Let us reflect: how many likes did you give last week?
Let us reflect: How many likes did you give on LinkedIn last week? Please compare it to the number of real likes you gave to your colleagues. Do the numbers differ?
I did the math, and my numbers differ significantly (see below). More importantly - what does this say about our social culture and the business culture we are working in?
Let us try to find out:
Why do we like content on LinkedIn?
I have identified the following six main reasons for me:
Last week I gave 37 likes on LinkedIn, and I had likes in all of my categories. In my interactions with colleagues, I gave approximately 10 real likes last week, either by expressing it in an email or saying it personally in meeting or on the phone.
I believe that 10 real personal likes are not a bad number for a week to improve from. In particular, given that I am working in Baden-Württemberg, Germany. In the Swabian work culture, there is a saying: “Nichts gesagt ist genug gelobt” which translates into “Saying nothing is enough praising”. This is not my attitude but it affects the work culture.
The real question is: Why do we give significant less likes in real life? Everybody likes to be liked – why not using the power of likes more often in real life?
Comparing the listed reasons for social likes to potential reasons for real likes, I think the first three also hold true in real life.
a) After receiving a good email or a nice presentation I can answer the email and simply say thanks for the good information.
b) After seeing inspirational actions or activities of a colleague, I can tell her/him that it inspired me.
c) After being copied on an email or when participating in a meeting, I simply can engage and confirm that I agree with the views expressed.
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The other three reasons cannot be transferred so easily in my view into real life because those likes in the category 4 to 6 are mainly making use of the social network functionalities of spreading content based on engagement.
But there are other important reasons for real likes to colleagues.
d) As a leader I can empower a team member with a like and give comfort to help her/him grow in his professional role.
e) I can give visibly to a colleague by forwarding the content with a positive remark.
The above listed reasons are by no means conclusive. The reason why I did this post is simply that I reflected:
Why are we giving social likes easily while real likes sometimes are more complicated or uncommon?
My reflection has two main results:
1. I do not want to forget giving real likes when I like the work of my colleagues. Working in an environment of appreciation is inspirational and satisfying to everybody and can be achieve if each of us contributes to such a culture. This does not mean that disputes, intense discussions or disagreement are no longer allowed. It simply means that I believe it is worth reflecting on the practices of likes as a believe that it is worth closing the potential gap to social likes a bit. Here the social culture can positively effect the real business culture. This is worth noting in my view.
2. I do not want to forget giving social likes to other LinkedIn members or companies on LinkedIn if one of the reasons for liking apply. My company Hyfindr is currently profiting significantly from many likes of other LinkedIn members (last week we got more than 500 likes in our company channel). They seem to like that we are driven to bring transparency to the hydrogen economy with our rapidly growing B2B marketplace www.hyfindr.com.
In Summary:
It would be a great inspiration for me if this content inspired you to reflect as well. Feel free to give a like regardless of your reasons. In addition, it would be great to learn why are giving social likes or real likes. I am interested. Please also share your numbers on social and real likes last week and your conclusions.
#leadership #socialmedia #empowerment #hydrogen #fuelcell #startup