Tag Archive | "Diplomacy"

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5 Lessons About Social Media Engagement From the Embassy of Canada’s Inauguration Tailgate Party


This post originally appeared at the Microsoft blog Publicyte and on Huffington Post DC, January 30, 2013.

Seems like forever, but President Obama’s second inauguration was just a week or so ago. I was fortunate enough to spend most of Inauguration Day at the Embassy of Canada. If you’re not that familiar with the layout of Washington, D.C., there aren’t that many private buildings to have an inauguration party near the Capitol or White House or along the parade route. There are a few hotels, the Newseum, the Canadian Embassy, and a few residential apartment buildings. That’s it. Otherwise you’re on foot, in the cold, where there’s not a lot of food and drink to be had.

In true Canadian style, the embassy threw a tailgate party for about 1,000 guests. It was terrific fun. But they didn’t just engage their audience at the party in the real world; they also had a small team of people engaging the attendees and people who weren’t even there in the virtual world. Here are the five secrets to their success.

Step One: Throw a remarkable event to get the right people to engage with you in the first place.

In the planning stages, it’s possible to get so wrapped up in debates about decisions like “what software will we use to display hashtagged tweets with” that not enough attention is paid to real-life aspects of an event to make the overall engagement remarkable (in the Seth Godin sense of the word). That wasn’t a problem at the Canadian Embassy tailgate party. There were friendly staff, quick check-ins, free mittens, hot coffee and cider, hot dogs and hamburgers and pastries and soup, Crown Royal and Molson and wine and soda, Mounties posing for photos, heat lamps, Blackberry giveaways, special messages from Ambassador Gary Doer, Canadian Minister of Foreign Affairs John Baird, astronaut Chris Hadfield (the first Canadian to walk in space) videoconferencing from the International Space Station, and more. It was simply an outstanding party, the right kinds of people showed up, and wanted to stay all day.

Step Two: Create and utilize a memorable hashtag that lives beyond the initial event.

When I produce charity fashion shows for Microsoft and Bloomingdale’s, we use the hashtag #Geek2Chic. It’s short, it’s catchy, and it is not strictly tied to a certain day, location, or even event. It has a meaning beyond the Geek 2 Chic event proper. Likewise, the Embassy of Canada used the hashtag #ViewFrom501 to conjure up feelings about watching the inauguration, and especially the parade, from their building (the address of the Embassy of Canada is 501 Pennsylvania Ave., about five blocks from the Capitol and 11 from the White House). “View from 501″ is elegant, easy to remember, in the active voice, and can be used for pretty much any future event at the embassy. When somewhat forgettable embassy events in a capitol city are a dime a dozen, the Canadian Embassy is in a position to launch “View from 501 Hockey Happy Hours,” or any similar such thing and have the idea stick in people’s heads.

Step Three: Use a dedicated staff to curate and deploy social media from official and audience sources.

Staff at the Canadian Embassy left little to chance with social media, leveraging their existing Connect 2 Canada (”Canada’s network in the United States”) team to watch what people at their event were tweeting, find the best remarks and photos, and then curate that into a stream that was not only online but also on a very large screen set up at the tailgate. This didn’t surprise me — I wrote about C2C using social media for “public diplomacy” in an Oct. 2009 article for Washington Life — but it’s great to see them implementing better than ever. Attendees could watch CNN coverage with sound on one jumbotron, and simultaneously look at people’s quips and pictures on another one, adding an entire other dimension to the event. To my eye, the C2C team seemed to choose a lot of tweets with photos, which made the content more visually appealing. At one point, CNN began showing viewers’ Instagrams taken from the National Mall and tagged with #CNN next to the C2C-curated tweets. It all got very meta. Particularly on a day when phone and wi-fi connectivity was sometimes hard to come by, embassy staff using old-fashioned computers and large screens for this work was a very wise choice.

Having a decent hashtag and tweets displayed in near real-time on a screen is not unprecedented, of course. However, diplomats don’t necessarily have a reputation as adventurous technology and social media users, either. I reached out to the embassy to get a sense of what their social media strategy was at the tailgate event. Alexandra Vachon White, the Canadian Embassy’s deputy spokesperson related by email, “As the Embassy offers a unique vantage point to Inauguration festivities, we thought social media would be a great vehicle to provide access to our C2C followers on Twitter and Facebook who were not in attendance. Secondly, the screen featured at the tailgate party provided a vehicle for attendees to share their experiences in real-time. We also thought it was a great way to encourage guests to take full advantage of the activities and offerings of the event.” To briefly summarize that: Engage in-person attendees, share valuable information, and spread the story to a wider audience.

Step Four: Identify and interact with influential people engaged with the event

The tailgating party had a “main event” on the ground floor and in the expansive courtyard, and then a smaller VIP event hosted by Amb. Doer on a high floor of the embassy. Both portions had people of note walking around and enjoying themselves. Not only did the C2C team curate a lot of content from “average people,” but they also had some more specific goals in mind. It was not lost on them that numerous media reporters and editors were invited to the event. Thus, when they noticed tweets from, for example, Steve Chenevey of ABC 7, Brian Bolter of FOX 5, and Garrett Graff of Washingtonian magazine, they retweeted them, interacted with these relatively influential people, and amplified the fact that they had “VIPs” at the party to a wider audience paying attention from elsewhere.

I had drinks with public affairs officer Alexi Drucker, a longtime member of the C2C team, after the event. I asked her how they kept track of the most pertinent information in real time during what must have been a hectic day for the embassy staff. She told me, “In advance of the event, we identified Twitter handles for all confirmed partners, guests and participating media and actively followed their tweets throughout the day. The feed displayed on the screen in the courtyard was curated to showcase a diverse range of content from a variety of sources. We aimed for a healthy mix of images, Canada-U.S. trivia and guest feedback.” Most interesting to me was what must have been a lot of preparatory work prior to the event — Studying attendee and vendor lists, searching for, confirming, and saving people’s public social media accounts, using software to track social sharing, and then using that knowledge to execute a plan in real-time during a six-hour window. No doubt, the work in the week or two before the event saved a lot of time on the day off and removed some of the ambiguity and confusion that social media can contribute to.

Step Five: Promote the brands of your partners and friends in a fun way

Go figure: A lot of the food and drink at the tailgate party was Canadian in origin. But if you’re not Canadian, there’s probably a lot you don’t know about the history of various companies — perhaps how they’ve made inroads into the United States (most people at the party were American). After all, a primary goal of embassy outreach is to inform the locals about their country back home. So, we were treated to bits of info about Blackberry (Research in Motion’s CEO was apparently in attendance; I didn’t meet him), TD Bank (I think there’s a TD Bank pen in my swag bag, too), Molson (and I can neither confirm nor deny that I had two to three delicious Molson beers at the party), and Tim Horton’s, the beloved donut maker (who also provided warm coffee for attendees). This style of content + “advertising” makes both the main communications team (”stay on message”) and the sponsors (”thanks for the shoutout!”) happy, without being annoying to the audience that, let’s face it, mainly came to the event to stuff their faces with free poutine.

Cross-posted from Publicyte, a blog about technology, entrepreneurship and culture impacting the public good.

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Corporate Public Diplomacy: Engaging and Improving Stakeholder Communities


This post was originally published in Public Diplomacy Magazine (a publication of the University of Southern California) on July 14, 2010.

Usually, when someone hears the word “diplomacy,” they think of the government. Who can blame them? Diplomacy has long been the province of old men in dark suits and red ties, and before that of elite members of society trusted by presidents, emperors, and kings. But now, particularly with the rise of inexpensive personal communications technology, vast changes in the mainstream and other kinds of media, and an evolution in how consumers interact with and make decisions about “brands,” this is changing.

Public diplomacy is the formal and proactive practice of governments communicating with citizens in foreign countries through diverse forms of media, events, and other engagement. Such activities may include broadcast radio, specially tailored films, and educational programs. But while public diplomacy is still widely thought of as being performed only by governments, there is a good deal of value in applying many of its principles to corporations and indeed other entities like non-profits. It especially makes sense when a brand (broadly defined) could be perceived as large, monolithic, and out of touch with the common person.

While my job title is not formally “public diplomat,” I have been incorporating some of these ideals into my new role at the Microsoft Corporation, by any standard a large entity with a global reach into science and technology, research and development, jobs and commerce, a wide range of government policy and related issues, and numerous philanthropies, causes, and movements. Yet despite this influence, while the company has a tremendous number of customers and fans, at the same time a fair amount of other consumers have a negative perception of the company for a variety of reasons, or they simply don’t think about it very much. One of my roles is to conduct positive activities of value for communities of consumers in order to, yes, change the perception of Microsoft – but also to improve those communities in the process.

Diverse Backgrounds Yield Good Public Diplomats

For a good part of my career, I was a scientist researching how animal behavior is controlled by genes and neurons. Building on that foundation of critical thinking and an understanding of complex behavioral systems, I received a fellowship from the American Association for the Advancement of Science in 2006 and was able to conduct science and technology policy research at the Department of Defense for a few years. That experience opened my eyes to everything from the inner workings of military organizational behavior to how social technology is changing how the government conducts its operations.

After my three year stint at the Defense Department, I did a lot of thinking, reading, and writing. I taught a university class about “entrepreneurial journalism,” and consulted some private sector clients about how emerging technologies are changing and democratizing media, marketing, and other specialties. During that period, I also consulted with Microsoft about what I now see as a public diplomacy effort run out of their U.S. Public Sector division based in Washington, D.C.. The division is responsible for Microsoft business across federal, state and local government, higher education and K-12 markets, as well as a significant portion of the U.S. healthcare market.

In my role as Director of U.S. Public Sector Social Engagement, I conduct a number of activities, not all of which are germane to this article. But with regard to my public-facing activities, I think of much of it as corporate public diplomacy. From a business point of view, my role differs in many ways from traditional public relations or public affairs, which despite a recent influx of new technologies still mainly involves “providing information for the public” at its core. Corporate public diplomacy, on the other hand, involves actively shaping the communications environment within which corporate activities are performed, and reducing the degree to which misperceptions complicate relations between the company and its customers. In my view, this complex mission is conducted using what I call “innovative social engagement.”

I don’t think I could have arrived at this role through more traditional routes like studying technology, business, journalism, or marketing. None of those routes provide the skill set that, in my opinion, are required for corporate public diplomacy. One must understand enough business to work within one, but not so much that one loses empathy for outsiders. One must have enough knowledge of technology to use it for various purposes, but not so much that one is unable to speak to people at a basic level about it. One must have public speaking and writing skills, but also be able to adapt those to company goals. A corporate public diplomat should be an insider and outsider, independent and dependent, creative and conservative, all at once. And they must above all be agile enough to know when to switch between behavioral states.

When people ask me how I got where I am with a doctorate in animal behavior, I often think, “Really?” – It’s all animal behavior.

What is Innovative Social Engagement?

When people ask me to explain my job, I often tell them that they can get the 30 second version, or the 30 minute version. That’s largely because corporate public diplomacy, as I see it, amalgamates many aspects of other people’s jobs, re-packages them in novel ways, and then adds some unique skills on top of that. Simple, no?

The simple way to start is to tell you what it is not. After observing many people whose jobs variously involve public relations, marketing, communications, advertising, technology, sales, and “being digital natives,” let me describe what corporate public diplomacy is not “merely”:

  • It’s not merely leveraging my personal brand to promote a corporate brand, though that’s part of it.
  • It’s not merely using social media platforms to connect with audiences in the public sector, though that’s part of it.
  • It’s not merely making social connections with influential people in real life, though that’s part of it.
  • It’s not merely engaging people complaining about the company online and conducting after-the-fact customer service, though that’s part of it.
  • It’s not merely creating public relations events to get people’s attention, though that’s part of it.
  • It’s not merely developing word-of-mouth marketing campaigns or helping the company go against type and poke fun at itself, though that’s part of it.
  • It’s not merely chasing the coolest, latest trends and incorporating them into strategies, nor reviewing cutting-edge tech gadgetry, though that’s part of it.
  • It’s not merely reporting live from events nor interviewing people inside the company on video (something like what Robert Scoble famously did for Microsoft), though that’s part of it.
  • It’s not merely being a product evangelist, though that’s part of it.
  • It’s not merely measuring the effect of online communications on customers, though that’s part of it.
  • It’s not merely creating a blog and writing about the best ideas or latest news or providing the most value to the most people, though that’s part of it.
  • It’s not merely creating new online opportunities for product sales, though that’s part of it.

My vision of corporate public diplomacy via innovative social engagement includes many if not all of these things, but it is not simply one or a few of these things. My charges include creating lasting and meaningful experiences for audiences, engaging willing participants in my work-related social activities, creating emotional responses with Microsoft brands of relevance to the public sector, volunteer sector, and general public good, transcending brand expectations to add value to people’s lives, and generally being remarkable (in the vein of Seth Godin) to specific people I desire to engage with and even influence.

Some Examples of Corporate Public Diplomacy

About a year ago when I wrote a blog post announcing and describing my new Microsoft role, I wrote that I’d be doing at least seven things immediately:

(1)  Interacting with and socially empowering the other members of the seven-person Applied Innovations Team;

(2)  Discussing my opinions about science and technology in the public sector and continuing to be a thought leader there;

(3)  Experimenting with new pre-sale information and social technology, often beta or free products that potentially have a public sector role;

(4)  Showing the human side of Microsoft and engaging audiences through multimedia channel content production and other online activities;

(5)  Participating actively in the public sector communities of government, education, and healthcare;

(6)  Measuring and understanding public sentiment about Microsoft using innovative techniques;

(7)  Acting as a competent resource for senior Microsoft decision makers, corporate partners, and customers, and public sector decision makers.

To some degree or another, I have been doing all of these things. But life in a newly-created role is always a bit different than you imagine after you take time to understand what is, and is not, happening inside a huge organization, and figure out your role within it. Thus, during the past 10 months or so, in something akin to a “think-and-do tank” mode, I’ve been creating and promoting fresh, innovative ways of engaging different audiences. These engagements – online and offline – tend to leverage Microsoft’s existing strengths, applied in novel ways. Here are three examples, in brief.

An online magazine, SECTOR: PUBLIC

While there is certainly some good writing on different aspects of new technology and the public and volunteer sectors, I recognized a need for an overarching publication that leveraged Microsoft’s natural intellectual assets to provide thought leadership on all aspects of technology and innovation, and how they are changing the business of the public and volunteer sectors and empowering new forms of public service and social change. I edit this online magazine, named SECTOR: PUBLIC, and manage a group of writers from the company. We are obviously pro-Microsoft, but the stories are written with the audience in mind, and encompass ideas that go beyond strictly Microsoft products and initiatives.

An event series, Geek 2 Chic

This initiative recognizes that while Microsoft is very good at reaching certain kinds of customers – mainly very large, complicated institutions – we don’t necessarily do a good job of reaching out to certain types of influential communities, artists and fashion mavens, for example. Geek 2 Chic began as a fashion show to attract Washington, D.C. fashionistas to us in a genuine way – by showing off great styles in partnership with Bloomingdales, and having a fun social event around that (which also raised money for a good cause). But the trick was that all the models were “geeks” and we were able to highlight their terrific work during the show. This is evolving into a more general series that may involve cocktail hours, fashion shows, and intimate workshops, all designed to help “chic” people learn how to be more geeky in ways that help them with their careers. Here, our natural strength is that through Microsoft networks, we know many of the geeks that can give advice to chic people; thus we can structure creative networking opportunities for all involved that are also fun.

A networking space, Project Pivot

Another need I recognized is that entrepreneurially spirited people often don’t have great places to work. These people are also often interested in public good and social change, and are tech-savvy to some degree. In a few cities like San Francisco and New York, this group is better catered to, but in many others like Washington, D.C., Chicago, and Los Angeles, they are less so. Leveraging the excess office space and wi-fi that Microsoft has in many of its buildings, I am just about ready to launch something I’ve tentatively named Project Pivot, which is a private, invite-only entrepreneurial co-working space (starting in Washington, D.C.) that also has members-only benefits like luncheon speakers and a private discussion board. Not only does this provide great things for this community – office space, networking opportunities, free coffee – but it also helps Microsoft better understand what this group of talented young people is doing in their communities, and how our technologies might help them as well.

Corporate Public Diplomacy: One Year In

It’s a little too early to say how successful these efforts will be. But I have been forming a set of mental “design principles” which govern how I decide what a given engagement might be. I’m not prepared to write them up at the moment (and they’re outside the scope of this article), but one of them certainly is that I think about what the audience needs before I think about what Microsoft needs. Once I know who an audience is, and understand what their needs are, I look at how Microsoft’s assets – financial, human, other – might be deployed to serve those needs.

It’s one thing to talk to audiences and try to influence them. Anyone can say whatever they want. But the way to gradually change the communications environment around a brand that many people already have an opinion about, is to be somewhat selfless and provide genuine value which resonates with that audience. Actions speak louder than words.

Mark D. Drapeau, Ph.D. is the Director of U.S. Public Sector Social Engagement for Microsoft Corporation, where he engages audiences at the intersection of technology and innovation and the public and volunteer sectors. He is the editor-in-chief of the online magazine SECTOR: PUBLIC, which provides thought leadership on these topics. Prior to joining Microsoft, Dr. Drapeau was an adjunct professor at The George Washington University, an Associate Fellow at the National Defense University, and a Postdoctoral Fellow at New York University. He has a B.S. and Ph.D. in animal behavior from the University of Rochester and the University of California – Irvine, respectively.

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Mark Drapeau’s New Job: Corporate Public Diplomacy via Innovative Social Engagement


This post was originally published on BrianSolis.com on January 19th, 2010, shortly after I started working for Microsoft.

Guest post by Mark Drapeau

For a good part of my career, I was a scientist researching how animal behavior is controlled by genes and neurons. Desiring something more, I got a terrific fellowship from the scientific society AAAS in 2006 and was able to conduct science and technology policy research at the Department of Defense for a few years. That experience opened my eyes to everything from the inner workings of the military, to how the government purchases goods and services, to how social technology is changing how the government conducts its operations.

Since I left the Defense Department a few months ago, I’ve been doing a lot of thinking, reading, and writing, teaching a class at The George Washington University about what could be called “entrepreneurial journalism,” and consulting some private sector clients about how emerging technologies are changing and democratizing media, marketing, and other specialties. I’ve gone fairly far afield from watching fruit flies have sex, but what the hell – It’s as good a background as any, and it shows I have education, patience, and a certain sense of self-loathing (wink).

But many people have asked me what my next “big move” was going to be. Today, I am happy to announce that I will be joining Microsoft as Director of Innovative Social Engagement for the company’s U.S. Public Sector division, based in Washington, DC. I’ll be part of its new Applied Innovations Team that has a recently appointed Director of Innovation, who in reports to the division’s Vice President. The organization is responsible for Microsoft business across federal and state & local government; higher education and K-12 markets, as well as a significant portion of the U.S. healthcare market.

So what does that long job title of mine ultimately mean? What’s the overall goal of this newly-created position? I think of it as “public diplomacy” for a corporate unit. This role differs in many ways from traditional public relations or public affairs, which despite a recent influx of new technologies still mainly involves “providing information for the public” at its core. Corporate public diplomacy, on the other hand, involves actively shaping the communications environment within which corporate activities are performed, and reducing the degree to which misperceptions complicate relations between the company and its customers. In my view, this complex mission is conducted using what I call innovative social engagement.

What’s Innovative Social Engagement?

Let me tell you what it is not, first. After observing many people whose jobs variously involve public relations, marketing, communications, advertising, technology, sales, and being digital natives, let me reveal the “anti-vision” for my new position:

* It’s not merely leveraging my personal brand to promote a corporate brand, though that’s part of it.

* It’s not merely using social media platforms to connect with audiences in the public sector, though that’s part of it.

* It’s not merely making social connections with influential people in real life, though that’s part of it.

* It’s not merely engaging people complaining about the company online and conducting after-the-fact customer service, though that’s part of it.

* It’s not merely creating public relations events to get people’s attention, though that’s part of it.

* It’s not merely developing word-of-mouth marketing campaigns or helping the company go against type and poke fun at itself, though that’s part of it.

* It’s not merely chasing the coolest, latest trends and incorporating them into strategies, nor reviewing cutting-edge tech gadgetry, though that’s part of it.

* It’s not merely reporting live from events nor interviewing people inside the company on video (something like what Robert Scoble famously did for Microsoft), though that’s part of it.

* It’s not merely being a product evangelist, though that’s part of it.

* It’s not merely measuring the effect of online communications on customers, though that’s part of it.

* It’s not merely creating a blog and writing about the best ideas or latest news or providing the most value to the most people, though that’s part of it.

* It’s not merely creating new online opportunities for product sales, though that’s part of it.

My vision of corporate public diplomacy via innovative social engagement includes many if not all of these things, but it is not simply one or a few of these things. My charges include creating lasting and meaningful experiences for audiences, engaging willing participants in my work-related social activities, creating emotional responses with Microsoft brands of relevance to the public sector, transcending brand expectations to add value to people’s lives, and generally being remarkable (in the vein of Seth Godin) to specific people I desire to engage with and even influence.

Returning to the notion of conducting corporate public diplomacy via innovative social engagement, I think that the U.S. State Department’s new Democracy Video Challenge is an excellent example of the multi-faceted, engaging, and remarkable storytelling and influencing that can be accomplished with clear goals, true strategic thinking, and a holistic view of the suite of available tactics and opportunities. As the movement of Government 2.0 progresses, I think that I’ll be able to learn a lot from the best practices in it. In return they will learn from me and likeminded people working at commercial organizations, NGOs, and any other entities engaged in public sector and public service activities.

So What Will I Actually Be Doing?

Someone who is charged with directing innovative social engagement for an entity needs to be visible, agile, adaptable, innovative, social, engaging, passionate, empathetic, fun, and disruptive. They should be pervasive or restricted, overt or subtle, traveling or stationary, and leading or listening as a given situation calls for. They must be a master storyteller, understanding what performance they need to give, what actual or digital stage they’re performing on, and what audience is in the house to watch them.

In my new position with Microsoft U.S. Public Sector (MSPS), I’ll play the role of storyteller. I won’t just be using MarkDrapeau.com, and I won’t just be using Microsoft.com either. I won’t just be blogging on my own or other platforms, I won’t just be tweeting and using social networks, and I won’t just be planning events in DC and across the country. I won’t just discuss Microsoft technology, and I won’t even just discuss technology. Rather, in something akin to a “think-and-do tank” role, I’ll be creating and promoting a fresh, innovative way of thinking about engaging different audiences with corporate and personal storytelling – and then I’ll be acting on many of my own ideas, too. I’ll also largely be maintaining my autonomy to write a personal blog and conduct other activities that benefit larger communities, and I’ll have explicit permission to talk not just about Microsoft but also about other companies and products, and use them too. I may even try to “monetize the hate” à la blogger Heather “dooce” Armstrong.

More specifically, I’ll be doing at least seven things immediately: (1) Interacting with and socially empowering the other members of the seven-person Applied Innovations Team; (2) Discussing my opinions about science and technology in the public sector and continuing to be a thought leader there; (3) Experimenting with new pre-sale information and social technology, often beta or free products that potentially have a public sector role; (4) Showing the human side of MSPS and engaging audiences through multimedia channel content production and other online activities; (5) Participating actively in the public sector communities of government, education, and healthcare; (6) Measuring and understanding public sentiment about MSPS using innovative techniques; (7) Acting as a competent resource for senior Microsoft decision makers, corporate partners, and customers, and public sector decision makers.

The Bottom Line

I’m not a fanatic. I don’t think that Microsoft makes all the right products, develops all the best solutions, or generates all the most awesome innovations. And I refuse to pretend that I do. But while I think they do in fact do a lot of that, I don’t think they always relate those facts well to their active or potential customers. What currently has me excited is the opportunity to act as “The Official Taste Tester of the Microsoft Kool-Aid” (as one employee put it), and tell the MSPS story to people using innovative methods. Simultaneously, I also hope to create a new model for how brands engage their various constituent communities. Finally, I plan to continue being both cheeky and geeky in 2010, which many people seemed to like in 2009.

That’s a lot to be responsible for, and I’m admittedly taking on a big personal and professional challenge. But that’s why I’m doing it. If it were straightforward and easy, I’d already be bored.

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