Managing Social Media Disasters: What to do when employees go off the digital deep end

February 29, 2012

Sarah Elaine Eaton, speaker, presenter, keynote, technology, social media, Calgary, Canada, educator, education, professional developmentSocial media can be an organization’s worst nightmare. What do you do when employees badmouth their boss on Facebook? Or Tweet sensitive company information? These are complex situations with no easy answers. But there are practical strategies you can use to mitigate the effects of employee’s inappropriate behaviour on social networks and more importantly, prevent disasters before they happen.

It only takes one person to create a social media disaster for an organization. When that happens, the situation becomes complex and messy very quickly. You will leave this session with practical ideas that you can implement to control social media damage and prevent your employees from going off the digital deep end. Here are 10 tips to help:

Preventing a social media disaster

#1 – Develop an organizational social media policy

Putting together a social media policy for your organization is a critical first step in ensuring that people understand what is expected of them and why.

#2 – Provide training to your employees and managers

Policies mean nothing if people do not understand how to follow them and why they are important. Offer organizational lunch and learns, webinars and other short, quick training for your employees.

Social media training should not be one-way. It should not involve a trainer standing at the front of the room delivering content or telling employees what the social media rules are as part of compliance training. The most effective social media training involves conversations, dialogue and the participants exchanging ideas and input.

#3 – Establish disciplinary protocols before you need to use them

Most large organizations have standards and disciplinary procedures in place for workplace behavior. In an ideal world, discipline is unnecessary. But let’s face it, sometimes, people do stupid things. Take for example, the Domino’s Pizza employees who thought it would be funny to put snot-covered cheese on the sandwiches they were preparing. Not only did they sell the snotty food to customers, they video-taped their antics and posted their video to YouTube.

In that case, the employees were fired and charged by the local police with delivering prohibited foods to the public. What would you do if this happened at your organization?

Organizational response to a social media disaster

#4 – Respond quickly

A social media disaster is much like other kinds of organizational crises in that it requires an immediate response. You need to respond within 24 hours.

#5 – Apologize

Gone are the days when an organization can try to cover up a disaster. In today’s world, news travels fast. Your customers, clients, investors and funders may know about a situation before you do. If the organization has screwed up, the first step to recovering your reputation is to acknowledge the screw up and say you are sorry. Anything else just makes the situation worse.

#6 – Ditch the “corporate speak”

In addition to the apology, you need to sound genuine. A speech prepared for the TV cameras that is full of multi-syllabic words and corporate jargon is not as effective as a sincere, heart-felt apology, using plain and simple language. In a crisis situation, we tend to use shorter, simpler language. The stilted “corporate speak” of the late 20th century creates an immediate negative visceral reaction among people who hear it today. Be real. Be straight up. Be sincere. Nothing else counts.

Deal with the offender

#7 – Immediate response

In addition to a response from the entire organization, you need to deal with the offender(s) immediately. If nothing else, contact the person and let them know that their behavior has been unacceptable. Make an immediate, polite and straightforward “cease and desist” request. If nothing else say, “I don’t know how we’re going to deal with this. For now, I’m asking you to promise me that you won’t post anything else about this on social media. Would you do that for me, please?”

#8 – Insist on accountability

This is not an easy situation to deal with. An immediate reaction from a manager might be to simply fire the person. Given the circumstances, that may be warranted or it may be an over-reaction. If you decide that the offense does not warrant firing, the offender still needs to account for his or her actions. Asking “Why did you do it?” may help you understand, but it does not really move you towards a solution.

A productive conversation might include questions like: “What would you do if you were me?”, “What will it take to make this situation right?” or even “How do we make this right again?” You may not get the answers you want, but you will gain valuable insight that will help you determine your next steps.

Make it right

#9 – Affirm your commitment to your customers or clients

What makes a social media disaster so terrible is that an employee can go rogue in a matter of seconds… and customers or clients can find out before management does. That means your customers form their own opinions and make decisions based on the information that they have in a given moment, not necessarily based on what is true.

Organizations that serve customers or clients do not exist without them. They are the reason you do what you do. So, taking care of them is top priority. Make your response more about them, than about punishing an offender. A simple statement such as, “This isn’t how we treat our customers. We are going to do whatever it takes to earn your trust back” can be very effective. (Remember to ditch the corporate speak and be sincere).

#10 – Use social media as an engagement tool

This is not the time to silence your fans or supporters who are momentarily angry and express their feelings on your organizational Facebook page. Instead, engage your customers in conversations and dialogue. Re-iterate your apology (but not ad infinitum) and ask them what they would do to make it better. Re-direct the conversation in a positive way that is about helping you re-build the loyalty you may have lost.

These are just a few tips to help you in a complex situation. The reality is that a social media disaster can affect an organization for a long time after it has happened. Using the incident as an opportunity to learn more about your customers, what they want and what matters to them is an effective way to ensure an effective response and a long-term solution to help you re-built your reputation.

Want to get your employees, managers and leaders trained in how to manage social media disasters? Learn how in one of these programs, all of which are offered as live training and e-learning programs:

  • a one-hour webinar
  • a half-day workshop
  • a full-day workshop
Here’s what the curriculum looks like:
View this document on Scribd

Join us on February 29, 2012 at noon Mountain time for a one-hour webinar offered by Chinook Learning on this content. You’ll get the condensed version of the “how to” steps in 55 minutes.

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Update – January 2018 – This blog has had over 1.8 million views thanks to readers like you. If you enjoyed this post, please “like” it or share it on social media. Thanks!

Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.

21% of employees are Facebook friends with their boss, study shows

February 14, 2012

A recent article in Znet, gives a synopsis of a research study done about employees who are friends with their bosses on Facebook. Here are the highlights:

Sarah Eaton social media speaker Calgary consultant Alberta CanadaThe study was conducted by Russell Herder, who surveyed over 1000 employees in the U.S. in late 2011.

Two interesting points in the article:

Of the 21% of those who are friends with their boss, they are more likely to be younger employees.

Being Facebook friends with their boss leads them to believe it helps them do their jobs better.

In terms of who initiates the FB relationship, 46% of the employees initiated and 38% of the bosses initiated.

Male bosses are more likely than female bosses to connect on social media, the study reports.

The article recommends that companies have a written social media policy governing what the expectations are for all company employees.

Another recommendation from the researchers is for leaders to fight the urge to retreat or over-react to friend requests from employees. Until recently, organizational leaders have often been coached to avoid interacting with subordinates on social media. That is beginning to change as more and more people begin to adopt social medias as part of their social interactions, both on and off the job.

Organizations (that includes companies, non-profits and educational organizations alike) are beginning to see social media for what it is — a means to engage and connect with others.

Are you Facebook friends with your boss?


Share this post: 21% of employees are Facebook friends with their boss, study shows

Update – January 2018 – This blog has had over 1.8 million views thanks to readers like you. If you enjoyed this post, please “like” it or share it on social media. Thanks!

Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.

Social Media Challenges in the Workplace – CIRA panel discussion

November 24, 2011
CIRA Dinner Calgary

(Left to Right) John Moreau, Tom Hesse, Sarah Eaton and Andy Robertson debating social media challenges in the workplace

Tonight I took place on a panel discussion in Calgary on the issue of social media challenges in Calgary. The dinner event was hosted by the Southern Alberta chapter of the Canadian Industrial Relations Association (CIRA), and organized by Dr. Kelly Williams-Whitt, who is a professor of Labour Relations at the University of Lethbridge (Calgary Campus) and serves in a leadership role with CIRA.

My fellow panelists were:

  • Andy Robertson, Partner, Macleod Dixon LLP
  • Tom Hesse, United Food and Commercial Workers Canada (UFCW) 401
  • John Moreau, Arbitrator

Dr. Whitt presented us with three Canadian labour cases including:

  1. A female employed in the health care sector who posted photos of patients without their permission on her blog, discussing their conditions and making disparaging remarks about her fellow employees, her workplace and her bosses. (She was later dismissed from her job.)
  2. A male employee with documented mental health issues who blogged about his Neo-Nazi beliefs, his hatred of certain racial groups, the desecration of animal remains that he took part in, the anti-depressants he was on and other assorted topics. He mentioned the name of his employer in his blog. (He was suspended from work and then reinstated.)
  3. A male employee who circulated pornography to his co-workers and was later found to have over 3000 pornographic images and some porn videos in his work e-mail account. (He was suspended from work and then reinstated).

Each panelist gave commentary on the cases, based on their respective experience. My point of view was mainly “pro” social media. My main arguments were:

  • Most companies do not train their employees adequately on how to use social media effectively and responsibly.
  • Organizations need to make their expectations about online behaviour very clear to employees.
  • Everyone who engages in social media leaves a “digital footprint”. Employees and employers need to be aware of what this is and what it can mean over the long term.
  • Digital citizenship is in an important skills to learn in the 21st century.
  • Online reputation management is becoming more important for both employees and employers.

Here’s a clip of my commentary:

It was a lively and invigorating discussion that touched on topics such as personal freedoms, organizational control, common sense and personal responsibility. My fellow panelists were articulate, well-informed and thoughtful in their responses. Being neither a lawyer, nor a union voice, I was honoured to take part in the discussion.


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Update – January 2018 – This blog has had over 1.8 million views thanks to readers like you. If you enjoyed this post, please “like” it or share it on social media. Thanks!

Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.

Social Media Challenges at Work (CIRA Event)

November 10, 2011

If you’re in Calgary, join me on November 24 at the Village Park Inn for a dinner event hosted by the Southern Alberta Chapter of the Canadian Industrial Relations Association (CIRA):

“Social Media Challenges at Work”

Expert panelists: Sarah Eaton, John Moreau, Andy Robertson and Tom Hesse

An employee uses Facebook to malign her employer and harass co-workers. A manager regularly patrols the internet, “Googling” employees and monitoring their email. Where does the line get drawn between off-duty conduct, privacy, and the employer’s liability for the actions of its employees? What factors do adjudicators consider when analyzing social media cases? How can employers, unions and workers best protect themselves? Our panel of experts will address these and other thorny issues surrounding social media at work.

Join us for an enlightening conversation with Dr. Sarah Eaton, social media researcher and consultant; Arbitrator John Moreau; Andy Robertson, Partner, Macleod Dixon; and Tom Hesse, UFCW Negotiator and Executive Assistant to the President.

Cost: $40 for Non-CIRA members, $30 for members

To get your ticket, contact CIRA:


University of Lethbridge, Calgary Campus

Suite 1100 Rocky Mountain Plaza,

615 Macleod Trail SE, Calgary, Alberta T2G 4T8

Telephone: 571-3360 ext 4693 Fax: 403-261-2944

E-Mail: cira.alberta @

View this document on Scribd


Share this post: Social Media Challenges at Work (CIRA Event)

Update – January 2018 – This blog has had over 1.8 million views thanks to readers like you. If you enjoyed this post, please “like” it or share it on social media. Thanks!

Sarah Elaine Eaton is a faculty member in the Werklund School of Education, University of Calgary, Canada.

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