Motivate your men
Is it cool that someday your CEO answers a trivial question
you asked on the social media site like “Do you like a pizza with pineapple as
a topping”? Will you feel more encouraged if executive from C- level comments
your blog and praises for your constructive thoughts? The answers are probably
YES! As the author illustrated in the chapter, CEOs of those well- known
enterprise are always willing to interact with their employees and get
groundswell among people.
Three strategies for nurturing internal groundswell are
concluded in the chapter. First, employees should be listened by the
management. Only when their thoughts could be taken into consideration will the
employees participate in groundswell. Second, easing employees’ participation
by making engagement more easy and accessible rather than coerce them to take
part in. Third, finding and encouraging rebels and preparing to fail.
Besides
the three points stated in the chapter, some other premises should be guaranteed
in order to cause effective internal groundswell. The privacy of employees who
make comments and write own thoughts about the corporation should be protected.
In other words, employees won’t be fired or oppressed because of their
comments, which, in most circumstances, are negative and unsatisfied. In many
stories, it is negative comment from employee that makes the company improve
and develop. However, no one wants to express their dissatisfactions at the
risk of being fired unless he decides not working there any longer. The
internal social media sites should allow people to express their ideas anonymously
and the company’s culture should also convey the idea of tolerance.
As the old Chinese saying goes, rewards allure men to brave
danger. When the rewards are generous enough, one may dare to kill a lion! As
to internal groundswell, employees are more willing to express their ideas when
there are possibilities to get rewards. The rewards can be something other than
money, promotion, praise, even taking their suggestions into consideration
could be rewards. As Best Buy employee Ashley, she got the promotion to
supervisor because she participated in internal groundswell on Blue Shirt
Nation actively and became one of the site’s most-read contributors. Her
experiences can encourage more and more employees to open their mouths and
minds and to say something about the company in order to improve the company.
Is it cool that someday your CEO answers a trivial question
you asked on the social media site like “Do you like a pizza with pineapple as
a topping”? Will you feel more encouraged if executive from C- level comments
your blog and praises for your constructive thoughts? The answers are probably
YES! As the author illustrated in the chapter, CEOs of those well- known
enterprise are always willing to interact with their employees and get
groundswell among people. 
Three strategies for nurturing internal groundswell are
concluded in the chapter. First, employees should be listened by the
management. Only when their thoughts could be taken into consideration will the
employees participate in groundswell. Second, easing employees’ participation
by making engagement more easy and accessible rather than coerce them to take
part in. Third, finding and encouraging rebels and preparing to fail. 
Besides
the three points stated in the chapter, some other premises should be guaranteed
in order to cause effective internal groundswell. The privacy of employees who
make comments and write own thoughts about the corporation should be protected.
In other words, employees won’t be fired or oppressed because of their
comments, which, in most circumstances, are negative and unsatisfied. In many
stories, it is negative comment from employee that makes the company improve
and develop. However, no one wants to express their dissatisfactions at the
risk of being fired unless he decides not working there any longer. The
internal social media sites should allow people to express their ideas anonymously
and the company’s culture should also convey the idea of tolerance. 
As the old Chinese saying goes, rewards allure men to brave
danger. When the rewards are generous enough, one may dare to kill a lion! As
to internal groundswell, employees are more willing to express their ideas when
there are possibilities to get rewards. The rewards can be something other than
money, promotion, praise, even taking their suggestions into consideration
could be rewards. As Best Buy employee Ashley, she got the promotion to
supervisor because she participated in internal groundswell on Blue Shirt
Nation actively and became one of the site’s most-read contributors. Her
experiences can encourage more and more employees to open their mouths and
minds and to say something about the company in order to improve the company. 
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