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
• 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
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
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
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
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
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.
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
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
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
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
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
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.
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
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
KPI: 50% increase in
referral traﬃc KPI: 30% increase in blog subscribers KPI: 50% increase engagement
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
ReﬂecFon • Where
is your organizaFon in terms of social media strategy? Measurement pracFce? • What is one thing you can do to improve measurement pracFce?
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
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
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?
Audience Authen>c Leader How To Be A Chameleon How can your personal brand support organizaFonal strategy or professional learning?
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. ”
• 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
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.
Ways To Engage: What Is
Right Fit? • Ampliﬁer • Responder • Conversa>onalist • Content Curator Adapted from IBM Employee Champion Program
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
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
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?
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
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?
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
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?
Core Ties Node
Cluster Periphery Hubs or Inﬂuencers Cheat Sheet: Online Social Network Visualiza>on
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
A C B
Visualizing Is NoFcing Your Network Online Networking Tools Help You Visualize and Build
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
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.
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