Leading on Social Platforms

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Leading on Social Platforms

  1.   Leading  on  Social  Pla.orms   Social  Media  Integrated  Strategy,  Networks,  &  Learning   for  Founda>on  Leaders   Beth  Kanter,  Master  Trainer,  Author,  and  Blogger   July  2014,    Knight  Founda>on  Workshop   Photo  by    Michael  Flick  
  2. Beth  Kanter:    Master  Trainer,  Author,    and  Blogger   @kanter   h*p://bethkanter.wikispaces.com/knight-­‐nj  
  3. h*p://teamcoco.com/video/linkedin-­‐11-­‐07-­‐2013  
  4. Beth   236,861   Conan   147,345  
  5. Raise  Your  Hand  If  Your  Digital  Strategy  Goal  Is  ….         q  Improve  rela>onships   q  Increase  awareness   q  Increase  traffic  referral   q  Increase  engagement   q  Change  behavior   q  Increase  dollars   q  Increase  ac>on  
  6. What’s  your  personal  experience  with  social  media?   •  Oversee  social   media  strategy   •  Implement  social   media  strategy       •  Both  
  7. What  social  media  pla.orms  do  you  or   other  staff  use  as  a  “personal  brand”  in   service  of  your  organiza>on’s  strategy?    
  8. What  is  your  burning  ques>on?    
  9. •  To leave the room ready to implement one idea to improve your practice Agenda OUTCOMES •   InteracFve   •   Co-­‐Learning   • Your  organizaFon  might  be  in   the  presentaFon!   FRAMING Leading  on  Social  Pla.orms   IntroducFon   Campfire  Stories   Maturity  of  PracFce   Strategy  and  Measurement     Break     Networked  Thought   Leadership:  Blending   OrganizaFonal  and  Personal   Brands     PracFcum     ReflecFon/Q&A       h*p://bethkanter.wikispaces.com/knight-­‐portland  
  10. Campfire  Stories  
  11. Oregon  Humani>es:  Organiza>onal  Strategy   “We  are  currently  using  social   media  to  communicate  a  shi3  in  our   organiza5onal  values  and  priori5es.   Though  the  metrics  are  ever-­‐ changing  (par5cularly  with   Facebook),  we've  seen  a  growth  of   interest  in  our  work  by  new   audiences  who  share  our  values.  “     Kathleen  Holt  
  12. Meyer  Memorial  Trust:  Rela>onship  Building   “For  a  local,  narrowly  focused  iniFaFve  like   ours,  Twi*er  has  enabled  us  to  connect  with   other  river-­‐focused  funders  and  iniFaFves   around  the  naFon  and  even  in  other   countries.  There  is  not  another  tool  I  know   of  that  allows  us  to  parFcipate  in  such  a   broad,  global  network  with  such  minimal   demands  on  staff  Fme.”       CrisFna  Watson  
  13. M.J.  Murdock  Charitable  Trust:  Lifle  Bets     “We  recently  started  an   Instragram  pilot.    Our  ED   shared  that  some  of  our   cons5tuents  no5ced  we  tagged   them  in  pictures  and  found  it   compelling  enough  to  really   start  to  u5lize  Instagram  in  a   produc5ve  manner.”     –  Jennifer  Larson-­‐Cody  
  14. Seafle  Founda>on:  All  Staff  Use  Social   “GiveBIG,  our  day  of  giving,   is  fueled  by  social  media,   trending  top  on  TwiLer   locally  on  the  day.  “     Mary  Grace  Roske    
  15. Nike  Global  Community  Impact:  Ladder  of  Engagement  
  16. Networked  Nonprofits   Simple,  agile,  and   transparent   organiza>ons  and   leaders.         They  are  experts  at   using  networks,  data,   and  learning   strategically  to  make   the  world  a  befer   place.        
  17. 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  Prac>ce  
  18. 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 Informal Champions Strategy Best Practices Measurement and Communications Strategy Development Culture Change Network Building Formal Champions – internal/external Strategy Multi-Channel Engagement, Content, and Measurement Reflection and Continuous Improvement
  19.  What’s  Your  Maturity  of  Prac>ce?   Where  is  your  organiza>on  now?    What  does  that  look   like?    What  do  you  need  to  get  to  the  next  level?   CRAWL   Walk   RUN   FLY  
  20. Maturity  of  Prac>ce:    Crawl-­‐Walk-­‐Run-­‐Fly   Categories   Prac>ces   CULTURE   Networked  Mindset   InsFtuFonal  Support   CAPACITY   Staffing       Strategy   MEASUREMENT   Analysis       Tools       Adjustment   LISTENING   Brand  Monitoring       Influencer  Research    ENGAGEMENT   Ladder  of  Engagement    CONTENT   IntegraFon/OpFmizaFon    NETWORK   Influencer  Engagement       RelaFonship  Mapping   1   2   3   4  
  21. Strategy  and  Measurement  
  22. SMARTER  SOCIAL  MEDIA:    POST  FRAMEWORK   Flickr  Photo:  graceinhim  
  23. FRIENDING THE FINISH LINE: SOCIAL MEDIA NONPROFIT BEST PRACTICES EARNED   OWNED   SOCIAL   MOBILE   DATA   Source:  Steve  Rubel   Mul>-­‐Channel   PAID  
  24. Centre  Founda>on:  Small  Founda>on  
  25. Centre  Founda>on:  Small  Founda>on  
  26. Centre  Founda>on:  Small  Founda>on   PEOPLE:    Nonprofits  and  Donors  in  Community     OBJECTIVES:     Increase  awareness  of  Centre  FoundaFon  brand  in  community:       survey  %  heard  of  Centre  FoundaFon   Raise  $500,000  for  Giving  Day  on  May  6th   Inspire  first-­‐Fme  donaFons  from  x  new  donors   Improve  capacity  of  local  nonprofits  to  do  online  fundraising     STRATEGY   Provide  training  to  96  local  nonprofits  to  plan  and  implement   online  giving  strategy  and  social  media  during  Giving  Day   Use  social  media  as  part  of  integrated  outreach  campaign  for   Giving  Day   Ongoing  content  and  engagement  through  mulFple  channels  with   donors  and  nonprofits   AcFvate  staff  and  board  as  champions  online.     TOOLS   Focused  on  LinkedIn,  Facebook  and  Twi*er  
  27. Centre  Founda>on:  Giving  Day    
  28. Centre  Founda>on:    Giving  Day  
  29. How  Board  Members  Can  Help   Invite  Your  Facebook   Friends  to  Like                                               Centre  FoundaFon’s   Facebook  Page   Be  an  Online  Super  Champions!   Centre  Founda>on:  Staff  and  Board  Champions    
  30. Centre  Gives  &  Social  Media  Strategy  Increase  Website  Traffic/Donors   Before  the  2013  Centre  Gives,  monthly  website  traffic  hovered  around  400  visitors  per  month.    The  May  and   August  spikes  in  traffic  are  focused  around  Centre  Gives  and  inviFng  Facebook  friends  of  staff/board.    A   media  strategy  supported  by  social  media  has  significantly  increased  our  monthly  website  visits.   0   200   400   600   800   1000   1200   1400   1600   1800   2013   Jan   Feb   March   April   May   Jun   July   Aug   Sept   Oct   Nov   Dec   2014   Jan   Feb   March   All  Traffic   On  average,   65%  are   NEW   visitors.   2013     Centre  Gives   Internal   Champions   Measure  Objec>ves:  Use  Data  To  Improve  
  31. Integrated  Social  Strategy  Assessment   •  ConsideraFon  of  communicaFons  strategy  with  SMART  objecFves  and   audiences  and  strategies  for  branding  and  web  presence.      Social  Media   is  not  fully  aligned.       •  Strategic  plan  with  SMART  objecFves  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  objecFves  and  audience  definiFon.    Includes   integrated  content,    engagement  strategy,  and  informal  champions/ influencer  program  and  working  with  aligned  partners.      Uses  more  than   two  social  media  channels.     •  Strategic  plan  with  SMART  objecFves  and  audience  definiFon.    Includes   integrated  content,    engagement  strategy,  and  formal  champions   (Internal/external)  influencer  program  and  working  with  aligned   partners.      Uses  more  than  three  social  media  channels.    Formal  process   for  tesFng  and  adopFng  social  media  channels.  
  32. How  To  Become  Data-­‐Informed   • Integrated  strategy     • Pick  the  right  success   metrics   • Measurement   discipline   • IdenFfy  small  pilots,   place  li*le  bets,  learn,   pivot,  and  iterate  
  33. Goals   KPI   Tools   Increase  traffic   50%  increase  in  monthly  unique   visitors   Google  AnalyFcs   Increase  subscribers   30%  increase  in  monthly   average  subscribers   Feedburner   Increase  engagement   50%  increase  in  total  comments   per  month   Website   Small  Pilots  for  Learning:    Blog  
  34. KPI:  50%  increase   in  referral  traffic   KPI:  30%  increase  in  blog   subscribers     KPI:  50%  increase   engagement      
  35. Document  As  You  Go  
  36. Methods  for  Organiza>onal  Learning   Asking  Powerful  Ques>ons  
  37. Methods  for  Organiza>onal  Learning   DoSomething:    Fail  Fest    Momsrising:    Joyful  Funeral   Global  Giving:    Biggest  Looser  
  38. Crawl Walk Run Fly Lacks  consistent  data   collecFon Data  collecFon   consistent  but  not   shared Data  from  mulFple   sources Org  Wide  KPIs   No  reporFng  or   synthesis Data  not  linked  to   results,  could  be  wrong   data System  and  structure   for  data  collecFon OrganizaFonal   Dashboard  with   different  views,  sharing Decisions  based  on  gut Rarely  makes  decisions   to  improve Discussed  at  staff   meeFngs,  decisions   made  using  it Data  visualizaFon,   reporFng,  formal   reflecFon  process CWRF:    Becoming  Data  Informed:  What  Does  It  look  like?       Analysis   Tools   Sense-­‐Making  
  39. ReflecFon     •  Where  is  your  organizaFon  in  terms  of  social  media   strategy?    Measurement  pracFce?   •  What  is  one  thing  you  can  do  to  improve   measurement  pracFce?  
  40. Networked  Leadership:     Blending  OrganizaFonal  and  Personal  Brands   in  service  of  organizaFonal  mission  and  professional  learning    
  41. Networked  Mindset:  A  Leadership  Style   •  Leadership  through  acFve  social  parFcipaFon  as   personal  brand  to  support  organizaFonal  goals     •  Listening  and  culFvaFng  organizaFonal  and   professional  networks  to  achieve  the  impact     •  Sharing  control  of  decision-­‐making   •  CommunicaFng  through  a  network  model,  rather  than   a  broadcast  model   •  Openness,  transparency,  decentralized  decision-­‐ making,  and  collecFve  acFon.     •  Being  Data  Informed,  learning  from  failure  
  42. Vision Statement •   Encouragement  and  support     •   Why  policy  is  needed   •   Cases  when  it  will  be  used,   distributed   •   Oversight,  noFficaFons,  and   legal  implicaFons   •   Guidelines   •   IdenFty  and  transparency   •   Responsibility   •   ConfidenFality     •   Judgment  and  common  sense       •   Best  pracFces  for  personal  use  in   service  of  organizaFon  as   Champion       •  Brand   •           Voice     •           Links  to  Org  Strategy     •   Dos  and  Don’ts  for  Personal  Use   from  Legal   •   AddiFonal  resources   •   Training   •   OperaFonal  Guidelines   •   EscalaFon  
  43. Leadership  Conversa>ons  
  44. Why  Build  Leadership  Profile  On  Social:  Benefits     Flexibility     Enhance  Exis>ng   Work      Learning     Extend  Reach   Build  Trust   Less  Risk  
  45. Personal   Professional   Private   Public   Iden>ty  and  Boundaries  Before  Social  Media  
  46. Social  Media:    Worlds  Collide   Personal   Professional   Private   Public   Not  Working   Working  
  47. Turtle   •  Profile  locked  down   •  Share  content  with  family  and  personal  friends   •  Li*le  benefit  to  your  organizaFon/professional   Jelly  Fish   •  Profile  open  to  all   •  Share  content  &  engage  frequently  with  li*le  censoring   •  PotenFal  decrease  in  respect   Chameleon     •  Profile  open  or  curated  connecFons   •  Content/Engagement  Strategy:    Purpose,  Persona,  Tone   •  Increased  thought  leadership  for  you  and  your   organizaFon   Based  on  “When  World’s  Collide”    Nancy  Rothbard,  JusFn  Berg,  Arianne  Ollier-­‐Malaterre  (2013)   What  Kind  of  Social  Animal  Are  You?    
  48. Strategic     Voice   Audience   Authen>c   Leader   How  To  Be  A  Chameleon   How  can  your   personal  brand   support  organizaFonal   strategy  or   professional  learning?  
  49. 58   Networked  Mindset:  RWJF   “We  believe  that  striving   toward  a  culture  of  health   will  help  us  realize  our   mission  to  improve  health   and  health  care  for  all   Americans.  ”  
  50. Networked  Mindset:  RWJF  
  51. Organiza>onal  VS    Leader  Brand  
  52. The  Goodman  Theatre  and  Robert  Falls  
  53. Organiza>onal  VS    Leader  Voice  
  54. Genng  Started  ….   •  Get  Their  A*enFon   •  Show  How  It  Enhances   Their  Work   •  Tweetutorials   •  Peer  Pressure   •  Social  Media  Policy   •  Found  Time   •  Feed  and  Tune   •  Show  Impact                   h*p://www.bethkanter.org/afpcon/  
  55. Prac>cal  Networked  Leadership  Skills   •  Finding  Your  Personal  Brand   and  Voice  on  Social   •  Picking  An  Engagement  Style   •  Building  Your  Professional   Network    
  56. “Be  yourself  because  everyone   else  is  already  taken.”           -­‐  Oscar  Wilde  
  57. •  What’s  your  superpower?     •  What  do  you  do  be*er  than  anyone  else?   •  What  do  people  frequently  compliment  you  on  or  praise   you  for?   •  What  is  it  that  your  manager,  colleagues,  and  grantees   come  to  you  for?   •  What  adjecFves  do  people  consistently  use  to  describe   you  –  perhaps  when  they’re  introducing  you  to  others?   •  How  do  you  do  what  you  do?  What  makes  the  way  you   achieve  results  interesFng  or  unique?   •  What  energizes  or  ignites  you?       Think  and  Write:  Uncovering  Your  Authen>c  Personal  Brand  
  58. Craoing  Your  Elevator  Speech  on  Social  
  59. Think  and  Write:  Your  Elevator  Speech  on  Social   Answer  these  quesFons  in  160  characters  in  your  profile  bio:     •  What  is  your  experFse?   •  Why  should  someone  follow  you?   •  What  hashtags  or  keywords  do  you  “own”?   •  Visual:  What  cover  image  conveys  your  personal  brand?     It’s  accurate.  One  professional   descrip5on.   It’s  exci>ng.  One  word  that  is  not   boring.   It’s  targeted.  One  niche  descriptor.   It’s  flafering.  One  accomplishment.   It’s  humanizing.  One  hobby.   It’s  intriguing.  One  interes5ng  fact  or   feature  about  yourself.   It’s  connected.  Your  organiza5on,   hashtag  or  another  social  profile.  
  60. Ways  To  Engage:  What  Is  Right  Fit?   •  Amplifier   •  Responder   •  Conversa>onalist   •  Content  Curator   Adapted  from  IBM  Employee  Champion  Program  
  61. Arkansas  Advocates  for  Children  and  Families   Rich  Huddleston   Amplifier    
  62. Responder   ACLU  of  New  Jersey  and  Udi  Ofer  
  63. Helen  Clark  and  UNDP   Responder  
  64. Conversa>onalist   Open  and  accessible  to  the  world  and   building  relaFonships   Making  interests,  hobbies,  passions  visible   creates  authenFcity  
  65. Tweets  links  related    to  organizaFon’s  mission   and  work  as  a  biparFsan  advocacy  organizaFon   dedicated  to  making  children  and  families  a   priority  in  federal  policy  and  budget  decisions.     Blending  Network  Strategy  With  Communica>ons  Strategy   From     CEO     to    CNO  
  66. SEEK   SENSE   SHARE   IdenFfied  key  blogs    and   online  sites  in  issue  area     Scans  and  reads  every   morning  and  picks  out  best       Summarizes  arFcle  in  a   tweet     Writes  for  Huffington  Post   Engages  with  aligned   partners     PresentaFons   Networking  Is  Dynamic  Learning  
  67. Discussion  QuesFons  …..   •  How  can  you  engage  on  social  and  with  your  professional   network  to  leverage  organizaFonal  goals?     •  What  type  of  engagement  style  is  the  best  fit?      
  68. Building  Your  Professional  Network:    Visualizing  
  69. What: Social networks are collections of people and organizations who are connected to each other in different ways through common interests or affiliations. A network map visualize these connections. Online and offline. Why: If we understand the basic building blocks of social networks, and visually map them, we can leverage them for our work and organizations can leverage them for their campaigns. We bring in new people and resources and save time.   A  Quick  Network  Primer  
  70. Network  Maps   Two  Lenses     1:  Whole  Network       2:  Professional  Network  (Ego)  
  71. Whole  Networks:  Movements  
  72. Whole  Networks:    Organiza>onal  Network  
  73. Professional  Networks:  On  Social  Media   “Visualizing  my  professional  networks   on  social  media  can  be  helpful  as  a   journalist  and  content  curator  to   iden5fy  poten5al  sources  online.”    
  74. Building  Your  Professional  Network   Step  1.    Think  about    your  area  of  exper>se  and  current   work     •  Brainstorm  a  list  of  the  content  areas  where  you  want   to  increase  your  professional  knowledge  and  learning   and  supports  organizaFonal  goals       •  What  is  it  that  you  need  to  know  or  be  able  to  do  as   part  of  your  job?   •  What  types  of  professionals  do  you  need  to  connect   with  to  support  your  learning,  work,  or  career  goals?  
  75. Building  Your  Professional  Network   Step    2.    Reflect  on  the  Diversity  of  Your  Exis>ng  Network     Who  are  the  people  that  you  most  frequently  communicate  with  in  order  to  get   your  work  done  or  learn  something  related  to  your  professional  work?       Look  at  the  people  you  put  in  your  network     Do  an  analysis  based  on:   -­‐Age   -­‐OrganizaFonal  AffiliaFon   -­‐Gender   -­‐Area  of  ExperFse   -­‐Geographic  LocaFon   -­‐How  You  Connect:    Face-­‐to-­‐Face,    Social  Media     Is  your  network  diverse  enough?       Diversity  =  innovaFon   Are  you  gexng  new  ideas  from  your  network?       Source:    @hjarche  
  76. Building  Your  Professional  Network   Step  3:          What  are  the  gaps  in  your  network?     •  What  are  some  ways  you  can  make  connecFons  to  support  your   goals  or  learning?     •  What  is?    What  can  be?    What  needs  to  change?  
  77. Core   Ties   Node   Cluster   Periphery   Hubs  or   Influencers   Cheat  Sheet:    Online  Social  Network  Visualiza>on  
  78. LinkedIn  Network   •  What  pa*erns  do  you  see?     •  What  surprises  you?     •  What  might  you  do  differently  with  your  network  to  reach  goals?     h*p://inmaps.linkedinlabs.com/network  
  79. A   C   B   Visualizing  Is  NoFcing  Your  Network   Online  Networking  Tools  Help  You  Visualize  and  Build  
  80. Building  Your  Professional  Network   Step  4:      Building  Your  Network  with  Social  Media     •  Use  LinkedIn  InMap  to  visualize  your  network  (50  +   connecFons)   •  Color  code  the  clusters   •  What  are  some  of  the  pa*erns?     •  Is  there  enough  diversity?   •  Can  you  fill  any  gaps?     h*p://inmaps.linkedinlabs.com/network   PAN   CAN   FAN  
  81. Techniques  and  Tools:  How  To  Visualize  Your  Network   h*p://www.bethkanter.org/catechfestla/   Prac>cal  Ways  To  Build  Your  Network  Using  Social  Media   •  Be  A  Bridge:    Introduce  people  in  your  network  to  one  another.      You  need  to  let   them  know  why  you  are  making  the  introducFon  and  this  can  be  done  online  or   offline.   •  Look  for  Islands:      Those  on  the  edge  can  lead  to  new  groups  and  ideas   •  Work  Transparently:  The  more  public  you  are,  the  easier  you  can  be  found,  the   more  opportuniFes  you  have.       •  Engage  New  Perspec>ves:  We  tend  to  stay  in  our  comfort  zones  and  don’t  engage   different  perspecFves  —  learning  from  adjacent  pracFces  can  be  useful.   •  Ask  Ques>ons  of  the  network  and  experts:    Social  network  tools  make  it  very   easy  to  ask  quesFons  to  individuals  and  groups  of  individuals.      You  can  also   idenFfy  experts  in  your  network  on  specific  topics  and  ask  them  quesFons  to  help   your  learning  or  open  the  way  to  other  sources.    Other  Fmes  you  will  follow  the   community  or  network  conversaFon  on  a  topic.           •  Share  Learning:  To  share  learning,  you  have  to  intenFonally  hit  the  pause  bu*on   and  reflect.    One  way  to  incorporate  this  technique  into  your  day  is  to  set  aside   five  minutes  at  the  end  of  the  day  for  reflecFon.  
  82. 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  organizaFonal   AND  personal  networks   •  Scale  your  organizaFon’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  li*le  bets,  but  learn  from  failure  and  pivot    
  83. Think  and  Write:      What  is  your  take  away  –  one   thing  that  you  can  put  into  prac>ce?  
  84. Thank  you!   www.bethkanter.org   www.facebook.com/beth.kanter.blog   @kanter  on  Twi*er    

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