Let's Talk
  • MBA Project Sharing
  • About Us
  • CET Knowledge Zone
    • Tips From JBIMS Students >
      • Prasad Sawant
      • Chandan Roy
      • Ram
      • Ashmant Tiwari
      • Rajesh Rikame
      • Ami Kothari
      • Ankeet Adani
      • Sonam Jain
      • Mitesh Thakker
      • Tresa Sankoorikal
    • Speed Techniques
    • CET Workshops
  • What is Cluster Analysis
  • Preparing Data and Measuring Dissimilarities
  • Data Reduction and Unsupervised Learning
  • Hierarchical and k-Means Clustering
  • Cluster analysis using excel and excel miner
  • Adding Uncertainty to a Spreadsheet Model
  • Defining Output Variables and Analyzing the Results
  • Using Historical Data to Model Uncertainty
  • Models with Correlated Uncertain Variables
  • Creating and Interpreting Charts
  • Using Average Values versus Simulation
  • Optimization and Decision Making
  • Formulating an Optimization Problem
  • Developing a Spreadsheet Model
  • Adding Optimization to a Spreadsheet Model
  • What-if Analysis and the Sensitivity Report
  • Evaluating Scenarios and Visualizing Results to Gain Practical Insights
  • Digital Marketing Application of Optimization
  • Advanced Models for Better Decisions
  • Business Problems with Yes/No Decisions
  • Formulation and Solution of Binary Optimization Problems
  • Metaheuristic Optimization
  • Chance Constraints and Value At Risk
  • Simulation Optimization
  • Marketing Analytics and Customer Satisfaction
  • Customer Satisfaction
  • Measurements and Scaling Techniques – Introduction
  • Primary Scales of Measurement
  • Comparative Scaling
  • Non-Comparative Scaling
  • Experiment Design: Controlling for Experimental Errors