Читать книгу Digital Government Excellence - Siim Sikkut - Страница 27

I surely utilized my brand, my personal brand, to attract young stars to our teams. We shared our activities and day-to-day SDO life through social media, showcasing everything we did—also on my personal accounts. I do have a lot of followers from our country, but not only from there. I had been one of the early adopters of social media in our community, when Twitter and Facebook were just starting back in the day.

This way people started to know what I was doing and what were the positive changes we were doing. A lot of junior and also some senior directors came through such social media interactions.

The main philosophy in this area was to walk the talk. We wanted to show people that when government said that we want the future to be implemented today, that we in SDO were living it today.

I had gathered some following already before—as I am from Dubai and the business community—and they keep talking to each other closely. They had noticed that there was this lady doing things, had high values, and was brave. This combined with our being very transparent in SDO started to grow our name and to change the perspective of people on how public servants can work different. We made our image to be close to the simple people in the street, aimed at changing the image among young people at schools and universities on the perspective about working in government.

We also got people to join the mission from largest consultancy companies and from Facebook and Google to help us redesign a city experience. Several of the people who joined us were from the Middle East but living in the US or Europe. They got to know us through conferences, liked the mission, and they just sent their CVs to be with us.