Here’s the trailer from the new documentary “Lemonade” about how six ad agency veterans found new lives and passions after getting laid off.  I never got laid off from an agency, but 12 years ago I did walk away from my position as president of  an  agency  because the juice just wasn’t there for me.  It was a great decision, opening paths to interesting work and opportunities.

Every year about this time I ask my self three questions, which help me stay connected to meaningful work. The more connected I am, the more valuable the work is for clients. And, mostly importantly, the happier I am.

1. What do I love most about my work?

2. What do I love least?

3. A year from now what will I look back on and feel proud about having done in my work?

Good luck on your journey. Better to keep asking these questions than be “surprised” by a pink slip.

Here’s some of the material from last week’s Conference Board workshop about how to extend brands to employees by empowering employees with social media.

The workshop was four hours, yet the time flew as there’s so much to talk about and learn in this area. What made the session especially valuable to me was the tremendous participation and insights from HR and communications executives at some of the biggest companies in the world. What a great group to teach and lead! Thanks all.

During the workshop we did an exercise about “anchors” slowing companies down from realizing the possibilities of social media, which we addressed as part of the session. Here were the biggest anchors from the group, in order of “anchor weight.” The overwhelming resistance to change was a bit frightening to me. How can companies survive, never mind grow, without some risk and and openness to new ideas?

Top anchors slowing down social media adoption

• Time and resources: Finding resources amid competing priorities, where to find budget, who to manage
• Fear: Inappropriate employee comment, fear of bad news, maintaining company secrets, afraid to fail, fear of exposure, fear of unknown – this has never been done; fear of change; loss of control
• Management buy in: Conservative culture; old guard holding on to what has always been done, senior management not in favor of “sharing”; resistance to change; senior executives are anti-communications
• Generational issues: baby boomers not always willing to embrace new technology, generational resistance
• Value: lack of clear purpose for getting involved
• Initiating: Lack of a champion who gets it; knowing how to get started, where do you begin?; no resident expertise

Additional, but less significant, obstacles

• IT: security issues; IT desire to maintain control of tools; Complexity: too many competing technologies, too complex
• HR
• Legal/risk management
• Having to try to make SAP and Sharepoint work as social tools
• Maintaining company voice
• Employees feel they are already asked to do too much

If you want to really understand how social media/tools are changing how we work, play, activate change and live, pick up Clay Shirky’s Here Comes Everybody: The Power of Organizing Without Organizations. And if you are seriously considering communities as part of your marketing strategy, Do Not Pass Go without reading this.

Here are some of my takeaways:

There are three essential pieces of a community, starting with purpose:

1. Why: what’s the the promise of the group/community? Why would anyone want to join or contribute? “Creating a promise that enough people believe in is the basic requirement. The promise creates the basic desire to participate. ” Note: in my experience this is where marketers usually spend too little time. Or, rarely challenge their own. assumptions.

2. How: this is where you figure out which tools will help people do what the community is all about. Note: too many companies are buying tools and then trying to make a community fit the tools. A recipe for disaster — or, at a minimum, enormous frustration.

3. Rules of the road: this the what Shirky calls the bargain: “If you are interested in the promise and adopt the tools, what can you expect and what will be expected of you?”

People have always wanted to share and help one another. Pervasive, easy-to-use communications tools and ” the collapse of transaction costs makes it easier for people to get together — so much easier, in fact, that is changing the world.” “Social tools don’t create collective action — they merely remove the obstacles to it. This is why many of the significant changes are based not on the fanciest, newest bits of technology but on simple easy-to-use tools like email, mobile phones and websites, because those are the tools most people have access to and, critically, are comfortable using in their dauly lives.”

Incentives for participating are not financial: Attention, the desire to see your work spread, the desire to help others and be helped.

Why some communities grow and others don’t: “They grow if enough people care about them, and die if they don’t.” (This goes back to getting the promise right.)

How did you do that?: communities where a group of people help one another get better at some share task or interest — called communities of practice — are especially pervasive and appealing. The basic question that can trigger a community of practice: “How did you do that?”

Not everyone needs to be passionate, participate a lot: in the old model we had to work hard to get people passionate enough to act, because acting was a lot of work. Today you can have a handful of highly-motivated people participating a lot — and “people who care a little participate a little, while being effective in the aggregate.”

A small number needed to get things started: “The number of people who are willing to start something is smaller, much smaller, than the number of people who are willing to contribute once someone else starts something.” Tap into a small core of passionate people; don’t expect a lot of people to contribute at the get-go. Many are more comfortable adding to what someone else has started.

This week 275 authors submitted their “chapters” for the new book, Why Don’t They Get It, a follow up to The Age of Conversation. (All proceeds go to charity.)

The sections of the new book, to be published in late August, are:

• Manifestos
• Keeping Secrets in the Age of Conversation
• Moving from Conversation to Action
• The Accidental Marketer
• A New Brand of Creative
• My Marketing Tragedy
• Business Model Evolution
• Life in the Conversation Lane

Here’s a snippet of what I wrote for “My Marketing Tragedy”:

“If I visualize what happened it looks like a cemetery. Each gravestone a big, exciting idea on how to talk about an issue, a trend, a company that was stillborn…In the end, all dead ideas, never seeing the light of day because of my mistake. I forgot to burn down the obstacles.”

And here’s a list of the “Age of Conversation 2 – Why Don’t People Get It?” authors:

Adam Crowe, Adrian Ho, Aki Spicer, Alex Henault, Amy Jussel, Andrew Odom, Andy Nulman, Andy Sernovitz, Andy Whitlock, Angela Maiers, Ann Handley, Anna Farmery, Armando Alves, Arun Rajagopal, Asi Sharabi, Becky Carroll, Becky McCray, Bernie Scheffler, Bill Gammell, Bob Carlton, Bob LeDrew, Brad Shorr, Bradley Spitzer, Brandon Murphy, Branislav Peric, Brent Dixon, Brett Macfarlane, Brian Reich, C.C. Chapman, Cam Beck, Casper Willer, Cathleen Rittereiser, Cathryn Hrudicka, Cedric Giorgi, Charles Sipe, Chris Kieff, Chris Cree, Chris Wilson, Christina Kerley (CK), C.B. Whittemore, Clay Parker Jones, Chris Brown, Colin McKay, Connie Bensen, Connie Reece, Cord Silverstein, Corentin Monot, Craig Wilson, Daniel Honigman, Dan Goldstein, Dan Schawbel, Dana VanDen Heuvel, Dan Sitter, Daria Radota Rasmussen, Darren Herman, Darryl Patterson, Dave Davison, Dave Origano, David Armano, David Bausola, David Berkowitz, David Brazeal, David Koopmans, David Meerman Scott, David Petherick, David Reich, David Weinfeld, David Zinger, Deanna Gernert, Deborah Brown, Dennis Price, Derrick Kwa, Dino Demopoulos, Doug Haslam, Doug Meacham, Doug Mitchell, Douglas Hanna, Douglas Karr, Drew McLellan, Duane Brown, Dustin Jacobsen, Dylan Viner, Ed Brenegar, Ed Cotton, Efrain Mendicuti, Ellen Weber, Emily Reed, Eric Peterson, Eric Nehrlich, Ernie Mosteller, Faris Yakob, Fernanda Romano, Francis Anderson, G. Kofi Annan, Gareth Kay, Gary Cohen, Gaurav Mishra, Gavin Heaton, Geert Desager, George Jenkins, G.L. Hoffman, Gianandrea Facchini, Gordon Whitehead, Graham Hill, Greg Verdino, Gretel Going & Kathryn Fleming, Hillel Cooperman, Hugh Weber, J. Erik Potter, J.C. Hutchins, James Gordon-Macintosh, Jamey Shiels, Jasmin Tragas, Jason Oke, Jay Ehret, Jeanne Dininni, Jeff De Cagna, Jeff Gwynne, Jeff Noble, Jeff Wallace, Jennifer Warwick, Jenny Meade, Jeremy Fuksa, Jeremy Heilpern, Jeremy Middleton, Jeroen Verkroost, Jessica Hagy, Joanna Young, Joe Pulizzi, Joe Talbott, John Herrington, John Jantsch, John Moore, John Rosen, John Todor, Jon Burg, Jon Swanson, Jonathan Trenn, Jordan Behan, Julie Fleischer, Justin Flowers, Justin Foster, Karl Turley, Kate Trgovac, Katie Chatfield, Katie Konrath, Kenny Lauer, Keri Willenborg, Kevin Jessop, Kris Hoet, Krishna De, Kristin Gorski, Laura Fitton, Laurence Helene Borei, Lewis Green, Lois Kelly, Lori Magno, Louise Barnes-Johnston, Louise Mangan, Louise Manning, Luc Debaisieux, Marcus Brown, Mario Vellandi, Mark Blair, Mark Earls, Mark Goren, Mark Hancock, Mark Lewis, Mark McGuinness, Mark McSpadden, Matt Dickman, Matt J. McDonald, Matt Moore, Michael Hawkins, Michael Karnjanaprakorn, Michelle Lamar, Mike Arauz, Mike McAllen, Mike Sansone, Mitch Joel, Monica Wright, Nathan Gilliatt, Nathan Snell, Neil Perkin, Nettie Hartsock, Nick Rice, Oleksandr Skorokhod, Ozgur Alaz, Paul Chaney, Paul Hebert, Paul Isakson, Paul Marobella, Paul McEnany, Paul Tedesco, Paul Williams, Pet Campbell, Pete Deutschman, Peter Corbett, Phil Gerbyshak, Phil Lewis, Phil Soden, Piet Wulleman, Rachel Steiner, Sreeraj Menon, Reginald Adkins, Richard Huntington, Rishi Desai, Beeker Northam, Rob Mortimer, Robert Hruzek, Roberta Rosenberg, Robyn McMaster, Roger von Oech, Rohit Bhargava, Ron Shevlin, Ryan Barrett, Ryan Karpeles, Ryan Rasmussen, Sam Huleatt, Sandy Renshaw, Scott Goodson, Scott Monty, Scott Townsend, Scott White, Sean Howard, Sean Scott, Seni Thomas, Seth Gaffney, Shama Hyder, Sheila Scarborough, Sheryl Steadman, Simon Payn, Sonia Simone, Spike Jones, Stanley Johnson, Stephen Collins, Stephen Cribbett, Stephen Landau, Stephen Smith, Steve Bannister, Steve Hardy, Steve Portigal, Steve Roesler, Steven Verbruggen, Steve Woodruff, Sue Edworthy, Susan Bird, Susan Gunelius, Susan Heywood, Tammy Lenski, Terrell Meek, Thomas Clifford, Thomas Knoll, Tiffany Kenyon, Tim Brunelle, Tim Buesing, Tim Connor, Tim Jackson, Tim Longhurst, Tim Mannveille, Tim Tyler, Timothy Johnson, Tinu Abayomi-Paul, Toby Bloomberg, Todd Andrlik, Troy Rutter, Troy Worman, Uwe Hook, Valeria Maltoni, Vandana Ahuja, Vanessa DiMauro, Veronique Rabuteau, Wayne Buckhanan, William Azaroff, Yves Van Landeghem

Naming your organizations’ beliefs can guide decisions and inspire talent much more effectively than the traditional mission statement, which is usually pretty flat, descriptive and, well, boring.

Here are some examples of organizations’ beliefs.

Google

1. Focus on the user and all else will follow.
2. It’s best to do one thing really, really well.
3. Fast is better than slow.
4. Democracy on the web works.
5. You don’t need to be at your desk to need an answer.
6. You can make money without doing evil.
7. There’s always more information out there.
8. The need for information crosses all borders.
9. You can be serious without a suit.
10. Great just isn’t good enough.

Zappos

1. Deliver WOW Through Service
2. Embrace and Drive Change
3. Create Fun and A Little Weirdness
4. Be Adventurous, Creative, and Open-Minded
5. Pursue Growth and Learning
6. Build Open and Honest Relationships With Communication
7. Build a Positive Team and Family Spirit
8. Do More With Less
9. Be Passionate and Determined
10. Be Humble

And my firm, Beeline Labs:

1. Deliver the wow and the whoa
2. Activate change
3. Go fast
4. Try new things; OK to fail
5. See new possibilities early
6. Don’t compromise; the work needs to be meaningful
7. It’s all about delivering business value
8. Bee vs. me
9. Integrity rules

What are your organization’s beliefs? Please share!

You aren’t alone if you’re trying to figure out where to begin when it comes to doing more — or doing at least something — in social media in your organization. At last night’s Social Media Club meet up in Boston, we surfaced some great tips for building support with management, setting up projects for success, and getting used to the realities and joys of non-stop trial and error.

Here are seven ideas for taking the plunge or expanding what you’ve started:

1. Embrace experimentation as a way of life.
By it’s very nature, social media is participation-driven and enabled by technology — which means it’s always changing and the variables are pretty much infinite. Measurement is evolving. You and your executives need to develop an appetite — actually, real enthusiasm — for experimentation. As panelist Michelle Glorie of Kronos put, “Your executives have to understand the need to take action. They have to be willing to try things and see what sticks.” (To mitigate risk and increase the comfort factor, keep reading below.) Mike Volpe of HubSpot had a great analogy for the experimentation mindset: “Think like a VC, with a portfolio of possibilities. Some will hit, but not all.” Spread the risk, learn from everything you do, and keep investing.

2. Start small. Think evolution, not revolution.
You might even be “doing social media” already. Next time you’ve got big news, something as simple as creating a companion podcast/video interview makes your news more engaging and shareable. As a number of PR folks in the room advised, just post it to YouTube, on your website and share the links via email to customers, prospects and bloggers who follow your industry. You’ll see that it doesn’t hurt and nobody dies. So make it a series. See what kind of downloading action you get, and ask for feedback wherever you post it.

3. Monitor what’s going on (and make new insights easy to appreciate)
John Cass (now online community manager at Forrester) shared an example from interviews he’d done with Wendy Harman at the Red Cross. She created daily reports for Red Cross execs on what’s going on online, what people are saying about the Red Cross by using free tools like Twitter, Google alerts, and Flickr. She helped them see the value of this new source of insights and offered advice on specific action the Red Cross could take, building a case for more proactive involvement.

4. Start inside.
Lots of companies launch blogs internally first, often within the corporate intranet. It’s a safe place to experiment, and to surface those with the natural talent and inclination to sustain blog posting. It’s also a great way to get employees used to a new style of communicating, not to mention learning about the organization in a more immediate and less packaged way (assuming blog posts are timely, authentic, and interesting!)

5. Have trust in your people (or get some people you can trust)
The new realities of social media — always on, everyone has a voice, sharing is paramount — bring with it much less control, more immediacy and unpredictability. Which means you and your boss and your team mates have to trust each other to use their best judgment; micromanaging is not an option. If you don’t have that kind of trust, consider making a change. In your team or your choice of employer. (Thanks to Parna Sarkar-Basu of Invention Machine for this point, who credits her great relationship with her boss for their early successes in social media.)

6. Involve the legal team at the beginning (especially if you’re a public company)
It sounds counter-intuitive but the best thing you can do is proactively engage your legal folks. Much better than having them send up red flags when you’re about to launch something. Offer a social media 101 session, show the impact of social media on the business, how other companies are navigating these new waters, and encourage their collaboration on ways to overcome any concerns they may have.

7. Evangelize, and train everyone
If you’re the social media champion, unleash your beliefs and savvy on as many groups across the company as you can. Go to corporate communications and help them see how to shift from message control to two way conversations, talk to your web team about easy ways to inject more participation into the site, create a social media 101 workshop or e-learning event and resources, and work with HR or whomever to get it shared throughout the company. (Evidently Intuit has a great internal training program pioneered by Scott Wilder, group manager of Intuit’s QuickBooks online community. Will try to get more on this.)

You can also do the old fashioned social thing and get yourself and some colleagues to physical events like those hosted by the Social Media Club which has chapters all around the world. When a bunch of smart people who care about the same thing get in a room, something interesting and useful always happens…

What obstacles and ideas for getting over the hump to do more in social media have you thought about?