While nonprofit associations have to focus on results, it seems that the demands of managing an organization never stop. Your members communicate with each other around the clock, and you feel you have to stay on top of all those conversations in addition to everything else on your list. Can you find time for Twitter, Facebook, and all the rest while still getting your work done? Seasoned association executives and staff are having a challenging time shifting from the industrial age mindset of logic, certainty and confined restraints to the network gestalt of interaction, self-organization, unlimited potential and unpredictability. The secret to success is having a strategy of doing the right things rather than doing things right and embracing a networked mindset. Knowing your goal will help you to channel your energies on what’s most important to your industry, your organization, and your members.
16. 16 Or like this Photo by http://www.flickr.com/photos/adaptivelabs//
17. 17 Nonprofit associations birthed for a Cause Advocacy EducationPromote Industry Growth Photo by http://www.flickr.com/photos/loomstudio/2202200250/sizes/o/
18. 18 2nd Half Of 20th Century Npfts Increase in professional staff Success = staff & budget growth Photo by http://www.flickr.com/photos/tobanblack/3705183552/
19. 19 Our orgs became more complex Increased role of structure & design = more silos, authority, control Photo by http://www.flickr.com/photos/photonquantique/
20. 20 The more COMPLEX we became as nonprofit associations, the more WORK we had to do Photo by http://www.flickr.com/photos/zooboing
31. 31 Networked Nonprofit Thinks Differently Cooperation Many voices on behalf of the org Abundance Mentality Social Capital & Reputation
32. 32 Working Wikily: Finding Balance TRADITIONAL Centralized Firmly Controlled Planned Proprietary 1-Way Communication NETWORKED Decentralized Loosely Controlled Emergent Public 2-Way Communication Where Is Your Nonprofit Association? Monitor Institute: “Working Wikily: How Networks Are Changing Social Life” http://workingwikily.net
36. Find 36 Photo by http://www.flickr.com/photos/margolove/
37. 37 Focus on Core Association’s Mission & Goals Photo by http://www.flickr.com/photos/36291048@N06/3389124067/
38. 38 Analyze Programs & Services Photo by http://www.flickr.com/photos/96914972@N00/403830495/
39. 39 We Can’t Be Open 24-7! Outside judges socialness on openness, authenticity, ability toconnect and share Photo by http://www.flickr.com/photos/thetruthabout/2779411275//
40. 40 Who Should Manage It Everyone And AnyoneDon’t Silo or Department It Photo by http://www.flickr.com/photos/thetruthabout/2779411275//
41. 41 Use New Social Tools Help you do what you’re already doing
42. 42 Use New Social Tools Schedule Meetings meetingwizard.com doodle.com
43. 43 Use New Social Tools Video Conferencing skype.com
53. 53 Social Media Strategy Engage Shift from messaging to conversation starters Act as conduits of conversations
54. 54 Social Media Strategy Engage Act as conduits of conversations
55. 55 Social Media Strategy Engage Let them speak on your association’s behalf
56. 56 Social Media Strategy Engage Twitter, Blog Comments, eCommunities, Facebook
57. 57 Social Media Strategy Share Social Content Move content from behind membership firewalls Make content easy to share Give your content social life Don’t assume your content is thatunique
58. 58 Social Media Strategy Share Social Content Use social media widgets on your website Old website, consider WordPress for your website Identify your influencers andconnect with them
59. 59 Social Media Strategy Share Social Content WordPress or eBlogger Blogs YouTube Flckr Twitter Facebook BlogTalk Radio
64. 2) Identify ways to develop a networked strategy that includes social media and aligns with your organizational mission. 62
65. Contact Information: Jeff Hurt Director, Education & Engagement, Velvet Chainsaw Consulting Phone: 214.941.4330 E-mail: jhurt@velvetchainsaw.com Website: http://velvetchainsaw.com Connecting Great Ideas and Great People
Notes de l'éditeur
In late 19th & 20th century, the solution to increased complexity was to increase role of structure & design. More complex managed systems Silos, crisp specification of roles Lines of authority, communication & control