Master Class Slides: Nonprofit Leadership Institute


Published on

  • This slide show by Beth Kanter on social media networking for nonprofits is an excellent, beneficial resource! It provides: Strategy with goal ID & policy review; Education by building vocabulary & providing context; Practical application with real world examples; Business focus over viewing results measurement & time management. Share it with all your colleagues who want to increase the effectiveness of their social media!
    Are you sure you want to  Yes  No
    Your message goes here
  • Another outstanding gift that I just discovered, Beth. You are the premiere modeler of transparency and sharing knowledge!
    Are you sure you want to  Yes  No
    Your message goes here
No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  •’ve been watching you ….Some of you already know that ….
  • The leading edge of social change is increasingly network-centric. Collaboration, coordination, and working in networks are becoming the new normal, as leaders across sectors work to move the needle on today’s most pressing problems. Individuals and groups are taking increasing advantage of technology’s ability to facilitate and expand their impact through connection, coordination, and collaboration. What does this look like in action? Grassroots mobilization has achieved a step change in speed and power, as witnessed by the Twitter-enabled Arab Spring, the KONY 2012 campaign that put a long-invisible crisis in Africa on the public radar, and the swift backlash against the Susan G. Komen Foundation for withdrawing support from Planned Parenthood. Collective knowledge production on sites like Wikipedia, Galaxy Zoo, Instructables, or the Polymath Project continues to grow and is redefining how we access expertise. We can also see the power of networks playing out in field-level collaboratives such as Strive and RE-AMP, where large groups of organizations are aligning their strategies to enable individual efforts to add up to systemic change.
  • I recently heard Debbie Alvarez –Rodriguez from Goodwill SF give a talk about leading with a network mindset ….She’s the CEO - and was talking about how see is often up late at night. And back a year or so ago, her org was going through layoffs ..Tough times – so she up late, checking her email ..She received an email from some employees requesting to be part of the decision-making.    She thought, “I better call my board chair because he calls me.”As they were talking, she realized, “They could have put it on Facebook.”    This could have created a public relations nightmare (It’s happened in the orchestra world when the Detroit Symphony musicians went on strike and used social media to air their concerns.    Instead, these Goodwill employees went to their CEO.This lead them to really examine how to effect culture change. As Debbie says, it wasn’t about just using the tools and platforms like Facebook and Twitter – even for herself as the CEO or her organization. That it required a shift from “pushing to engaging.”  
  • So, it is not really about using the tools – it is organizational mindshift that begins with the leadership …..
  • However, I realize that in some nonprofits the relationship between in-house legal counsel or the organization’s lawyers is based on fear and control.   As a social media nonprofit professional  mentioned in a Facebook thread recently, “I’ve observed interesting dynamics with legal counsel over social media with the result of increased paranoia among employees or a  blanket ban.   Often, the lawyers  start from a position of fear and declare that no one can use social via work. Period. ”   This can have a chilling effect on an organization’s social media strategy to say the least.    It runs counter to the “networked mindset” that is so important to being a networked nonprofit and building networks and movements.
  • But, it isn’t just a spectator sport, it’s a contact sport – you have to be presence and engage ..This is the hard part … especially for CEOs of a certain age – this shift ..
  • But, it isn’t just a spectator sport, it’s a contact sport – you have to be presence and engage ..This is the hard part … especially for CEOs of a certain age – this shift .. does your executive spend time doing now that they could do better via social? Whose work do they respect, follow or and feel inspired by?What are their communication strengths and preferences?How will social improve things they already KNOW they value?307513866315763712
  • Let’s look at some of the first steps of this change …The first step is to understand, feed, and tune your networksNetworks consist of people and organizationsYou have your professional network – and your organization has a network – there are connected.
  • Bruce Lesley is one of a growing number of  nonprofit executive directors and senior leaders that are blending their networking with organizational communications strategy – from CEO to CNO. He’s the CEO of First Focus First Focus is working to change the dialogue around children’s issues by taking a cross-cutting and broad based approach to federal policy making. In all of our work, we seek to raise awareness regarding public policies impacting children and ensure that related programs have the resources necessary to help them grow up in a healthy and nurturing environment.He curates on Twitter – tracking articles and trends about children’s issues, making sense of them, and sharing the best with his network of individuals and aligned partners …
  • He’s feeding a network of networks .. Partners at the state level also working on children’s issues – who curate from Bruce’s feed to share with their networks – for social good outcomes like getting kids health care insurance ..
  • But this is not a networked silo --- he is a bridge between networks of networks in other issues – Network mindset ..
  • The tweetsmap is a bit more simple - this shows the geography of @cfmco's followers. We haven't used this map other than as a visual representation of this network. It's part of knowing our audience. We began tweeting a year ago on general topics like philanthropy and grantmaking with an occasional tweet about our work in Monterey County, CA. More recently we've begun to monitor our Hootsuite reports which tells us which links are opened, retweeted, etc. I was surprised to learn that we have higher levels of engagement with the local content, even though less than a third of our Tweeps are from the Central Coast area.
  • image:
  • 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.”
  • Framework to guide my coaching and peer learning design over the yearsThere are different stages of development for networked nonprofits. The Crawl StageCrawlers are not using social media consistently or measurement processes; they also lack a robust communications strategy. Crawlers can be small or large nonprofits that have all the basics in place, but they either lack a social culture or resist transforming from a command-and-control style to a more networked mindset. These nonprofits need to develop a strategy. Even with a communications strategy in place, some organizations may face challenges to adopting a networked way of working. If so, they should start with a discussion of the organizational issues, followed by codifying the rules in a social media policy. They should also anticipate learning and benefiting from inspiring stories from peers.The Walk StageNonprofits in this stage are using several social media channels consistently, but may not be strategic or fully embracing best practices—maybe they don’t engage with users, or they only share content and messaging produced by their own organization. These nonprofits need to create a social media strategy to support short- and long-term objectives, such policy change or increasing public engagement on an issue. Walkers internalize listening, and use the data they collect to improve engagement and some content best practices.These organizations implement small, low-risk projects that collect stories, learning, and metrics to help leadership better understand the value, benefits, and costs. Walkers should focus on one or two social media tools, going deep on tactics and generating tangible results and learning. They must identify low-cost ways to build capacity internally, such as integrating social media responsibilities into existing staff jobs. Capacity is built with support from leadership and a social media policy formalizes the value and vision.The Run StageRunners use more than two social media channels as part of an integrated strategy, identifying key result areas and metrics that drive everything they do. They have a formal ladder of engagement that illustrates how supporters move from just hearing about your organization to actively engaging, volunteering, or donating to your organization. This is used to guide strategy and measurement. They visualize their networks and measure relationships. These organizations practice basic measurement religiously and use data to make decisions about social media best practices.In these organizations, a single department does not guard social media, and staff are comfortable working transparently and with people outside the organization. The board is also using social media as part of its governance role.To build internal capacity, runners invest in a community manager whose job it is to build relationships with people on social media or emerging platforms. These organizations know how to create great content, and use an editorial calendar to coordinate and curate content across channels. They are routinely tracking the performance of their content strategy and adjust based on measurement.The Fly StageThese organizations have institutionalized everything in the running stage. Flyers embrace failure and success alike, and learn from both. Flyers are part of a vibrant network of people and organizations all focused on social change. They use sophisticated measurement techniques, tools, and processes.
  • The maturing of practice framework includes looking at 7 best practice areas for networked approaches and social media – and some specific indicators – and looking at what they look at the different maturity levels. If you remember the application form, it asked you questions and that’s how I came up with the scoring system. If you were “crawl” you got 1, Walk 2, Run 3, and Fly 4 – and then I average the scores for the group. I also could come up with a score for your organization overall.So, if you got a 1.5, it means that you are on your way to walking.
  •<object width="560" height="315"><param name="movie" value=""></param><param name="allowFullScreen" value="true"></param><param name="allowscriptaccess" value="always"></param><embed src="" type="application/x-shockwave-flash" width="560" height="315" allowscriptaccess="always" allowfullscreen="true"></embed></object>
  • You also have to understand audience -- I often get questions, what platform should we be using. I don’t know, ask your audience. You need a good understanding of these questions.
  • minute presentationsThere are questions we askedHere are the big themesHere are the old thingsEach minutes each …
  • Content strategy is the technique of creating, curating, repurposing, and sharing relevant and valuable content across your channels (web site, email, print, social, and mobile) to attract, acquire, and engage a clearly defined and understood target audience - with the objective of driving results. You need to have a clear logic path from objective, audience, and content – as well as an internal practice that allows you create, curate, repurpose, and track the performance of your social content so you can optimize it.
  • MonthlyCommon messaging - along with partners on health careShare the responsibility – brainstorm contentIntegrate with what is timelyGet input from partners and friends – group learning
  • They focused on developing a robust engagement and content strategy – that was integrated with other channels, all to support objectives in communications strategy and outcomes – and used measurement. They started with one channel – FB …
  • have to cover a lot of ground in our work today and do it while logged on to the greatest tool for distraction and procrastination ever invented! And now we can access the Internet anytime, anywhere 60% said they don’t go an hour without checking their phone. Younger folks were the most addicted: 63% of women and 73% of men ages 18-34 say they don’t go an hour without checking their phones.Our connection never sleeps. 54% said they check their phones while lying in bed: before they go to sleep, after they wake up, even in the middle of the night.We need access everywhere. Nearly 40% admit to checking their phone while on the toilet.Learning how to use mindfulness online is an essential work place skill!
  • Share pair 2 xThink and Write index card – one thing to put into practiceBring into the circleMake one commitment for advancing their social media strategyOne word to resonate with you today …Future
  • Master Class Slides: Nonprofit Leadership Institute

    1. The Networked Nonprofit: Effective Social MediaMaster Class: Pepperdine University Beth Kanter, Master Trainer
    2. Your Burning Questions! WelcomePlease write downyour burningquestion aboutnetworkednonprofits or socialmedia on sticky noteWhat do you wantanswered by the endof the day?Post it on the flipchart
    3. Beth Kanter: Master Trainer, Author, and ChangeMaker
    4. The Agenda: Day 1 AGENDA OUTCOMESUnderstanding Get InspiredNetworked Nonprofit Understand how being networkedCrawl, Walk, Run, Fly can reach your goalsLunch FRAMINGSmarter Social MediaMindful or Mindfull InteractiveSocial Media Fun #netnon
    5. Who are you?Raise your hand if …….- Executive Director- Board Member- Nonprofit Staff Person who Implements Social Media- Other Staff- Student- Pepperdine University Instructor- Other
    6. And your Org?Raise your hand iforganization is budget is ..-Less than $1 million-$1-$5 million-Over $5 millionType ..-Social Service-Environment-Arts-Education-Animal Welfare-Community Services-Health Care-Other
    7. SHARE PAIRS AND POPCORNIntroduce yourself to someone you don’t know and share your burning question!
    8. Raise Your Hand If Your Social Strategy Goal Is ….  Improve relationships  Change behavior  Increase awareness  Increase engagement  Increase dollars  Increase action
    9. Is Your Nonprofit Using Online Social Networks for Social Change?Stand Up, Sit Down Photo by net_efekt
    10. Stay standing if yourorganization is using socialmedia and getting results?
    11. Social Change is Increasingly Network-Centric
    12. Definition: Networked NonprofitsNetworked Nonprofits are simple, agile, and transparent nonprofits. They are experts at using social mediatools to make the world a better place. Networked Nonprofits first must “be” before they can “do.”For some nonprofits, it means changing the way they work. Others naturally work in a networked way so change isn’t as difficult.
    13. A Network Mindset: A Leadership Style• Openness, transparency, decentralized decision-making, and collective action.• Listening and cultivating organizational and professional networks 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 a broadcast model• Data-Informed
    14. Leading With A Network Mindset: Shift From Push To PullSF Goodwills CEO, Debbie Alvarez-Rodriguez
    15. Leading With A Network Mindset
    16. Why Does this Change Make Some Nonprofits Scream?
    17. Best Practice: Write Down the Rules – Social Media Policy 
    18. Social Media Policy – Living Document• Encouragement and support • Best practices • Tone• Why policy is needed • Expertise • Cases when it will be used, • Respect distributed • Quality • Oversight, notifications, and legal implications • Additional resources • Training• Guidelines • Press referrals • Identity and transparency • Escalation • Responsibility • Confidentiality • Policy examples available at • Judgment and common sense Source: Charlene Li, Altimeter Group
    19. Social Media Policy – All Staff Participate
    20. The Networked CEO: 1 Tweet = 1000 by Staff Open and accessible to the world and building relationshipsMaking interests, hobbies, passions visible creates authenticity
    21. You want me to Tweet too? Tweet what? But what about privacy?
    22. The Networked CEO What does the ED spend time doing that they could do better via social ? Whose work do they respect or feel inspired by? How will social improve things they know already and value?
    23. Understand, Feed, and Tune Your Networks
    24. Blends Network Strategy With Communications Strategy
    25. Feeding A Network of Networks
    26. A Bridge Between Network of Networks
    27. Share Pair: Is your nonprofit leading with anetwork mindset? What are the benefits? What are the challenges?
    28. CRAWL, WALK, RUN, FLY: Maturity of Practice: Networked Mindset CRAWL WALK RUN FLY Understanding of Listening to and Comfort level with Leadership is networks that are cultivating greater organizational comfortable using connected to relationships with openness and decentralized decision- organization networks based on transparency. making and collective mapping networks. Leadership is using action with networks. social networks and Considers people inside comfortable with and outside of the showing personality. organizations as assets in strategy.
    29. How Nonprofits Visualize Their Networks
    30. How Nonprofits Visualize Their Networks“This Tweepsmap shows the geography oforganization’s followers. We use this as a visualrepresentation of this network and it is part of knowingour audience.”
    31. Create Your Map 1. Work at your tables on your org’s map 2. Use sticky notes, markers and poster paper. 3. Think about communications goals and brainstorm a list of “go to” people, organizations, and online resources 4. Decide on different colors to distinguish between different types, write the names on the sticky notes 5. Identify influencers, discuss specific ties and connections. Draw the connections
    32. Walk About, View Other Maps, Leave NotesVisualize, develop, and weave relationships with others to helpsupport your program or communications goals.What insights did youlearn from mapping yournetwork?How can you each useyour professionalnetworks to support oneanother’s social mediastrategy work?
    33. BREAK!15 minutes
    34. Speed Debrief: 60 Seconds
    35. If you can’t fly then run, if you can’trun then walk, if you can’t walk thencrawl, but whatever you do you have to keep moving forward.” Inspiration
    36. Where to focus … CRAWL WALK RUN FLY Linking Social with Ladder of Network BuildingCommunications Results and EngagementStrategy Networks Many Free Agents work forDevelopment Content Strategy you Pilot: Focus oneCulture Change program or channel Best Practices Multi-Channel Engagement, with measurement Content, and Measurement Measurement and Incremental Capacity learning in all above Reflection and Continuous Improvement
    37. Crawl, Walk, Run, FlyWhere is your organization now? What does that look like? What do you need to get to the next level?
    38. Maturity of Practice: Crawl-Walk-Run-Fly CRAWL -1 WALK-2 RUN-3 FLY-4Categories Practices AverageCULTURE Networked Mindset 2.0 Institutional Support 1.8CAPACITY Staffing 1.5 Communications Strategy 1.7MEASUREMENT Analysis 1.5 Tools 1.6 Adjustment 1.6LISTENING Brand Monitoring 1.5 Influencer Research 1.3 ENGAGEMENT Ladder of Engagement 1.3 CONTENT Integration/Optimization 1.5 NETWORK Influencer Engagement 1.5 Relationship Mapping 1.5 50% 33% 12% 0%
    39. One Minute Case Studies Table Case Study # 1 Covenant Players 7 First 5 3 Kids & Families Together 2 Missions Without Borders 5 Rain Catcher• 12 Minute Sessions at 4 Project Understanding table 10 Social Justice Fund for Ventura County• Rotate 2-3 times 6 Make A Wish• Share Pair• Pop corn 9 Uganda Buyamba
    40. Lunch Break
    41. Reflections Welcome• What resonated?• What questions remain?Write on a stickynote and post it onthe flip chart
    42. Bollywood Near Hollywood After Lunch Energizer
    43. CWRF - STRATEGY CRAWL WALK RUN FLY Consideration of Strategic plan with Strategic plan with Strategic plan with communications SMART objectives and SMART objectives SMART objectives and strategy with SMART audiences for branding and audience audience definition. objectives and and web presence, definition. Includes Includes integrated audiences and include strategy points integrated content, content, engagement strategies for branding to align social media engagement strategy, and formal and web presence. for one or two social strategy, and formal champions/influencer Social Media is not media channels. champions/influenc program and working fully aligned. er program and with aligned partners. working with Uses more than three aligned partners. social media channels. Uses more than two Formal process for social media testing and adopting channels. social media channels. Where is your organization and why?
    44. POST FRAMEWORKPeople Objectives StrategiesTools
    45. POST: KNOW YOUR AUDIENCE• What keeps them up at night?• What are they currently seeing?• Where do they go for information?• What influences their decisions?• What’s important to them?• What makes them act?
    46. POST: SMART OBJECTIVES Results • Reach, Engagement, Action, Dollars1. How many? 5. Reflect 2. By when? 3. Benchmark 4. Measure with metrics
    47. POST APPLIED: SMALL NONPROFIT PEOPLE: Artists and people in their community OBJECTIVES: Increase engagement by 2 comments per post by FY 2013 Content analysis of conversations: Does it make the organization more accessible? Increase enrollment in classes and attendance at events by 5% by FY 2013 10% students /attenders say they heard about us through Facebook STRATEGY Show the human face of artists, remove the mystique, get audience to share their favorites, connect with other organizations. TOOLS Focused on one social channel (Facebook) to use best practices and align engagement/content with other channels which includes flyers, emails, and web site.
    48. Students Share Campfire StoriesTeam 1: Organizational Culture Team 2: Organizational Practice Team 3: Personal Use
    49. Social Media StudyPersonal UseSarah Jarman, Lauren O‟Malley, Skie Osborn, Elizabeth Reim,Emily Schad, Dujon Smith
    50. Topic Overview 9 Leaders Interviewed Questions and prompts about Personal Use  Whats your personal attitude towards social media in your private life?  How much time do you dedicate to building/managing relationships online?  What have been your successes and challenges?  What are your next steps to improve your comfort and knowledge in the social media arena in your private life?
    51. Thank you!Praise for the organizations who participated: Organization A: Strong commitment to being active in social media on a daily basis, specifically for developing relationships. Organization B: Seeing the value in understanding social media as a tool to connect people from across the globe. Your loyal and passionate staff shows commitment to growing the organization. Organization C: Saw the social media gap in their services and filled it by hiring a very capable staff member.
    52. Summary of FindingsKey themes: Social media generation gap Great connection tool with proper use Separation of private and professional livesOutliers and Anomalies Using multiple social media platforms. Outsourcing social media to an intern.
    53. Theme 1: Social MediasGeneration Gap Nature vs. Nurture  “As a member of the older generation I do not really know how to use Facebook, Twitter, and other types of social media.”  “Compared to our generation and the one after ours that grows up in a world of emailing, texting, sharing, and tweeting since it is intertwined into our everyday lives.” Limited use of social media use  “I have it, but I dont take the time to use it. The fact that Facebook is constantly changing in challenging.” Lack of understanding of social media  “We would like to learn how to minimize the Facebook time per day with the most efficiency. I havent figured it all out yet. I post once in awhile, but very seldom.”
    54. Theme 2: Great Connection Toolwith Proper Use Possibility & Desire to Increase Network  One leader realizes the importance and sees the value. Time Consuming  One leader uses social media from 20 to 30 minutes a day while another leader has a personal commitment to check Facebook at least once a week. Potential for Online Donations  One leader notes that "14% of income comes from online donations."
    55. Theme 3: Separation of Privateand Professional Lives No personal usage, no need for separation  For some organizations personal use is "pretty much non- existent."  Other organizations are "not very interested in increasing my personal social media presence," but ”very interested in expanding social media in the professional sense." Facebook Administrator Problems  There is sometimes a need to use personal Facebook accounts for professional reasons. All About Connection  Social media is a "great way to connect and keep in touch."
    56. Outliers One organization uses multiple social media platforms and has a better understanding of the benefits of social media.  Leader A uses it in both her personal and professional life; networks such as Twitter, Facebook, and GooglePlus.  Leader B uses Facebook to keep in touch with her close friends and family. In the professional world, Leader B uses multiple social networks to promote events, to give tips and advice, and gain local awareness. In the professional world, Leader B uses Facebook, Twitter, Youtube, GooglePlus, Pinterest, and Linkedin. One organization outsourced social media to an intern; others saw this as time-consuming.  Leader C notes that their organization relies on the expertise of the intern in order to facilitate their social media.
    57. Conclusions Key Strengths Significant Opportunities Challenges
    58. Social Media StudyOrganizational CultureLauren Baldwin, Jade Brice, Petrina Cheng, Gina Choi, AshleyMartin, Tibby Tedemet
    59. Topic Overview 9 Leaders Interviewed Questions and prompts about Organizational Culture  How comfortable are people within the organization with using social media? What is your technical capacity for developing your reach with social media?  What do you want to accomplish with your social media tools?  Have you developed a policy for guiding the use of social media by staff and volunteers that balances safety and control concerns with openness? Are there risks or confidentiality concerns?  Who are your target audiences for social media and why are they important? Have you developed strategies for reaching out to younger people?  How are you focusing social media on building relationships for long term (not just asking for money)?
    60. Thank you!Praise for the organizations who participated: Organization A: Recognizes that it is imperative to reach the millennial generation through social media because they are cause carriers and know their ability to make an impact for good. Organization B: Emphasizes connection between their organization and other nonprofits—seeking mutual good and maximum impact through strategic use of social media. Organization C: Understands the importance of using social media to reach a larger population and being willing to learn as much as possible about using social media effectively.
    61. Summary of FindingsKey themes: Low comfort level Raising awareness Focus on relationships and connectionsOutliers and Anomalies Volunteer networking Political correctness
    62. Theme 1: Low Comfort Level Generational Concerns  “Feels too old.” Small staff  “It is me myself and I.” Time Concerns  “Finding the time is challenging.”
    63. Theme 2: Raising Awareness Spread the word to younger generations  “They are very important to our ministry because they are cause- carriers.” Fundraising and Donor Acquisition  “Getting more donors and revenue through social media” is a goal. Increased understanding of mission and organization  “We want a better understanding of our organization…more support.”
    64. Theme 3: Focus onConnections/Relationships With other nonprofits  “We want to „like‟ other nonprofit‟s pages.” With potential donors  “The bigger purpose is not fundraising, but establishing and maintaining relationships.” With volunteers  “Our target audience is our volunteers.”
    65. Outliers Volunteer Networking  “Opened a volunteer website…that could go to [Facebook].” Political Correctness  “I don‟t like to do anything for the organization that is controversial. Someone posted a fundraiser activity was at Chick- fil-A in the middle of their controversy.”
    66. Conclusions Greatest Strength:  The organizations focus on relationships and connections with donors, whom they serve, and other organizations. Biggest Challenge  Dedicating time and staff to strengthening and maintaining social media. Greatest Opportunity  Gaining a new audience with the younger generation and sparking a passion in that generation for their cause.
    67. Social Media StudyOrganizational PracticeAndre Baesa, William Chang, Regina Martinez, KendallRowden, Elyse Sartor, Katherin Shin
    68. Topic Overview 9 Leaders Interviewed Questions and prompts about organizational practice:  How much time is devoted to social media, and how are you using it to listen to what‟s being said about your organization?  How are you using social media to engage with stakeholders, such as asking relevant questions and listening for responses?  What are you doing to broaden your presence online in order to share useful information?
    69. Thank you!Praise for the organizations who participated: RainCatcher Project Understanding First 5 Bus for Buyamba Covenant Players Make a Wish Mission Without Borders Social Justice Fund Kids and Families Together
    70. Summary of FindingsKey themes: Small social media committee and limited time Financial information is reserved for the website Collaboration with other organizations through social mediaOutliers and Anomalies Stopped monitoring comments in social media Do not delete negative comments
    71. Theme 1: Small Social MediaCommittee Limited time  “…my leaders don‟t have time for it [social media].” Limited amount of staff  “…I was the only one doing it [social media].” Limited knowledge concerning social media  “…I feel like I am too old to learn/use [social media].”
    72. Theme 2: Financial Informationreserved for website Financial information is not projected via social media very much  “It doesn‟t include financials or research or anything.” Financial information is transparent through online content  “Information is accessible, but not applicable to our audience so the organization does not publicly promote financials.”
    73. Theme 3: Collaboration andNetworking Uses social media as a tool to network with other organizations  The nonprofit sector should “[practice] the golden rule. If they amplify others‟ images, the others will amplify theirs as well, which is very beneficial to both parties.” Social media creates a mutual dependency between organizations itself and its partners  “The organization shares resources with its partners through social media; this creates a mutual dependency.”
    74. Outliers One organization had to stop monitoring what was being said about them on social media  “After shifting from reaching out to responding, they had to stop monitoring, in order to focus on sending out their own message.” If they experienced a negative comment, they do not delete it. They respond to it in a professional way.  As stated in their Social Media Guideline, “We do not delete posts just because we don‟t like the person‟s opinion.”
    75. Conclusions  Having a social media director or person whose role is dedicated to social media is beneficial.  Financial transparency is important on the organization‟s website but not shared through social media.  Social media is a powerful tool to network with other nonprofits.
    77. SMARTER SOCIAL MEDIA: GALLERY WALK Hang Your Poster Next To Your Network Map Look at other posters Leave Notes
    78. Walking Speed Debrief: 60 Seconds
    79. Maturity of Practice: CWRF – ContentCRAWL WALK RUN FLYShares content that Uses an editorial Uses an editorial Uses an editorialmay be relevant to calendar to align calendar to align calendar to alignaudience, but not content with content with content withconsistently and not objectives and objectives and objectives andmeasuring audiences to publish audiences to publish audiences to publish across channels across channels across channels consistently – aligns consistently and consistently, with program and measures measures advocacy calendars performance performance, and uses data to plan content
    80. Linking Your Content Strategy To SMART Objectives SMART Objective Target Audience Content Strategy
    81. How To Think About Content Ideas Features News How ToIdea Pieces Highlights Breaking News TipsInterviews Reviews Policy News TutorialsOpinion Stories Data ListsAnalysis Case Studies Reports Resources Real Time Original Planned Curated
    82. Editorial Calendar ExampleJanuary 2013 Include hashtags (#) and URL resources for staff to do some research on topicsUnited Ways of California 83
    83. Date Hook Web Email Facebook Twitter Blog12345671. Volunteer?2. Brainstorm an editorial calendar for one week.3. Use template, sticky notes, and poster paper
    84. It’s A Process: Ideas, Organize, Create, Measure • Allocate staff meeting time • Regular content brainstorm meetings • Next steps at meeting • Have your metrics in hand
    85. Content Optimization• Focus on publishing high- quality, engaging, relevant content• Timing and Frequency• Post questions• Use images/visuals, but vary type of content and test• Clear to call to action• Follow your analytics
    86. Measuring Your ContentResult Metrics Analysis QuestionConsumption Views Does your audience care about the topics your Reach Followers content covers? Are they consuming your content?Engagement Re-tweets Does your content mean enough to your Shares Comments audience for them to share it or engage with it?Action Referrals Does your content help you achieve your goals? Sign Ups Phone CallsRevenue Dollars Does your content help you raise money, recruit Donors Volunteers volunteers or save time?
    87. You Don’t Have To Measure All Right Away
    88. Use Data To Make Better Decisions Look for patterns
    89. Coffee Break
    90. Mindful Social Media or Mind Full?Photo by pruzicka
    91. Managing Your Attention Online: Why Is It An ImportantNetworking Skill?
    92. Self-Knowledge Is The First Step1. When you open email or do social media tasks, does it make you feel anxious?2. When you are seeking information to curate, have you ever forgotten what it was in the first place you wanted to accomplish?3. Do you ever wish electronic information would just go away?4. Do you experience frustration at the amount of electronic information you need to process daily?5. Do you sit at your computer for longer than 30 minutes at a time without getting up to take a break?6. Do you constantly check (even in the bathroom on your mobile phone) your email, Twitter or other online service?7. Is the only time youre off line is when you are sleeping?8. Do you feel that you often cannot concentrate?9. Do you get anxious if you are offline for more than a few hours?10.Do you find yourself easily distracted by online resources that allow you to avoid other, pending work? A few quick assessment questions Add up your score: # of YES answers
    93. What’s Your Attention Focusing Score? Source: Lulumonathletica 0…1…2…3…4…5…6…7…8…9…10Mindful Online………………………………………………………..Need Help Now
    94. What does it mean to manage your attention while yourcurate or other social media tasks? • Understand your goals and priorities and ask yourself at regular intervals whether your current activity serves your higher priority. • Notice when your attention has wandered, and then gently bringing it back to focus on your highest priority • Sometimes in order to learn or deepen relationships -- exploring from link to link is permissible – and important. Don’t make attention training so rigid that it destroys flow. Source: Howard Rheingold NetSmart
    95. A Few Tips Manage Your Attention, Not Just Your Time Visualize on Paper Establish Rituals Reflection Manage Electronic Distractions Manage Physical Space Just Say No
    96. Takeaways: Share Pairs• What’s one tip or technique that you can put into practice next week to be more mindful online?
    97. Closing Circle and Reflection
    98. Thank you! on Twitter