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Denver Event - 2013 - Leading on Social Platforms
1. Leading on Social Platforms
Social Media Integrated Strategy, Networks, & Learning
for Foundation Leaders
Beth Kanter, Master Trainer, Author, and Blogger
July 2013, Knight Foundation Workshop
Photo by kla4067
3. • To leave the
room ready to
implement one
idea to improve
your practice
Topics
OUTCOMES
• Interactive
• Co-Learning
•Your organization might be in
the presentation!
FRAMING
Leading on Social Platforms
Introduction
Campfire Stories
Maturity of Practice
Network Mindset
Scaling Social
Strategy and Measurement
Learning
Reflection/Q&A
4. Raise Your Hand If Your Digital Strategy Goal Is ….
Improve relationships
Increase awareness
Increase traffic referral
Increase engagement
Change behavior
Increase dollars
Increase action
8. “Culture of Giving Campaign 2012
used Facebook ads to reach new
audience. In the first week of the
campaign we targeted 190,980
people, reached over 40,000 with a
social reach of 30,049. Each person
saw ad 13.5 times and the ad
received 393 clicks with a click-
through rate of .072%. Fans up to
878. We saw in one week the type
of reach and progress we could
make.” - Gretchen Minekime
Community Foundation Serving Boulder County
9. The Piton Foundation
“We used Facebook as part of a statewide public information campaign around
the Earned Income Tax Credit that targets low- to moderate-income working
families. We saw a lot of engagement on our page with regards to asking us
questions about eligibility and where to get taxes filed for free. We were happy to
see that people used our page as a resource and asked us questions via wall posts
and direct messages.” - Melissa Viola
10. North Texas Giving Day
“North Texas Giving Day has relied on
social media to build awareness. We
raised $14.4 million in 17 hours from
37,800 donations + $1 million in
matching and prizes. A lot of the buzz
was built through social media. In
2011, we also used social media for
crisis management given that our
servers were down and we could only
communicate via Facebook.” - Carol
Goglia
11. If you can’t fly then run, if you can’t
run then walk, if you can’t walk then
crawl, but whatever you do you have
to keep moving forward.”
Maturity of Practice
12. CRAWL WALK RUN FLY
Where is your organization?
Linking Social with
Results and
Networks
Pilot: Focus one
program or channel
with measurement
Incremental Capacity
Ladder of
Engagement
Content Strategy
Best Practices
Measurement and
learning in all above
Communications
Strategy
Development
Culture Change
Network Building
Many Free Agents work for
you
Multi-Channel Engagement,
Content, and Measurement
Reflection and Continuous
Improvement
13. What’s Your Maturity of Practice?
Where is your organization now? What does that look
like? What do you need to get to the next level?
CRAWL Walk RUN FLY
14. Maturity of Practice: Crawl-Walk-Run-Fly
Categories Practices
CULTURE Networked Mindset
Institutional Support
CAPACITY Staffing
Strategy
MEASUREMENT Analysis
Tools
Adjustment
LISTENING Brand Monitoring
Influencer Research
ENGAGEMENT Ladder of Engagement
CONTENT Integration/Optimization
NETWORK Influencer Engagement
Relationship Mapping
1 2 3 4
16. Networked Mindset: A Leadership Style
• Leadership through active social participation
• Listening and cultivating organizational and
professional networks to achieve the impact
• Sharing control of decision-making
• Communicating through a network model,
rather than a broadcast model
• Openness, transparency, decentralized decision-
making, and collective action.
• Being Data Informed, learning from failure
17. Networked Mindset
“Our organization functions with a networked
mindset, not necessarily with utilizing the nuts and
bolts tools of social media, but of community
networks (sharing thought processes and
information and collaborating with other local
organizations, government bodies, school districts,
etc.)” - Annmarie McLaughlin
“We are at a FLY level offline, but probably CRAWL
online.” - Carol Goglia
26. The Social CEO: Being Human
Open and accessible to the world and
building relationships
Making interests, hobbies, passions visible
creates authenticity
32. Discussion Questions …..
• What does your leadership spend time doing as now that
could be better done via social?
• How could social improve what they already know and value?
• What are their communication strengths and preferences?
• What other foundation CEOs are using social that you respect,
feel inspired by?
33. SCALING YOUR
SOCIALSOCIAL
All staff will
connect with our
community via
social!
Social integrated
across departments
or job functions
Yes! CEO is on
social and likes
it!
34. This social media stuff is
#$_)*) I have work to do!
Yes! Can finally tweet about
our programs from my
personal acount!
STAFF USE SOCIAL IN SERVICE OF STRATEGY
40. • 3 person staff
• Social media
responsibilities in all three
job descriptions
• Each person 2-4 hours
per week
• Weekly 20 minute
meeting to coordinate
• Three initiatives to
support SMART
objectives
• Weekly video w/Flip
• Blogger outreach
• Facebook
Hybrid Model Adapted to Small Nonprofit
41. Share Pair: What’s needed to scale social in your
organization/foundation?
43. CWRF - STRATEGY
CRAWL WALK RUN FLY
Consideration of
communications strategy
with SMART objectives
and audiences and
strategies for branding
and web presence. Social
Media is not fully aligned.
Strategic plan with SMART
objectives and audiences
for branding and web
presence, include strategy
points to align social
media for one or two
social media channels.
Strategic plan with
SMART objectives and
audience definition.
Includes integrated
content, engagement
strategy, and formal
champions/influencer
program and working
with aligned partners.
Uses more than two
social media channels.
Strategic plan with SMART
objectives and audience
definition. Includes
integrated content,
engagement strategy, and
formal
champions/influencer
program and working with
aligned partners. Uses
more than three social
media channels. Formal
process for testing and
adopting social media
channels.
“We would like to improve how we integrate social
media into overall communications work.” – Survey
participant .
44. • What keeps them up at night?
• What are they currently
seeking?
• Where do they go for
information?
• What influences their
decisions?
• What’s important to them?
• What makes them act?
KNOW YOUR AUDIENCE
“It's not a hugely effective way to reach much
of our audience but is hot with others.”
45. • Reach, Engagement, Action, Do
llars
Results
1. How many?
2. By when?
3. Measure with metrics
SMARTer Social Media OBJECTIVES
46. PEOPLE: Artists and people in their community
OBJECTIVES:
Increase engagement by 2 comments per post by FY 2013
Content analysis of conversations: Does it make the
organization more accessible?
Increase enrollment in classes and attendance at events by
5% by FY 2013
10% students /attenders say they heard about us through
Facebook
STRATEGY
Show the human face of artists, remove the mystique, get
audience to share their favorites, connect with other
organizations.
TOOLS
Focused on one social channel (Facebook) to use best
practices and align engagement/content with other channels
which includes flyers, emails, and web site.
Example
47. Crawl Walk Run Fly
Lacks consistent data
collection
Data collection
consistent but not
shared
Data from multiple
sources
Org Wide KPIs
No reporting or
synthesis
Data not linked to
results, could be wrong
data
System and structure for
data collection
Organizational
Dashboard with
different views, sharing
Decisions based on gut Rarely makes decisions
to improve
Discussed at staff
meetings, decisions
made using it
Data visualization, real-
time reporting, formal
reflection process
CWRF: Becoming Data Informed: What Does It look like?
Analysis
Tools
Sense-Making
54. How To Become Data-Informed
• Integrated strategy
• Pick the right success
metrics
• Identify small pilots,
place little bets, learn,
pivot, and iterate
55. Goals KPI Tools
Increase traffic 50% increase in monthly
unique visitors
Google Analytics
Increase subscribers 30% increase in monthly
average subscribers
Feedburner
Increase engagement 50% increase in total comments
per month
Website
Small Pilots for Learning: Blog
56.
57.
58.
59. KPI: 50% increase
in referral traffic
KPI: 30% increase in blog
subscribers
KPI: 50% increase
engagement
60. Discussion Questions …..
• Where is your organization in terms of social media
strategy? Measurement practice?
• What do you need to move forward?
67. Cultivate Self-Awareness: The Failure Bow
1. Raise hands in the air and bow
2. Grin like a submissive dog
3. Say Thank You I’ve Failed
4. Move on and learn
69. Summary
• Success happens by taking the right incremental step to
get to the next level, but keep moving forward
• Use social media a strategy leverage organizational
AND personal networks
• Scale your organization’s social culture with a living
social media policy
• Allow staff to leverage their personal passion in service
if your strategy
• Strategy with the right success metric
• Place little bets, but learn from failure and pivot
70. Think and Write: What is your take away – one
thing that you can put into practice?
72. Ready, Set, Learn Campaign
“Outreach to community in general to help them understand the
importance of the early years for brain development.” - Josie Heath
Culture of Giving Campaign 2012 used Facebook ads to reach new audience. In the first week of the campaign we targeted 190,980 people, reached over 40,000 with a social reach of 30,049. Each person saw ad 13.5 times and the ad received 393 clicks with a click-through rate of .072%. Fans up to 878. We saw in one week the type of reach and progress we could make.
The Piton Foundation executes a statewide public information campaign around the Earned Income Tax Credit that targets low- to moderate-income working families, and we utilized Facebook last tax season for the first time. We saw a lot of engagement on our page with regards to asking us questions about eligibility and where to get taxes filed for free. We were happy to see that people used our page as a resource and asked us questions via wall posts and direct messages.
If you can’t fly then run, if you can’t run then walk, if you can’t walk then crawl, but whatever you do you have to keep moving forward.”
The maturing of practice framework includes looking at 7 best practice areas for networked approaches and social media – and some specific indicators – and looking at what they look at the different maturity levels. If you remember the application form, it asked you questions and that’s how I came up with the scoring system. If you were “crawl” you got 1, Walk 2, Run 3, and Fly 4 – and then I average the scores for the group. I also could come up with a score for your organization overall.So, if you got a 1.5, it means that you are on your way to walking.https://docs.google.com/spreadsheet/ccc?key=0AtsV5h84LWk0dFhENWFXVzBwZ2lWOGlzazZSek5Iemc#gid=1
To work with a network mindset means embracing an emerging leadership style that is characterized by greater openness, transparency, decentralized decision-making, and collective action. It means operating with an awareness of the networks you are embedded in, and listening to and cultivating these networks to achieve the impact you care about. It means exercising leadership through active participation. It means sharing by default. It means communicating through a network model, rather than a broadcast model—finding where the conversations are happening and taking part.Individuals leading with a network mindset are prioritizing activities that are often associated with facilitative or collaborative leadership. They’re seeking opportunities to distribute, rather than centralize, responsibility and authority. They’re convening diverse stakeholders, reaching out and engaging new participants in dialogues and projects, and generating coordination, cooperation and collaboration. They’re also working with an attentiveness to the nature of networks by creating and protecting spaces that build social capital (connectedness, trust, reciprocity), by brokering connections, especially across difference and nurturing self-organization, and by genuinely participating in networks and thereby leading by doing.More concretely, leading with a network mindset might, for a funder, mean:Developing an ecosystem awareness by mapping funding flows or relationships in order to better understand an issue area.Openly asking important questions, like the Packard Foundation did when they hosted their public Nitrogen Wiki for generating input to a new program strategy.Hosting town halls for listening to stakeholders—online and in-person—like Marguerite Casey Foundation has been doing with its Equal Voice campaign.Making and strengthening connections among other funders and stakeholders in an issue area.Pooling funds like the Hewlett, Packard, and McKnight Foundations have done to launch ClimateWorks.Listening to and participating in the blogosphere and Twitter stream related to an issue area, like program staff at the Robert Wood Johnson Foundation are working to do as part of their Web 2.0 Philanthropy initiative.
Let me tell you the story of one community foundation – going from crawling to walking ….This their new web site – they were not always out there connectingThey were not presence on social networksThere was resistance, particularly to the idea that all staff should be using the toolsFirst steps:Part of their strategy, they benchmarked all the nonprofit FB pages in their county – found that 80% were there- average 200 fans. This group was a key group they needed to reach and were missing out. If they could develop further develop their integrated content strategy and include FB with content for their audience they could expand their reach and also connect.
http://measure-netnon.wikispaces.com/file/view/CFSCC_SocialMediaPolicy_08%2017%2011.pdfThey needed a policy – so they could get everyone on staff to participate – first to make the work flow efficient – and to leverage networks and get out of the silo of communications department.This was easy … -Road shows with department-Addressing concerns – like privacy – Chuckie Cheese story – privacy workshops …
They focused on developing a robust engagement and content strategy – that was integrated with other channels, all to support objectives in communications strategy and outcomes – and used measurement. They started with one channel – FB …
With content/engagement strategy and social media policy, now more staff are participating both online/offline – bridging the two. Out there connecting in the community and on FB.
Let’s look at some of the first steps of this change …The first step is to understand, feed, and tune your networksNetworks consist of people and organizationsYou have your professional network – and your organization has a network – there are connected.
But, it isn’t just a spectator sport, it’s a contact sport – you have to be presence and engage ..This is the hard part … especially for CEOs of a certain age – this shift ..
As the leader and voice for your nonprofit organization, should you as the CEO or executive director use social media as part of your organizational or personal leadership tool set? Certainly, your marketing communications staff has talked about the benefits of effective social media integration that personalizes your organization’s brand with the voice of its leader – you. But getting into the habit of regular tweeting, Facebooking, or experimenting with new tools like Instagram is another story.It’s not that you don’t think it is a good idea. But you are probably, like most who work in the social change sector, incredibly busy. Maybe you are muttering to yourself ”Who can find the time to do social media?” It isn’t a matter of finding the time, it is a matter of making the time and starting with some steps. Have a conversation with your social media team and ask these questions:What do you spend time doing now that you could do better via social?What other executive directors in your field that you respect, follow or and feel inspired by are using social creatively?What are your strengths and preferences and what is the best match in terms of social channels?How will social improve things you already KNOW and value?The executive director for the ACLU-NJ, UdiOfer, had that exact conversation with his staff when he was started last February and set up a Twitter account @UdiACLU and started using Instagramand YouTube to answer questions about marriage equality, DOMA, police misconduct, and other issues on the organization’s docket. While the communications department has suggested the idea, he was on board from the start. He does his own all of his own tweeting and as his communications staff reports, “enthusiastically at that!”Udi was not on Twitter before he started tweeting for his organization and was a Twitter novice, but he was opened to sitting down with his communications staff for a half hour tutorial where they showed him the basics of using Twitter and how to do it from his mobile phone. What did the trick was a “How To Tweet” cheat sheet that not only included the simple mechanics, but also sample tweets from other ACLU leaders around the country, subtle form of peer pressure. Says Eliza Stram, ACLU-NJ Communications Associate, “I was able to make the sometimes intimidating prospect of tweeting approachable and very doable. In other words, if your peer at another ACLU Affiliate can do it, then so can you!”Stram also says that her new boss was very open and enthusiastic in trying out this new way of communication with reporters, civil liberties activists, and their supporters. Says Stram, “Without that openness, I don’t believe he would be having nearly as much fun with Twitter as he is now.”By using twitter, the ACLU-NJ’s is not just sharing what ate for breakfast, Udi provides quotes on his organization’s most important cases and issues to reporters, in addition to their traditional press release or emailed statement. He is also publicly debating civil liberties issues with reporters, lawyers and followers. As Eliza notes, “Something that would have been impossible to do unless you were sitting with him in his office. ” There is the occasional personal tweet, but these serve to make him seem approachable and human.While Udi is the face of the ACLU-NJ in the organization’s “official” communications such as press releases or in newspaper articles or sound bytes on the evening news, Twitter has become the place where he injects warmth into the organization. Says Eliza, “This is accomplished through the “Ask Udi Anything” project, which asked ACLU-NJ’s followers to pose questions about his goals for the organization and even what his favorite karaoke song is! By answering the public’s questions in a video Udi became an accessible, humorous, and more personal face for the ACLU-NJ.”Udi is just one example of nonprofit CEOs and leaders who use Twitter and other social media platforms. Take for exampleRobert Falls who is the artistic director of the Goodman Theater he not only uses his personal Twitter account to highlight the Goodman’s shows, but also to share creative ideas, connect with peers, and discuss the art of theatre.Getting Past the Learning CurveDon’t let the learning curve get in the way of adopting social media as a personal and organizational leadership tool for your organization as Alexandra Samuel advises in this recent post on the WSJ. While learning any new skill or tool will feel daunting when you start, if you can get started with small steps and practice it daily for a short amount of time, like Udi you’ll be a whiz in a matter of weeks. Samuel also offers some ways to approach social media as a personal leadership tool. This include:Create a Leadership Dashboard: Using a tool like Mention or Feedly, you can put together a small list of leadership blogs or publications and set aside 15 minutes a day to read.Stay Focused: Use online visualize tools to mindmap ideasAmplify Your Voice: If you are sharing articles suggested your staff or colleagues “read this,” switch the channel to something like Twitter.Social Media Golf Course: Find a tool or channel that is simply fun and have some play time.If you are a nonprofit CEO, how did you get comfortable with incorporating social media into your personal and organizational leadership tool kit? What support and encouragement did your staff provide? Do you have an “ah ha” moment from social media a leadership tool that convinced you it wasn’t a waste of time?
What does your executive spend time doing now that they could do better via social? Whose work do they respect, follow or and feel inspired by?What are their communication strengths and preferences?How will social improve things they already KNOW they value?
Here’s s
http://www.bethkanter.org/staff-guidelines/
So sharks aren’t really our focus. We work mostly on sustainable seafood and overfishing.But Ray reaaaaaaly loves sharks. This could be a big problem.
on sustainable seafood and overfishing.
http://www.ssireview.org/blog/entry/four_models_for_organizing_digital_work_part_twoHybrid is the most progressive and the most conducive to producing continuous innovation at the pace of digital change. In this model, different business units continue to build their own capacity based on their specific needs, but all digital staffers are connected to and supported by a central and strong digital experience team that directs the whole system toward long-term strategic goals. With this model, the culture of the central digital team is practicing what we’ll call “open leadership”: service oriented, highly collaborative, hyper-connected listeners, who also have the technical and content expertise to be high-value strategists. They take on leadership of high-leverage or high-risk projects themselves, but leave space for others to lead on their own initiatives. This may sound ideal, but in practice it is a more organic model than most institutions are comfortable with. It’s actually unclear whether this model can actually exist if the rest of the institution is highly silo-ized, politicized, and competitive. To be sustainable, support for this new type of collaborative leadership needs to come via a larger change initiative from the top that moves toward looser, more adaptive structures overall.Jason Mogus is the principal strategist at Communicopia, a Webby Award-winning digital consultancy that helps social change organizations adapt to a networked world. Jason has led digital transformation projects for the TckTckTck global climate campaign, The Elders, NRDC, the United Nations Foundation, and the City of Vancouver, and he is the founder of the Web of Change community. Michael Silberman is the global director of Digital Innovation at Greenpeace, where he leads a lab that envisions, tests, and rolls out creative new means of engaging and mobilizing supporters in 42 countries. Silberman is a co-founder of EchoDitto, a digital consultancy that empowers leading organizations to have a greater impact through the creative use of new technologies. Follow Michael on twitter: @silbatron. Christopher Roy is a senior strategist with Communicopia and the founder of Open Directions. He works with social purpose organizations and businesses to create clear strategies and tactical plans that harness the full potential of online engagement for creating change.
This is a very small NGO in the US. The have 3 people on staff. Each staff person is responsible for one area of their social media related to a SMART objective.Increase awareness by producing one FLIP camera video per week and posting on YouTubeIncrease engagement by reaching out to and encouraging bloggers to write about the organization’s programsIncrease engagement and conversation about the organization’s program by posting content and engaging with fans on FacebookThey have a weekly 20 minute meeting to discuss their plans of what they’re going to do and evaluate how they did last week
You also have to understand audience -- I often get questions, what platform should we be using. I don’t know, ask your audience. You need a good understanding of these questions.
The “Crawl, Walk, Run, Fly” Maturity of Social Media practice framework is in Beth’s next book, Measuring the Networked Nonprofit. We used to help us design the program, determine process outcomes, and help us evaluate our progress.Explain modelPhotos: Runhttp://www.flickr.com/photos/clover_1/2647983567/Flyhttp://www.flickr.com/photos/micahtaylor/5018789937/
Bob Filbin from DoSomething is here at this meeting – so if you want more details be sure to talk to him today – and he can tweet more detailsDoSomething has a mission to get 1.5 million teens active on social change campaigns by 2015My talk from TED last year sort of summarized the whole thing. (Its only 5 mins.)Basically, it is a help line for kids by text. Terrific to give them support via a mechanism they prefer. Its private (noboy hears you talking.) Blah blahblah.But what makes this a baller idea? The data! We're going to be using natural language tagging (from the MIT Media Lab) to makr key words in real time--and map out youth issues. We'll finally have real data on every youth issue, every zip code, time of day, etc. This information will change EVERYTHING.
http://www.flickr.com/photos/mkrigsman/3428179614/DoSomething has two data analyst positions on staff .. And they aren’t sitting in the corner playing with their spreadsheetsWhile a big part of their job is to become the stewards of the dashboard, they work with staff – so that making sense of data Is not an adhoc process, but one of continous improvement of the programs. The data analysts work collaboratively with staff to help them apply and understand their data.
This is an example of a recent campaign to help reduce the number of dogs/cats being killed in kill sheltersResearch found that this was happening because many aren’t posting good photos on social networks and the internetThey created an app to recruit “furtographers”
Back in the office, the data scientists were looking at the data in real time to figure out what was driving people to their landing page and getting them to sign up.
The slide (top) our customized dashboard in Google Analytics showing blog only traffic. We can click and dig deeper and look at thing like traffic flow directly to the site and from cross promotion on one or more social media channels.The slide (bottom left) shows our blog page on our website, where we can track views (not a reliable count as we cannot omit views by us or other staff) and comments.The slide (bottom right) shows subscription traffic through Feedburner.
These are two of the customized Excel spreadsheets behind our dashboard where data is collected and tracked on a deeper level.
Additional Excel spreadsheets where activity around individual blog posts are recorded.
A split screen view of our two page dashboard report that measures activity towards our goals and our observations, takeaways and So What? discussions.
What does your executive spend time doing now that they could do better via social? Whose work do they respect, follow or and feel inspired by?What are their communication strengths and preferences?How will social improve things they already KNOW they value?
http://www.flickr.com/photos/johnloo/4876114194/sizes/o/We get the finger …. Not “THE” finger .. But
The fickle finger of failureSome people point fingers and blame othersOthers are quiet and guess what they are thinking? Let’s go inside that guy’s head … http://www.flickr.com/photos/urthstripe/85094162/sizes/z/
Understand your type, change your stripes, cultivate self-awareness, cultivate political awareness, embrace new habits, influence others
http://www.flickr.com/photos/ruminatrix/2734602916/sizes/o/in/photostream/Funerals in Ghana are an event - up there with weddings in terms of planning, cost, and level of celebration. They can take months, even up to a year, to plan and save for. Obituaries are made into color posters and put up around town. There is music, drumming, dancing and singing as they parade through town. These processions, which occur on Friday afternoons, kick off the 3-day affairs.Momsrising also understands that learning leads to success.Fail: Some experiments bomb. Momrising staff gives themselves permission to kill each other’s projects or tactical ideas that were brilliant at the time but simply don’t work. They do this with humor to remove the failure stigma and call it a “Joyful Funeral” Before they bury the body, they reflect on why it didn’t work. Any staff person can call a Joyful Funeral on anyone else’s idea.Incremental Success Is Not A Failure: They do a lot of experiments and set realistic expectations for success. Many times victories happen in baby steps. They know from experience that many of their campaigns that incorporate social media lead to incremental successes, small wins or small improvements.Soaring Success: Some experiments, actions, or issues will see dramatic results – beyond the organization’s wildest dreams. For example, an interactive educational video ended up garnering over 12 million views and hundreds of comments and lead to thousands of new members signing up or taking action. Kristen says, “That type of success does not happen every day, but we need to try for that kind of success every day. We can only do it if we kill things that don’t work.” They also analyze game changing successes to make sure it can be replicated or wasn’t an accident