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領(lǐng)英斥巨資培養(yǎng)自家網(wǎng)紅

領(lǐng)英網(wǎng)紅大軍正為這個(gè)商業(yè)平臺(tái)帶來(lái)病毒式傳播。

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泰勒·奧弗(Taylor Offer)是這一專注于商業(yè)的社交網(wǎng)絡(luò)中特有的一類網(wǎng)紅。圖片來(lái)源:COURTESY OF OFFER

泰勒·奧弗的領(lǐng)英(LinkedIn)主頁(yè)滿是笑話和奇聞?shì)W事,并不像一個(gè)可以立即獲得寶貴職業(yè)建議或深刻商業(yè)洞察的地方。

他的領(lǐng)英簡(jiǎn)介就是他“瞎混時(shí)間”的職業(yè)生涯歷程。在大學(xué)二年級(jí)的時(shí)候,奧弗吹噓說(shuō),他作為一名股票交易處理分析師“學(xué)會(huì)了如何欺騙系統(tǒng)”,假裝自己忙得團(tuán)團(tuán)轉(zhuǎn),而他大部分時(shí)間都是“坐在辦公桌前放松,聽(tīng)音樂(lè)”,或者在隔壁的溫蒂漢堡吃雞塊。在另一家公司實(shí)習(xí)時(shí),他給了伙伴們“一堆免費(fèi)贈(zèng)品”;“公司對(duì)我的投資回報(bào)率肯定是負(fù)的?!彼f(shuō)。

但對(duì)于在領(lǐng)英上擁有14萬(wàn)粉絲的奧弗來(lái)說(shuō),他是商業(yè)大師。他幾乎每天都在分享關(guān)于如何在生活和工作中取得成功的想法,關(guān)于他的服裝公司的最新情況,偶爾也會(huì)發(fā)布一些表情包——這些內(nèi)容的瀏覽量往往達(dá)到數(shù)百萬(wàn)次。

奧弗告訴《財(cái)富》雜志,在他開(kāi)始在領(lǐng)英上積極發(fā)帖時(shí),他創(chuàng)辦了電商公司Feat Clothing和位于圣莫尼卡的零售商店,現(xiàn)有20名員工,年收入達(dá)1000萬(wàn)美元。阿里·雷斯曼(Aly Raisman)、洛根·保羅(Logan Paul)和煙鬼組合(the Chainsmokers)等名人都穿上了Feat的時(shí)髦襪子。據(jù)奧弗介紹,當(dāng)他在奧斯汀、舊金山或洛杉磯時(shí),“人們都能認(rèn)出他來(lái),找他攀談,這樣的情況每天都會(huì)發(fā)生好幾次”。

“推出像Feat這樣的品牌是一種漏斗游戲。這就像:你能在互聯(lián)網(wǎng)上吸引多少眼球?他聲稱每次在領(lǐng)英上發(fā)帖時(shí),平均能為Feat帶來(lái)4000美元的銷售額。他在領(lǐng)英主頁(yè)上寫道,使用“Linkedinfluencer(領(lǐng)英網(wǎng)紅)”代碼的客戶可以享受優(yōu)惠價(jià)格。

至于他對(duì)過(guò)去工作的不同尋常的描述,奧弗說(shuō),這是誠(chéng)實(shí)和真實(shí)的表現(xiàn)。“在某一時(shí)刻,我們都只是實(shí)習(xí)生而已。我們都在瞎混時(shí)間,無(wú)所事事。我很幸運(yùn),我能在那個(gè)職位上找到樂(lè)趣所在?!?/p>

泰勒·奧弗是這一專注于商業(yè)的社交網(wǎng)絡(luò)中特有的一類網(wǎng)紅。TikTok上的網(wǎng)紅如查莉·達(dá)梅利奧(Charli D’amelio),靠舞步走紅;油管(YouTube)上的網(wǎng)紅如野獸先生(MrBeast),靠特技走紅。在領(lǐng)英上,像奧弗這樣愛(ài)交際的企業(yè)家試圖通過(guò)把自己塑造成創(chuàng)業(yè)藝術(shù)方面的權(quán)威人士來(lái)吸引大批粉絲。

而且,正如Instagram、油管和TikTok通過(guò)為網(wǎng)紅提供各種福利和支持來(lái)培養(yǎng)網(wǎng)紅一樣,微軟(Microsoft)旗下?lián)碛?.5億會(huì)員的領(lǐng)英也在投入資金和資源培養(yǎng)自家明星。

約一年半前,該公司聘請(qǐng)了一個(gè)由約60名創(chuàng)作者經(jīng)理組成的團(tuán)隊(duì),通過(guò)提供內(nèi)容創(chuàng)作相關(guān)輔導(dǎo)和指導(dǎo)助力奧弗和其他人把握機(jī)會(huì)。這是該公司向平臺(tái)上的創(chuàng)作者(網(wǎng)紅)投資2500萬(wàn)美元的一部分。該基金的一大旗艦項(xiàng)目是為期六周的領(lǐng)英創(chuàng)作者加速器項(xiàng)目(LinkedIn Creator Accelerator Program),該項(xiàng)目在美國(guó)、印度、巴西和英國(guó)開(kāi)展,旨在培養(yǎng)精心挑選的人才利用領(lǐng)英的創(chuàng)作工具、在領(lǐng)英的生活體驗(yàn)以及成功故事。

23歲的斯蒂芬妮·努埃斯(Stephanie Nuesi)在描述她在2021年領(lǐng)英創(chuàng)作者加速器項(xiàng)目中的經(jīng)歷時(shí)說(shuō):“我們收獲了很多——我說(shuō)的‘很多’是指很多指導(dǎo),很多關(guān)于如何創(chuàng)作內(nèi)容的不同培訓(xùn)。”努埃斯后來(lái)成為了谷歌的一名金融分析師,在培訓(xùn)期間,她被指導(dǎo)如何使用領(lǐng)英工具,如時(shí)事通訊和直播,以及如何編輯視頻和幻燈片演示,并就成為網(wǎng)紅應(yīng)該做什么和不應(yīng)該做什么提出了建議。

擁有的粉絲量與杰米·戴蒙相當(dāng)

領(lǐng)英在培養(yǎng)網(wǎng)紅方面的努力是蓬勃發(fā)展的創(chuàng)作者經(jīng)濟(jì)的最新跡象,這種經(jīng)濟(jì)已經(jīng)造就了無(wú)數(shù)互聯(lián)網(wǎng)明星,同時(shí)提高了他們所在平臺(tái)的用戶參與度和廣告收入。但領(lǐng)英的使命是“連接全球?qū)I(yè)人士,讓他們更高效、更成功”,它走的道路與其他社交網(wǎng)站略有不同,其他社交網(wǎng)站的人才只需要取悅用戶。

西密歇根大學(xué)(Western Michigan University)數(shù)字營(yíng)銷和電子商務(wù)項(xiàng)目主任、營(yíng)銷學(xué)教授斯科特?考利(Scott Cowley)表示:“我認(rèn)為領(lǐng)英現(xiàn)在看到(創(chuàng)作者)帶來(lái)的巨大機(jī)會(huì)不足為奇,尤其是在其他一些平臺(tái)被視為過(guò)時(shí)的情況下,或者有很多戲劇性的事情發(fā)生,比如推特(Twitter)?!睂?duì)于領(lǐng)英來(lái)說(shuō),這是一個(gè)巨大的機(jī)會(huì),可以通過(guò)激勵(lì)真正的優(yōu)質(zhì)內(nèi)容創(chuàng)作者來(lái)吸引更多的關(guān)注,從而最終達(dá)到這一商業(yè)模式的目的:增加廣告收入?!?/p>

該平臺(tái)的發(fā)言人指出,每周有5200萬(wàn)用戶在領(lǐng)英上尋找工作,平均每分鐘有8人被雇用,9000人建立聯(lián)系。負(fù)責(zé)領(lǐng)英北美社區(qū)和社論的主管凱蒂?卡羅爾(Katie Carroll)表示:“價(jià)值主張非常非常明確,因?yàn)槟惆炎约旱膬?nèi)容和專業(yè)知識(shí)放在了專業(yè)網(wǎng)絡(luò)上?!?/p>

卡羅爾說(shuō),這些內(nèi)容,加上領(lǐng)英的求職功能和短信功能,已經(jīng)連續(xù)16個(gè)季度在平臺(tái)上創(chuàng)造了“創(chuàng)紀(jì)錄”的用戶參與度,使得該公司在2022年第四季度收入增加7.68億美元,增幅為26%(這是母公司微軟在本財(cái)報(bào)季的一大亮點(diǎn))。

長(zhǎng)期以來(lái),領(lǐng)英一直為維珍集團(tuán)(Virgin)的理查德·布蘭森(Richard Branson)和阿里安娜·赫芬頓(Arianna Huffington)等知名人士提供發(fā)表思想的平臺(tái),但該公司也為其他不太出名的用戶提供了成為思想領(lǐng)袖的可能性。任何領(lǐng)英用戶都可以將他們的個(gè)人資料切換到“創(chuàng)作者模式”,將默認(rèn)操作改為“關(guān)注”,而不是“連接”,并突出顯示他們的原創(chuàng)內(nèi)容。擁有超過(guò)150名粉絲、新內(nèi)容、在平臺(tái)上有良好信譽(yù)的創(chuàng)作者可以通過(guò)其他方式發(fā)布內(nèi)容,如時(shí)事通訊和實(shí)時(shí)視頻和音頻。

其結(jié)果是,這些人才不拘一格,他們的個(gè)性有時(shí)會(huì)勝過(guò)他們的商業(yè)信譽(yù)。

奧斯汀·貝爾卡克(Austin Belcak)在領(lǐng)英上擁有130多萬(wàn)粉絲,粉絲數(shù)量相當(dāng)于摩根大通首席執(zhí)行官杰米·戴蒙(Jamie Dimon)。他說(shuō)自己“非常反對(duì)忙碌文化”。(據(jù)《紐約時(shí)報(bào)》報(bào)道,忙碌文化是一種表現(xiàn)型工作狂,在領(lǐng)英和WeWork裝飾等地方都有體現(xiàn)。)貝爾卡克之所以出名,是因?yàn)樵?015年被微軟聘為合伙人經(jīng)理之前,他曾被微軟拒絕了五次。寫下這段經(jīng)歷以及他的其他生活經(jīng)歷,比如早餐只吃拉面,使得他在這個(gè)專業(yè)社交平臺(tái)上名聲大噪。

領(lǐng)英網(wǎng)紅謝尼·莫雷特。圖片來(lái)源:尼克·納爾遜(NICK NELSON)

領(lǐng)英網(wǎng)紅奧斯汀·貝爾卡克。圖片來(lái)源:勞拉·李(LAURA LEE)

現(xiàn)在,他將自己的領(lǐng)英影響力轉(zhuǎn)化為Cultivated Culture,這家公司向付費(fèi)客戶傳授“在當(dāng)今市場(chǎng)上找到自己喜歡的工作的非常規(guī)策略(無(wú)需人脈、無(wú)需傳統(tǒng)‘經(jīng)驗(yàn)’、無(wú)需在線申請(qǐng))。”他對(duì)包含"最佳面試答案"的內(nèi)容包和"進(jìn)入任何新領(lǐng)域(即使你沒(méi)有任何經(jīng)驗(yàn))"的框架內(nèi)容收取79美元至447美元的費(fèi)用。

擁有英語(yǔ)學(xué)士學(xué)位和工商管理碩士學(xué)位的內(nèi)森·科利爾(Nathan Collier),自2014年以來(lái)一直在為高管們代寫領(lǐng)英內(nèi)容。"由于領(lǐng)英這樣的平臺(tái),如今人們建立聲譽(yù)的方式有所不同。"他說(shuō)。

科利爾在領(lǐng)英上幫助過(guò)的20多位創(chuàng)業(yè)公司高管中,他們幾乎都是令人印象深刻的企業(yè)家。然而,在一個(gè)案例中,科利爾發(fā)現(xiàn)該客戶偽造證書。他說(shuō):"他并不是真的在編故事。這些故事與他在一家公司的真實(shí)經(jīng)歷相似,但他夸大了數(shù)字。對(duì)其中一些人來(lái)說(shuō),很難看透這一點(diǎn),所以一旦我發(fā)現(xiàn)這種情況,我就停止了與他的合作。"

一個(gè)可以打開(kāi)大門的平臺(tái),也可以被人利用

雖然領(lǐng)英有各種系統(tǒng)來(lái)清除虛假賬戶和違反其政策的內(nèi)容,但該公司并未對(duì)合法用戶和網(wǎng)紅所提出的主張的真實(shí)性進(jìn)行事實(shí)核查,因此很難將吹噓與繁榮區(qū)分開(kāi)。相反,該平臺(tái)依賴于將內(nèi)容附加到所謂的職業(yè)身份相關(guān)的同儕壓力,將其作為保持內(nèi)容真實(shí)性的“一個(gè)非常重要的因素”(用卡羅爾的話來(lái)說(shuō))。領(lǐng)英只對(duì)有用戶提交投訴的個(gè)人資料和帖子進(jìn)行調(diào)查。要報(bào)告領(lǐng)英個(gè)人資料中的不準(zhǔn)確信息,用戶必須提出正式投訴,包括解釋不準(zhǔn)確信息并附上數(shù)字簽名。投訴對(duì)象有機(jī)會(huì)進(jìn)行反駁,以核實(shí)內(nèi)容的真實(shí)性,然后領(lǐng)英版主會(huì)做出判斷,或者將其返回原投訴人處進(jìn)行另一輪審核。

當(dāng)被問(wèn)及網(wǎng)紅傳播的未經(jīng)證實(shí)的信息,或冒充網(wǎng)紅的潛在欺詐者和假行家所造成的聲譽(yù)損害風(fēng)險(xiǎn)時(shí),領(lǐng)英的一位發(fā)言人分享了一篇10月份博客文章的鏈接,其中詳細(xì)介紹了該平臺(tái)為解決這些問(wèn)題而實(shí)施的新的驗(yàn)證方式和活動(dòng)傳感器。

也許翻車的例子中最臭名昭著的例子是Gravity Payments前首席執(zhí)行官丹·普萊斯(Dan Price)身上發(fā)生的事情,這位社交媒體現(xiàn)象級(jí)人物把他所謂的對(duì)工人、婦女和少數(shù)族裔的公平待遇變成了領(lǐng)英上的近100萬(wàn)粉絲。一位平臺(tái)發(fā)言人表示,在2021年,領(lǐng)英將他提名為他們夢(mèng)寐以求的頂級(jí)聲音計(jì)劃成員,但后來(lái)又撤銷了這一徽章。今年早些時(shí)候,《紐約時(shí)報(bào)》發(fā)表了一篇關(guān)于普萊斯的領(lǐng)導(dǎo)力調(diào)查,報(bào)道稱他利用自己的影響力脅迫女性,為糟糕的領(lǐng)導(dǎo)力辯護(hù),并掩蓋虐待行為。雖然普萊斯在被指控性行為不端后辭職,但他在領(lǐng)英上仍然相當(dāng)活躍。11月30日,他為埃隆·馬斯克(Elon Musk)辯護(hù)的帖子獲得了超過(guò)1萬(wàn)個(gè)贊。普萊斯沒(méi)有回應(yīng)《財(cái)富》雜志的多次置評(píng)請(qǐng)求。

盡管普萊斯代表的極端是令人不安的,但領(lǐng)英平臺(tái)的粉絲們將其視為一種民主化力量,可以打開(kāi)原本對(duì)他們關(guān)閉的大門。在領(lǐng)英上發(fā)信息或申請(qǐng)工作,你不需要精英學(xué)位或人脈,同樣,這項(xiàng)服務(wù)可以為某人提供改變?nèi)松钠脚_(tái),讓他們展示特殊技能或天賦。

謝尼·莫雷特(Shanee Moret)的情況就是如此。兩年前,這位領(lǐng)英創(chuàng)作者還靠食品券過(guò)活,并通過(guò)自由市場(chǎng)營(yíng)銷工作來(lái)維持生計(jì)。莫雷特每天在領(lǐng)英上發(fā)布多達(dá)五次這樣的言論:“欣賞比我們想象的更有力量。它可以改變某人的一天?;蛘咚梢愿淖兯麄兊纳?。”這幫助她積累了120萬(wàn)粉絲。

莫雷特之所以一躍成為領(lǐng)英名人,不僅是因?yàn)樗诠ぷ魃先〉昧顺晒?,還因?yàn)樗朴诶米约旱纳罱?jīng)驗(yàn)來(lái)激發(fā)職業(yè)動(dòng)力,并在該平臺(tái)推廣視頻業(yè)務(wù)時(shí)迅速走紅?,F(xiàn)在她說(shuō),作為成長(zhǎng)學(xué)院(Growth Academy)的創(chuàng)始人,她每年能賺七位數(shù)。成長(zhǎng)學(xué)院教付費(fèi)客戶如何管理他們的在線形象。就像她做的那樣。“我無(wú)法相信為什么人們都在關(guān)注我。我真的很震驚?!蹦滋卣f(shuō)。“他們會(huì)說(shuō),‘這是因?yàn)槟惆l(fā)表的言論?!保ㄘ?cái)富中文網(wǎng))

譯者:中慧言-王芳

泰勒·奧弗的領(lǐng)英(LinkedIn)主頁(yè)滿是笑話和奇聞?shì)W事,并不像一個(gè)可以立即獲得寶貴職業(yè)建議或深刻商業(yè)洞察的地方。

他的領(lǐng)英簡(jiǎn)介就是他“瞎混時(shí)間”的職業(yè)生涯歷程。在大學(xué)二年級(jí)的時(shí)候,奧弗吹噓說(shuō),他作為一名股票交易處理分析師“學(xué)會(huì)了如何欺騙系統(tǒng)”,假裝自己忙得團(tuán)團(tuán)轉(zhuǎn),而他大部分時(shí)間都是“坐在辦公桌前放松,聽(tīng)音樂(lè)”,或者在隔壁的溫蒂漢堡吃雞塊。在另一家公司實(shí)習(xí)時(shí),他給了伙伴們“一堆免費(fèi)贈(zèng)品”;“公司對(duì)我的投資回報(bào)率肯定是負(fù)的?!彼f(shuō)。

但對(duì)于在領(lǐng)英上擁有14萬(wàn)粉絲的奧弗來(lái)說(shuō),他是商業(yè)大師。他幾乎每天都在分享關(guān)于如何在生活和工作中取得成功的想法,關(guān)于他的服裝公司的最新情況,偶爾也會(huì)發(fā)布一些表情包——這些內(nèi)容的瀏覽量往往達(dá)到數(shù)百萬(wàn)次。

奧弗告訴《財(cái)富》雜志,在他開(kāi)始在領(lǐng)英上積極發(fā)帖時(shí),他創(chuàng)辦了電商公司Feat Clothing和位于圣莫尼卡的零售商店,現(xiàn)有20名員工,年收入達(dá)1000萬(wàn)美元。阿里·雷斯曼(Aly Raisman)、洛根·保羅(Logan Paul)和煙鬼組合(the Chainsmokers)等名人都穿上了Feat的時(shí)髦襪子。據(jù)奧弗介紹,當(dāng)他在奧斯汀、舊金山或洛杉磯時(shí),“人們都能認(rèn)出他來(lái),找他攀談,這樣的情況每天都會(huì)發(fā)生好幾次”。

“推出像Feat這樣的品牌是一種漏斗游戲。這就像:你能在互聯(lián)網(wǎng)上吸引多少眼球?他聲稱每次在領(lǐng)英上發(fā)帖時(shí),平均能為Feat帶來(lái)4000美元的銷售額。他在領(lǐng)英主頁(yè)上寫道,使用“Linkedinfluencer(領(lǐng)英網(wǎng)紅)”代碼的客戶可以享受優(yōu)惠價(jià)格。

至于他對(duì)過(guò)去工作的不同尋常的描述,奧弗說(shuō),這是誠(chéng)實(shí)和真實(shí)的表現(xiàn)。“在某一時(shí)刻,我們都只是實(shí)習(xí)生而已。我們都在瞎混時(shí)間,無(wú)所事事。我很幸運(yùn),我能在那個(gè)職位上找到樂(lè)趣所在。”

泰勒·奧弗是這一專注于商業(yè)的社交網(wǎng)絡(luò)中特有的一類網(wǎng)紅。TikTok上的網(wǎng)紅如查莉·達(dá)梅利奧(Charli D’amelio),靠舞步走紅;油管(YouTube)上的網(wǎng)紅如野獸先生(MrBeast),靠特技走紅。在領(lǐng)英上,像奧弗這樣愛(ài)交際的企業(yè)家試圖通過(guò)把自己塑造成創(chuàng)業(yè)藝術(shù)方面的權(quán)威人士來(lái)吸引大批粉絲。

而且,正如Instagram、油管和TikTok通過(guò)為網(wǎng)紅提供各種福利和支持來(lái)培養(yǎng)網(wǎng)紅一樣,微軟(Microsoft)旗下?lián)碛?.5億會(huì)員的領(lǐng)英也在投入資金和資源培養(yǎng)自家明星。

約一年半前,該公司聘請(qǐng)了一個(gè)由約60名創(chuàng)作者經(jīng)理組成的團(tuán)隊(duì),通過(guò)提供內(nèi)容創(chuàng)作相關(guān)輔導(dǎo)和指導(dǎo)助力奧弗和其他人把握機(jī)會(huì)。這是該公司向平臺(tái)上的創(chuàng)作者(網(wǎng)紅)投資2500萬(wàn)美元的一部分。該基金的一大旗艦項(xiàng)目是為期六周的領(lǐng)英創(chuàng)作者加速器項(xiàng)目(LinkedIn Creator Accelerator Program),該項(xiàng)目在美國(guó)、印度、巴西和英國(guó)開(kāi)展,旨在培養(yǎng)精心挑選的人才利用領(lǐng)英的創(chuàng)作工具、在領(lǐng)英的生活體驗(yàn)以及成功故事。

23歲的斯蒂芬妮·努埃斯(Stephanie Nuesi)在描述她在2021年領(lǐng)英創(chuàng)作者加速器項(xiàng)目中的經(jīng)歷時(shí)說(shuō):“我們收獲了很多——我說(shuō)的‘很多’是指很多指導(dǎo),很多關(guān)于如何創(chuàng)作內(nèi)容的不同培訓(xùn)?!迸K购髞?lái)成為了谷歌的一名金融分析師,在培訓(xùn)期間,她被指導(dǎo)如何使用領(lǐng)英工具,如時(shí)事通訊和直播,以及如何編輯視頻和幻燈片演示,并就成為網(wǎng)紅應(yīng)該做什么和不應(yīng)該做什么提出了建議。

擁有的粉絲量與杰米·戴蒙相當(dāng)

領(lǐng)英在培養(yǎng)網(wǎng)紅方面的努力是蓬勃發(fā)展的創(chuàng)作者經(jīng)濟(jì)的最新跡象,這種經(jīng)濟(jì)已經(jīng)造就了無(wú)數(shù)互聯(lián)網(wǎng)明星,同時(shí)提高了他們所在平臺(tái)的用戶參與度和廣告收入。但領(lǐng)英的使命是“連接全球?qū)I(yè)人士,讓他們更高效、更成功”,它走的道路與其他社交網(wǎng)站略有不同,其他社交網(wǎng)站的人才只需要取悅用戶。

西密歇根大學(xué)(Western Michigan University)數(shù)字營(yíng)銷和電子商務(wù)項(xiàng)目主任、營(yíng)銷學(xué)教授斯科特?考利(Scott Cowley)表示:“我認(rèn)為領(lǐng)英現(xiàn)在看到(創(chuàng)作者)帶來(lái)的巨大機(jī)會(huì)不足為奇,尤其是在其他一些平臺(tái)被視為過(guò)時(shí)的情況下,或者有很多戲劇性的事情發(fā)生,比如推特(Twitter)?!睂?duì)于領(lǐng)英來(lái)說(shuō),這是一個(gè)巨大的機(jī)會(huì),可以通過(guò)激勵(lì)真正的優(yōu)質(zhì)內(nèi)容創(chuàng)作者來(lái)吸引更多的關(guān)注,從而最終達(dá)到這一商業(yè)模式的目的:增加廣告收入?!?/p>

該平臺(tái)的發(fā)言人指出,每周有5200萬(wàn)用戶在領(lǐng)英上尋找工作,平均每分鐘有8人被雇用,9000人建立聯(lián)系。負(fù)責(zé)領(lǐng)英北美社區(qū)和社論的主管凱蒂?卡羅爾(Katie Carroll)表示:“價(jià)值主張非常非常明確,因?yàn)槟惆炎约旱膬?nèi)容和專業(yè)知識(shí)放在了專業(yè)網(wǎng)絡(luò)上。”

卡羅爾說(shuō),這些內(nèi)容,加上領(lǐng)英的求職功能和短信功能,已經(jīng)連續(xù)16個(gè)季度在平臺(tái)上創(chuàng)造了“創(chuàng)紀(jì)錄”的用戶參與度,使得該公司在2022年第四季度收入增加7.68億美元,增幅為26%(這是母公司微軟在本財(cái)報(bào)季的一大亮點(diǎn))。

長(zhǎng)期以來(lái),領(lǐng)英一直為維珍集團(tuán)(Virgin)的理查德·布蘭森(Richard Branson)和阿里安娜·赫芬頓(Arianna Huffington)等知名人士提供發(fā)表思想的平臺(tái),但該公司也為其他不太出名的用戶提供了成為思想領(lǐng)袖的可能性。任何領(lǐng)英用戶都可以將他們的個(gè)人資料切換到“創(chuàng)作者模式”,將默認(rèn)操作改為“關(guān)注”,而不是“連接”,并突出顯示他們的原創(chuàng)內(nèi)容。擁有超過(guò)150名粉絲、新內(nèi)容、在平臺(tái)上有良好信譽(yù)的創(chuàng)作者可以通過(guò)其他方式發(fā)布內(nèi)容,如時(shí)事通訊和實(shí)時(shí)視頻和音頻。

其結(jié)果是,這些人才不拘一格,他們的個(gè)性有時(shí)會(huì)勝過(guò)他們的商業(yè)信譽(yù)。

奧斯汀·貝爾卡克(Austin Belcak)在領(lǐng)英上擁有130多萬(wàn)粉絲,粉絲數(shù)量相當(dāng)于摩根大通首席執(zhí)行官杰米·戴蒙(Jamie Dimon)。他說(shuō)自己“非常反對(duì)忙碌文化”。(據(jù)《紐約時(shí)報(bào)》報(bào)道,忙碌文化是一種表現(xiàn)型工作狂,在領(lǐng)英和WeWork裝飾等地方都有體現(xiàn)。)貝爾卡克之所以出名,是因?yàn)樵?015年被微軟聘為合伙人經(jīng)理之前,他曾被微軟拒絕了五次。寫下這段經(jīng)歷以及他的其他生活經(jīng)歷,比如早餐只吃拉面,使得他在這個(gè)專業(yè)社交平臺(tái)上名聲大噪。

現(xiàn)在,他將自己的領(lǐng)英影響力轉(zhuǎn)化為Cultivated Culture,這家公司向付費(fèi)客戶傳授“在當(dāng)今市場(chǎng)上找到自己喜歡的工作的非常規(guī)策略(無(wú)需人脈、無(wú)需傳統(tǒng)‘經(jīng)驗(yàn)’、無(wú)需在線申請(qǐng))。”他對(duì)包含"最佳面試答案"的內(nèi)容包和"進(jìn)入任何新領(lǐng)域(即使你沒(méi)有任何經(jīng)驗(yàn))"的框架內(nèi)容收取79美元至447美元的費(fèi)用。

擁有英語(yǔ)學(xué)士學(xué)位和工商管理碩士學(xué)位的內(nèi)森·科利爾(Nathan Collier),自2014年以來(lái)一直在為高管們代寫領(lǐng)英內(nèi)容。"由于領(lǐng)英這樣的平臺(tái),如今人們建立聲譽(yù)的方式有所不同。"他說(shuō)。

科利爾在領(lǐng)英上幫助過(guò)的20多位創(chuàng)業(yè)公司高管中,他們幾乎都是令人印象深刻的企業(yè)家。然而,在一個(gè)案例中,科利爾發(fā)現(xiàn)該客戶偽造證書。他說(shuō):"他并不是真的在編故事。這些故事與他在一家公司的真實(shí)經(jīng)歷相似,但他夸大了數(shù)字。對(duì)其中一些人來(lái)說(shuō),很難看透這一點(diǎn),所以一旦我發(fā)現(xiàn)這種情況,我就停止了與他的合作。"

一個(gè)可以打開(kāi)大門的平臺(tái),也可以被人利用

雖然領(lǐng)英有各種系統(tǒng)來(lái)清除虛假賬戶和違反其政策的內(nèi)容,但該公司并未對(duì)合法用戶和網(wǎng)紅所提出的主張的真實(shí)性進(jìn)行事實(shí)核查,因此很難將吹噓與繁榮區(qū)分開(kāi)。相反,該平臺(tái)依賴于將內(nèi)容附加到所謂的職業(yè)身份相關(guān)的同儕壓力,將其作為保持內(nèi)容真實(shí)性的“一個(gè)非常重要的因素”(用卡羅爾的話來(lái)說(shuō))。領(lǐng)英只對(duì)有用戶提交投訴的個(gè)人資料和帖子進(jìn)行調(diào)查。要報(bào)告領(lǐng)英個(gè)人資料中的不準(zhǔn)確信息,用戶必須提出正式投訴,包括解釋不準(zhǔn)確信息并附上數(shù)字簽名。投訴對(duì)象有機(jī)會(huì)進(jìn)行反駁,以核實(shí)內(nèi)容的真實(shí)性,然后領(lǐng)英版主會(huì)做出判斷,或者將其返回原投訴人處進(jìn)行另一輪審核。

當(dāng)被問(wèn)及網(wǎng)紅傳播的未經(jīng)證實(shí)的信息,或冒充網(wǎng)紅的潛在欺詐者和假行家所造成的聲譽(yù)損害風(fēng)險(xiǎn)時(shí),領(lǐng)英的一位發(fā)言人分享了一篇10月份博客文章的鏈接,其中詳細(xì)介紹了該平臺(tái)為解決這些問(wèn)題而實(shí)施的新的驗(yàn)證方式和活動(dòng)傳感器。

也許翻車的例子中最臭名昭著的例子是Gravity Payments前首席執(zhí)行官丹·普萊斯(Dan Price)身上發(fā)生的事情,這位社交媒體現(xiàn)象級(jí)人物把他所謂的對(duì)工人、婦女和少數(shù)族裔的公平待遇變成了領(lǐng)英上的近100萬(wàn)粉絲。一位平臺(tái)發(fā)言人表示,在2021年,領(lǐng)英將他提名為他們夢(mèng)寐以求的頂級(jí)聲音計(jì)劃成員,但后來(lái)又撤銷了這一徽章。今年早些時(shí)候,《紐約時(shí)報(bào)》發(fā)表了一篇關(guān)于普萊斯的領(lǐng)導(dǎo)力調(diào)查,報(bào)道稱他利用自己的影響力脅迫女性,為糟糕的領(lǐng)導(dǎo)力辯護(hù),并掩蓋虐待行為。雖然普萊斯在被指控性行為不端后辭職,但他在領(lǐng)英上仍然相當(dāng)活躍。11月30日,他為埃隆·馬斯克(Elon Musk)辯護(hù)的帖子獲得了超過(guò)1萬(wàn)個(gè)贊。普萊斯沒(méi)有回應(yīng)《財(cái)富》雜志的多次置評(píng)請(qǐng)求。

盡管普萊斯代表的極端是令人不安的,但領(lǐng)英平臺(tái)的粉絲們將其視為一種民主化力量,可以打開(kāi)原本對(duì)他們關(guān)閉的大門。在領(lǐng)英上發(fā)信息或申請(qǐng)工作,你不需要精英學(xué)位或人脈,同樣,這項(xiàng)服務(wù)可以為某人提供改變?nèi)松钠脚_(tái),讓他們展示特殊技能或天賦。

謝尼·莫雷特(Shanee Moret)的情況就是如此。兩年前,這位領(lǐng)英創(chuàng)作者還靠食品券過(guò)活,并通過(guò)自由市場(chǎng)營(yíng)銷工作來(lái)維持生計(jì)。莫雷特每天在領(lǐng)英上發(fā)布多達(dá)五次這樣的言論:“欣賞比我們想象的更有力量。它可以改變某人的一天?;蛘咚梢愿淖兯麄兊纳??!边@幫助她積累了120萬(wàn)粉絲。

莫雷特之所以一躍成為領(lǐng)英名人,不僅是因?yàn)樗诠ぷ魃先〉昧顺晒Γ€因?yàn)樗朴诶米约旱纳罱?jīng)驗(yàn)來(lái)激發(fā)職業(yè)動(dòng)力,并在該平臺(tái)推廣視頻業(yè)務(wù)時(shí)迅速走紅?,F(xiàn)在她說(shuō),作為成長(zhǎng)學(xué)院(Growth Academy)的創(chuàng)始人,她每年能賺七位數(shù)。成長(zhǎng)學(xué)院教付費(fèi)客戶如何管理他們的在線形象。就像她做的那樣。“我無(wú)法相信為什么人們都在關(guān)注我。我真的很震驚?!蹦滋卣f(shuō)。“他們會(huì)說(shuō),‘這是因?yàn)槟惆l(fā)表的言論。’”(財(cái)富中文網(wǎng))

譯者:中慧言-王芳

With its mix of jokes and strange anecdotes, Taylor Offer’s LinkedIn page doesn’t immediately come across as a place to get valuable career advice or deep business insights.

His LinkedIn profile is a journey through his career of “messing around.” During his sophomore year in college, Offer boasts that he “l(fā)earned how to cheat the system” as a stock trade processing analyst, pretending to be busy while he mostly “chilled at [his] desk and listened to music” or noshed chicken nuggets at the Wendy’s next door. As an intern at another company, he gave “a bunch of free swag” to his buddies; the “company definitely took a negative ROI on me,” he notes.

But to the 140,000 followers he has on LinkedIn, Offer is a business guru. Almost every day he shares musings on how to succeed in life and in work, updates about his clothing company, as well as the occasional meme—often racking up millions of views on this content.

Feat Clothing, an e-commerce outfit and Santa Monica retail shop that Offer started around the time he began posting actively on LinkedIn, now has 20 employees and $10 million in annual revenue, he tells Fortune. Celebrities like Aly Raisman, Logan Paul, and the Chainsmokers have donned Feat’s funky socks, and according to Offer, he is recognized and approached “a couple times a day” when he’s in Austin, San Francisco, or Los Angeles.

“Launching a brand like [Feat] is a game of the funnel. It’s like: How many eyeballs can you get anywhere on the internet?” says Offer, who claims to generate an average of $4,000 in Feat sales every time he posts on LinkedIn. Customers who use the code “Linkedinfluencer” can unlock a special deal, his LinkedIn page notes.

As for his unusual descriptions of past jobs, Offer says it’s part of being honest and real. “We were all interns at some point. We all kind of messed around and did nothing,” he says. “I’m lucky to be in a position where I can just have fun with it.”

Offer is among a special breed of internet influencer indigenous to the business-focused social network. TikTok has Charli D’Amelio and her viral dance moves; YouTube has MrBeast and his stunts. On LinkedIn, gregarious entrepreneurs like Offer seek to garner large followings by casting themselves as authorities on the art of making it.

And, just as Instagram, YouTube, and TikTok have cultivated their roster of influencers by providing them with various perks and support, LinkedIn, which is owned by Microsoft and has 850 million members, is pouring money and resources into developing its own crop of homegrown stars.

Around one and a half years ago, the company hired a team of about 60 creator managers who help Offer and others harness opportunity by guiding content, providing coaching and mentorship. It’s part of the company’s $25 million investment into creators—influencers—on the platform. A flagship of the fund is the six-week LinkedIn Creator Accelerator Program, available in the U.S., India, Brazil, and the U.K, which educates handpicked talent on utilizing LinkedIn’s creation tools, life within LinkedIn, and its success stories.

“We had a lot—and when I say ‘a(chǎn) lot,’ I mean a lot—of guidance, a lot of different trainings on how to create content,” says 23-year-old Stephanie Nuesi, describing her experience in the 2021 LinkedIn Creator Accelerator Program. During the training, Nuesi, who has since become a financial analyst at Google, was instructed on how to use LinkedIn tools like newsletters and livestreaming, as well as how to edit videos and slide presentations, and counseled on the dos and don’ts of being an influencer.

As many followers as Jamie Dimon

LinkedIn’s influencer efforts are the latest sign of the booming creator economy, which has minted countless internet stars while boosting user engagement, and advertising revenue, on the platforms that host them. But with its mission to “connect the world’s professionals to make them more productive and successful,” LinkedIn is treading a slightly different path than other social networks where the talent need only entertain users.

“I don’t think it’s any great surprise LinkedIn sees a big opportunity [in creators] right now, especially where some of the other platforms are being seen as stale, or there’s a lot of drama a.k.a. Twitter,” says Scott Cowley, marketing professor and director of the Digital Marketing and E-Commerce Program at Western Michigan University. “There is a tremendous opportunity for LinkedIn to draw more attention to the platform through incentivizing really good content to ultimately serve the purpose of the business model: increase ad revenue.”

Every week on LinkedIn, 52 million users seek jobs, and every minute an average of eight people are hired and 9,000 connect, notes a spokesperson for the platform. “The value proposition is very, very clear, because of the fact that you are putting your content and your expertise out there in front of a professional network,” says Katie Carroll, who oversees communities and editorial for LinkedIn North America.

This content, along with LinkedIn’s job search functions and messaging, has led to “record” engagement on the platform for 16 straight quarters, Carroll says, helping to increase revenue by $768 million—or 26%—in the fourth quarter of 2022 (a highlight for parent Microsoft this earnings season).

While LinkedIn has long offered established moguls like Virgin’s Richard Branson and Arianna Huffington a platform to publish their thoughts, the company has added options for other not-quite-so-famous users to become thought leaders. Any LinkedIn user can switch their profile to “creator mode,” which changes the default action to “follow” rather than “connect” and highlights their original content. Creators with over 150 followers, fresh content, and good standing on the platform can post content via additional means like newsletters and live video and audio.

The result is an eclectic assortment of characters whose personality sometimes outshines their business bona fides.

Austin Belcak, who has over 1.3 million LinkedIn followers—a following about equal to that of JPMorgan Chase CEO Jamie Dimon—says he is “very anti–hustle culture.” (Hustle culture is performative workaholism that has manifested on LinkedIn and places like WeWork decor, per the New York Times.) Belcak’s claim to fame is his purported rejection by Microsoft five times over before the company hired him as a partner manager in 2015. Writing about this and his other life experiences, like surviving on ramen for breakfast, helped him gain fame on the professional networking platform.

Now he’s translated his LinkedIn influence into Cultivated Culture, a company that educates paying customers on “unconventional strategies to land jobs they love in today’s market (without connections, without traditional ‘experience,’ and without applying online.” He charges between $79 to $447 for content packages containing his “best interview answers,” and framework to “break into any new field (even if you have ZERO experience).”

Nathan Collier, who has a bachelor’s in English and an MBA, has been ghostwriting executives’ LinkedIn content since 2014. “People build their reputations in different ways today because of platforms like LinkedIn,” he says.

Nearly all of the 20-plus startup executives that Collier has helped on LinkedIn have been impressive entrepreneurs. In one case, however, Collier realized a client had faked his credentials. “It wasn’t really like he was making up stories. They were similar to his real experience with a company, but he was inflating the numbers,” he says. “It’s hard to see through that with some of these people, so I stopped working with him once I figured out that was happening.”

A platform that can open doors—and be gamed

While LinkedIn has various systems in place to weed out fake accounts and content that violates its policies, the company does not fact-check the veracity of the claims made by legitimate users and influencers, making it difficult to separate puffery from prosperity. Rather, the platform relies on the peer pressure associated with attaching content to a purported professional identity as “a really great factor” (Carroll’s words) to keep content factual. LinkedIn only investigates profiles and posts with a user-submitted complaint. To report inaccurate information on a LinkedIn profile, users have to make a formal complaint, which involves writing an explanation of the inaccurate information along with a digital signature. The subject of the complaint has the opportunity to make a counterstatement to verify their content, and then a LinkedIn moderator makes a judgment call or takes it back to the original complaint for another round of vetting.

Asked about the risk of reputational damage from unverified information spread by influencers, or from potential fraudsters and charlatans posing as influencers, a LinkedIn spokesperson shared a link to an October blog post detailing new verification and activity sensors that the platform has implemented to help combat these issues.

Perhaps the most notorious example of what could go wrong is ex–Gravity Payments CEO Dan Price, a social media phenomenon who turned his purported fair treatment of workers, women, and minorities into nearly 1 million followers on LinkedIn. In 2021 LinkedIn named him to their coveted Top Voices program for this content, but has since revoked the badge, says a platform spokesperson. Earlier this year the New York Times published an investigation on his leadership, reporting that he used his influence to coerce women, justify poor leadership, and cover up abuse. Though Price resigned after accusations of sexual misconduct, he continues to be fairly active on LinkedIn, where his posts, like a Nov. 30 defense of Elon Musk, attract over 10,000 likes. Price did not respond to Fortune’s multiple requests for comment.

While Price represents a disturbing extreme, fans of LinkedIn’s platform see it as a democratizing force that can open doors that would otherwise be closed to them. You don’t need elite degrees or networks to message anyone or apply for any job on LinkedIn, and by the same token, the service can provide a life-changing platform for someone to showcase a special set of skills or talent.

That was the case for Shanee Moret. Two years ago the LinkedIn creator was living off food stamps and working as a freelance marketer to stay afloat. Moret was posting on LinkedIn up to five times a day with sayings like: “Appreciation is more powerful than we think. It can change someone’s day. Or it can change their life,” that helped her accumulate 1.2 million followers.

More than Moret’s success at her job, it was her knack for tapping her life experience for career motivation, and going viral with the platform’s push into video, that catapulted her to LinkedIn celebrity. Now she says she makes seven figures annually as the founder of the Growth Academy, which teaches paying customers how to curate their online presence. Just like she did. “I couldn’t believe why people were watching me. I was actually shocked,” says Moret. “They’re like, ‘It’s what you say.’”

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