CRAWL WALK RUN FLYMaturity of Practice: Where is Your Organization?Linking Social withResults andNetworksPilot: Focus oneprogram or channelwith measurementIncremental CapacityLadder ofEngagementContent StrategyBest PracticesMeasurement andlearning in all aboveMarketing StrategyDevelopmentCulture ChangeNetwork BuildingMany champions and freeagents work for youMulti-Channel Engagement,Content, and MeasurementReflection and ContinuousImprovement
Share Pair: Where is your organization?Where is your organization now? What does that looklike? What do you need to get to the next level?
Maturity of Practice: Crawl-Walk-Run-FlyCategories Practices AverageCULTURE Networked Mindset 2.0Institutional Support 1.8CAPACITY Staffing 1.3Strategy 1.4MEASUREMENT Analysis 1.0Tools 1.5Adjustment 1.7LISTENING Brand Monitoring 1.3Influencer Research 1.8ENGAGEMENT Ladder of Engagement 1.6CONTENT Integration/Optimization 1.1NETWORK Influencer Engagement 1.8Relationship Mapping 1.21 2 3 40% 20% 40% 60% 80%CrawlWalkRunFlyMaster Class Survey: Average All Indicators
A Network Mindset: A Leadership Style• Openness, transparency, decentralized decision-making, andcollective action.• Listening and cultivating organizational and professionalnetworks to achieve the impact• Leadership through active participation.• Social Media Policy living document• Sharing control of decision-making• Communicating through a network model, rather than abroadcast model• Data-Informed
Maturity of Practice: Networked MindsetCRAWL WALK RUN FLYUnderstanding ofnetworks that areconnected toorganizationListening to andcultivatingrelationships withnetworks based onmapping networks.Comfort level withgreater organizationalopenness andtransparency.Leadership is usingsocial networks andcomfortable withshowing personality.Leadership iscomfortable usingdecentralized decision-making and collectiveaction with networks.Considers people insideand outside of theorganizations as assetsin strategy.0% 10% 20% 30% 40% 50%CRAWLWALKRUNFLYCULTURE: Networked Mindset 2.0“Our senior leaders use blogs, butmore to share interesting vignettesrather than as an attempt attransparency..”
One Tweet by Artistic Director = 1,000 by StaffOpen and accessible to theworld and buildingrelationshipsMakinginterests, hobbies, passionsvisible creates authenticity
One Tweet by Artistic Director = 1,000 by Staff
One Tweet by Artistic Director = 1,000 by Staff
The Networked CEO or Artistic LeaderWhat do they spend timedoing that they could dobetter via social ?Whose work do theyrespect or feel inspired by?How will social improvethings they know alreadyand value?http://www.bethkanter.org/nonprofit-ceo-leaders/
Maturity of Practice: CWRF – Institutional SupportCRAWL WALK RUN FLYSocial media policyis drafted andgaining supportthrough “roadshows” withdepartmentsSocial media policyhas been discussedand approved byleadership.Social media staffposition includesfacilitating trainingother staff to usesocial networks.All staff use socialmedia effectively tosupport organizationobjectives.1.80% 10% 20% 30% 40% 50% 60%CRAWLWALKRUNFLYCULTURE: Social Media Policy“Social media is somewhat overlooked asan effective channel for engagement.Although our office has policies inplace, there are many who dontimplement them.”
Best Practice: Write Down the Rules – Social Media Policyhttp://www.bethkanter.org/category/organizational-culture/
Social Media Policy – All Staff Participatehttp://www.bethkanter.org/staff-guidelines/
@rdearborn works for UpWell and sheLOVES sharks.Leverage Staff Personal Passion In Service of Mission
Share Pair: What are some institutional cultureissues you need to address? How will you addressthem?
Maturity of Practice: CWRF -CapacityCRAWL WALK RUN FLY5 hours or less per weekof staff time is invested5-19 hours per week ofstaff time is invested inone position. Other staffor intentions implementsocial media.20-29 hours per weekof staff time in adedicated socialmedia position. Otherstaff or interns orinfluencers implementsocial media strategy.30-40 hours of staff time isinvested in a dedicatedsocial media position withsupport staff. Other staffor interns or influencersimplement social media.1.30% 20% 40% 60% 80%CRAWLWALKRUNFLYCAPACITY: Staffing“Its really only me(from three regularstaff members).”
Free• Intern• Volunteer• BoardMembersIntegrated• Spreadtasks acrossstaff jobsStaff• Part-TimeStaff• Full-TimeHow Can You Make The Time?• What can you stop doing to make room for social media?• How can you increase the amount of organizational time allocatedto social media?
TasksSocial Media OverviewAccountCreation/CustomizationSocial Media ResearchTemplate CreationBlog MonitoringBlog DraftsVideoPost Facebook ContentAnswer comments onFacebookCollect measurement dataUsing Interns Strategically
Small Nonprofits: Recruit Skills-Based Volunteers
• 3 person staff• Social mediaresponsibilities in all threejob descriptions• Each person 2-4 hoursper week• Weekly 20 minutemeeting to coordinate• Three initiatives tosupport SMARTobjectives• Weekly video w/Flip• Blogger outreach• FacebookHybrid Model Adapted to Small Theatre
Share Pair: How can you make more time for socialmedia and digital? How to increase capacity?What other tasks can you stop doing?
CWRF - STRATEGYCRAWL WALK RUN FLYConsideration ofcommunications strategywith SMART objectivesand audiences andstrategies for brandingand web presence. SocialMedia is not fully aligned.Strategic plan with SMARTobjectives and audiencesfor branding and webpresence, include strategypoints to align socialmedia for one or twosocial media channels.Strategic plan withSMART objectives andaudience definition.Includes integratedcontent, engagementstrategy, and formalchampions/influencerprogram and workingwith aligned partners.Uses more than twosocial media channels.Strategic plan with SMARTobjectives and audiencedefinition. Includesintegrated content,engagement strategy, andformalchampions/influencerprogram and working withaligned partners. Usesmore than three socialmedia channels. Formalprocess for testing andadopting social mediachannels.1.40% 20% 40% 60%CRAWLWALKRUNFLYCAPACITY: Strategy“Social media aligns withour branding.” .
• 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?POST: KNOW YOUR AUDIENCE
POST: ASK YOUR AUDIENCEDemographics of Social Media Users:http://www.pewinternet.org/Reports/2013/Social-media-users.aspxArts Organization Studyhttp://pewinternet.org/~/media/Files/Reports/2013/PIP_ArtsandTechnology_PDF.pdfLive Analytics Report – Ticket Masterhttp://www.musicalamerica.com/specialreports/SOCIAL-MEDIA.pdf
• Reach/Research, Engagement, Action, DollarsResults1. How many?2. By when?3. MeasurePOST: SMART OBJECTIVES - RESULTS
PEOPLE: Artists and people in their communityOBJECTIVES:Increase engagement by 2 comments per post by FY 2013Content analysis of conversations: Does it make theorganization more accessible?Increase enrollment in classes and attendance at events by5% by FY 201310% students /attenders say they heard about us throughFacebookSTRATEGYShow the human face of artists, remove the mystique, getaudience to share their favorites, connect with otherorganizations.TOOLSFocused on one social channel (Facebook) to use bestpractices and align engagement/content with other channelswhich includes flyers, emails, and web site.POST APPLIED: SMALL ARTS NONPROFIT
SMARTER SOCIAL MEDIA: CREATE A POSTERCreate A PosterSMARTOBJECTIVETARGETAUDIENCES
Maturity of Practice: CWRF – ContentCRAWL WALK RUN FLYShares content thatmay be relevant toaudience, but notconsistently and notmeasuringUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently –aligns with programand advocacycalendarsUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistentlyand measuresperformanceUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently,measuresperformance, and usesdata to plan content1.60% 20% 40% 60%CRAWLWALKRUNFLYCONTENT STRATEGY“An editorial calendar is created eachyear to identify events, programs andinstitutional priorities and ensure thatthey are reflected on social media in atimely manner.”
ObjectiveAudienceContent StrategyLinking Your Content Strategy To SMART ObjectivesListening andEngagement
HighlightsReviewsStoriesCase StudiesBreaking NewsPolicy NewsDataReportsTipsTutorialsListsResourcesFeatures News How ToHow To Think About ContentIdea PiecesInterviewsOpinionAnalysisIdeasReal TimePlannedOriginalCurated
Editorial Calendar ExampleJanuary 2013United Ways of California www.unitedwaysCA.org 46Include hashtags (#) and URL resources for staff to do some research on topics
Social Content Optimization• Focus on publishing high-quality, engaging, relevantcontent• Timing and Frequency• Post questions• Use images/visuals, but varytype of content and test• Clear to call to action• Follow your analytics
Date Hook Web Email Facebook Twitter Blog12345671. Volunteer?2. Brainstorm an editorialcalendar for one week.3. Use template, stickynotes, and poster paperPhoto Source: Beth KanterFriending the Finish Line Peer Group
It’s A Process: Ideas, Organize, Create, Measure• Allocate staff meetingtime• Regular contentbrainstorm meetings• Next steps at meeting• Have your metrics inhand
Result Metrics Analysis QuestionConsumption ViewsReachFollowersDoes your audience care about the topics yourcontent covers? Are they consuming yourcontent?Engagement Re-tweetsSharesCommentsDoes your content mean enough to youraudience for them to share it or engage with it?Action ReferralsSign UpsPhone CallsDoes your content help you achieve your goals?Revenue DollarsDonorsVolunteersDoes your content help you raise money, recruitvolunteers or save time?Measuring Your Content
You Don’t Have To Measure All Right Awayhttp://bit.ly/npspreadsheet
Use Data To Make Better DecisionsLook for patterns
Maturity of Practice: CWRF - ListeningCRAWL WALK RUN FLYObserving conversations andreceiving Google Alerts, butnot doing analysisTracking keywords,influencers, or conversationsusing free tools, but doesnot have a formalorganizational process forsynthesis and reporting.Tracking keywords,influencers, andconversations using freetools and weekly/monthlyreporting and synthesis.Tracking keywords,influencers, andconversations using free andpaid tools andweekly/monthly reportingand synthesis. Capacity touse “real-time” informationto respond. Uses both tomake decisions, avoid socialmedia crisis beforeescalating.1.30% 20% 40% 60% 80% 100%CRAWLWALKRUNFLYBRAND MONITORING
California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the namesof that seasons directors andproductions.
Share Pair: How can brand monitoring supportyour art organization’s strategy? What key wordsdo you need to monitor?
Maturity of Practice: CWRF - EngagementCRAWL WALK RUN FLYNot using Informal description ofdifferent levels ofengagement on differentplatforms or acrossplatforms, but doesn’talign with strategy ormeasurement.Formal description ofdifferent levels ofengagement based onsurvey or qualitativeresearch. Aligns withstrategy, but does notmeasurement process forall steps.Formal description ofdifferent levels ofengagement based onsurvey or qualitativeresearch. Aligns withstrategy and collects dataand reports organized byengagement andconversion levels.1.10% 20% 40% 60% 80% 100%CRAWLWALKRUNFLYLADDER OF ENGAGEMENT