What are people saying about you, charity comms conference
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You can't have control over what people say about you online, but you need to listen - and plan how to respond. This presentation will give you the theory into how to plan listening, as well as the tools to help you monitor your online reputation.
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What are people saying about you, charity comms conference
- 1. Vikki Chowney Editor Reputation Online Jonathan Waddingham Product Manager JustGiving
- 2. Listening to what people are saying about you online is vital for engagement and for protecting your reputation. But with constant real-time interactions happening across a plethora of channels, where do you start? This session will show you some manageable, cost- effective ways to listen and respond to what people are saying about you online.
- 3. Listening is always step 1 when it comes to putting a plan into action.
- 4. Listening, monitoring, and reporting are obligatory cogs in the social media machine. Gathering intelligence to inspire meaningful and actionable social programs is, on the other hand, priceless. Brian Solis, 2010 in VentureBeat
- 5. While many organisations monitor conversations related to keywords or respond simply to those who invite participation, the real potential of social media runs far deeper. This is the chance to leapfrog conversations by learning what it takes to lead them and then embodying the position you wish to gain.
- 9. The solution? Maybe they’re unsure of what they should or shouldn’t say? Create guidelines and educate.
- 10. 2. Those who disagree with what you’re doing.
- 11. The solution? Maybe they don’t know the full story? Create an online hub of information.
- 12. 3. Those who misunderstand what you’re doing.
- 13. The solution? Maybe you’re not communicating properly? Reach out to them publicly.
- 14. No matter what, it’s important to address any negative response, but also remember that you can’t change everything.
- 16. 1. One person/team should monitor what the outside world is saying 2. Another person/team should get news out via the quickest channels available 3. Clearing what you want to say publicly with the lawyers/internally is always more time-consuming than the comms team thinks it should be – so get the teams physically close to each other to speed things up 4. A news vacuum in a crisis will be filled with unsubstantiated speculation – which you want to avoid (see steps 1 – 3).
- 18. Forrester’s “hub and spoke” model for social media management bears an uncanny resemblance to a textbook crisis comms team – with people from customer service, PR, corporate comms, legal, HR, marketing and operations all represented.
- 19. 1. Do you have a blog template and subdomain ready to add on to your own site – with a very accessible CMS ready for real-time updates where people are most likely to look? 2. Do you own your own social media channels and have all those logins to hand, so that the crisis team can instantly commandeer all the channels available to decide which are the best to use? 3. Do you know how to stop all other commercial, especially social media, communications? 4. Do you have people in the core team who can use social media effectively? Chris Reed, Managing Partner, Brew
- 22. Google alerts Your Toolkit Backtype alerts Tweetscan Technorati search Delicious search Flickr search
- 41. 1. Set up your listening toolkit 2. Make sure you have time to listen 3. Make sure you have time to respond 4. Take a deep breath before responding to criticism, be thick skinned 5. Welcome constructive criticism and be open 6. Be friendly and authentic when you reply 7. Measure the effectiveness of your comms
- 42. Jonathan Waddingham Vikki Chowney jonathan@justgiving.com vikki.chowney@centaur.co.uk @jon_bedford @vikkichowney http://blog.justgiving.com http://vikkichowney.com slideshare.net/jwaddingham http://reputationonline.co.uk/
Notes de l'éditeur
- While Twitter never was (and never will be) “the answer” in a crisis, social media channels are too important to be left solely for marketing or advertising. Not when they will help define how an organization is seen to react when something goes wrong.
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