1. The Networked Nonprofit: Effective Social Media
Master Class: Pepperdine University Beth Kanter, Master Trainer

2. Your Burning Questions!
Welcome
Please write down
your burning
question about
networked
nonprofits or social
media on sticky note
What do you want
answered by the end
of the day?
Post it on the flip
chart

3. Beth Kanter: Master Trainer, Author, and ChangeMaker

4. The Agenda: Day 1
AGENDA
OUTCOMES
Understanding Get Inspired
Networked Nonprofit
Understand how
being networked
Crawl, Walk, Run, Fly
can reach your
goals
Lunch
FRAMING
Smarter Social Media
Mindful or Mindfull Interactive
Social 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 if
organization is budget is ..
-Less than $1 million
-$1-$5 million
-Over $5 million
Type ..
-Social Service
-Environment
-Arts
-Education
-Animal Welfare
-Community Services
-Health Care
-Other

7. SHARE PAIRS AND POPCORN
Introduce 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 your
organization is using social
media and getting results?

11. Social Change is Increasingly Network-Centric

12. Definition: Networked Nonprofits
Networked Nonprofits are simple, agile,
and transparent nonprofits.
They are experts at using social media
tools 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 Pull
SF Goodwill's 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 wiki.altimetergroup.com
sense
Source: Charlene Li, Altimeter Group

19. Social Media Policy – All Staff Participate

21. The Networked CEO: 1 Tweet = 1000 by Staff
Open and accessible to the world and
building relationships
Making interests, hobbies, passions visible
creates authenticity

22. You want me to Tweet
too? Tweet what? But what about privacy?

23. 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?

24. Understand, Feed, and Tune Your Networks

25. Blends Network Strategy With Communications Strategy

26. Feeding A Network of Networks

27. A Bridge Between Network of Networks

28. Share Pair: Is your nonprofit leading with a
network mindset? What are the benefits? What
are the challenges?

29. 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.

30. How Nonprofits Visualize Their Networks

31. How Nonprofits Visualize Their Networks
“This Tweepsmap shows the geography of
organization’s followers. We use this as a visual
representation of this network and it is part of knowing
our audience.”

32. 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

33. Walk About, View Other Maps, Leave Notes
Visualize, develop, and weave relationships with others to help
support your program or communications goals.
What insights did you
learn from mapping your
network?
How can you each use
your professional
networks to support one
another’s social media
strategy work?

34. BREAK!
15 minutes

35. Speed Debrief: 60 Seconds

36. 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.”
Inspiration

37. Where to focus …
CRAWL WALK RUN FLY
Linking Social with Ladder of Network Building
Communications Results and Engagement
Strategy Networks Many Free Agents work for
Development Content Strategy you
Pilot: Focus one
Culture 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

38. Crawl, Walk, Run, Fly
Where is your organization now? What does that look
like? What do you need to get to the next level?

39. Maturity of Practice: Crawl-Walk-Run-Fly
CRAWL -1 WALK-2 RUN-3 FLY-4
Categories Practices Average
CULTURE Networked Mindset 2.0
Institutional Support 1.8
CAPACITY Staffing 1.5
Communications Strategy 1.7
MEASUREMENT Analysis 1.5
Tools 1.6
Adjustment 1.6
LISTENING 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%

40. 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

41. Lunch Break

42. Reflections
Welcome
• What resonated?
• What questions
remain?
Write on a sticky
note and post it on
the flip chart

43. Bollywood Near Hollywood
After Lunch Energizer

44. 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?

45. POST FRAMEWORK
People
Objectives
Strategies
Tools

46. 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?

47. POST: SMART OBJECTIVES
Results
• Reach, Engagement, Action,
Dollars
1. How many? 5. Reflect
2. By when? 3. Benchmark
4. Measure with metrics

48. 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.

49. Students Share Campfire Stories
Team 1: Organizational Culture Team 2: Organizational Practice Team 3: Personal Use

50. Social Media Study
Personal Use
Sarah Jarman, Lauren O‟Malley, Skie Osborn, Elizabeth Reim,
Emily Schad, Dujon Smith

51. Topic Overview
 9 Leaders Interviewed
 Questions and prompts about Personal Use
 What's 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?

52. 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.

53. Summary of Findings
Key themes:
 Social media generation gap
 Great connection tool with proper use
 Separation of private and professional lives
Outliers and Anomalies
 Using multiple social media platforms.
 Outsourcing social media to an intern.

54. Theme 1: Social Media's
Generation 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 don't 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 haven't figured it all out yet. I post
once in awhile, but very seldom.”

55. Theme 2: Great Connection Tool
with 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."

56. Theme 3: Separation of Private
and 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."

57. 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.

58. Conclusions
 Key Strengths
 Significant Opportunities
 Challenges

59. Social Media Study
Organizational Culture
Lauren Baldwin, Jade Brice, Petrina Cheng, Gina Choi, Ashley
Martin, Tibby Tedemet

60. 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)?

61. 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.

62. Summary of Findings
Key themes:
 Low comfort level
 Raising awareness
 Focus on relationships and connections
Outliers and Anomalies
 Volunteer networking
 Political correctness

63. 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.”

64. 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.”

65. Theme 3: Focus on
Connections/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.”

66. 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.”

67. 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.

68. Social Media Study
Organizational Practice
Andre Baesa, William Chang, Regina Martinez, Kendall
Rowden, Elyse Sartor, Katherin Shin

69. 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?

70. 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

71. Summary of Findings
Key themes:
 Small social media committee and limited time
 Financial information is reserved for the website
 Collaboration with other organizations through social media
Outliers and Anomalies
 Stopped monitoring comments in social media
 Do not delete negative comments

72. Theme 1: Small Social Media
Committee
 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].”

73. Theme 2: Financial Information
reserved 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.”

74. Theme 3: Collaboration and
Networking
 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.”

75. 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.”

76. 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: CREATE A POSTER
Create A Poster
SMART
OBJECTIVE
TARGET
AUDIENCES

78. SMARTER SOCIAL MEDIA: GALLERY WALK
Hang Your
Poster Next To
Your Network
Map
Look at other
posters
Leave Notes

79. Walking Speed Debrief: 60 Seconds

80. Maturity of Practice: CWRF – Content
CRAWL WALK RUN FLY
Shares content that Uses an editorial Uses an editorial Uses an editorial
may be relevant to calendar to align calendar to align calendar to align
audience, but not content with content with content with
consistently and not objectives and objectives and objectives and
measuring 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

81. Linking Your Content Strategy To SMART Objectives
SMART Objective
Target Audience
Content Strategy

82. How To Think About Content
Ideas Features News How To
Idea Pieces Highlights Breaking News Tips
Interviews Reviews Policy News Tutorials
Opinion Stories Data Lists
Analysis Case Studies Reports Resources
Real Time Original
Planned Curated

83. Editorial Calendar Example
January 2013
Include hashtags (#) and URL resources for staff to do some research on topics
United Ways of California www.unitedwaysCA.org 83

84. Date Hook Web Email Facebook Twitter Blog
1
2
3
4
5
6
7
1. Volunteer?
2. Brainstorm an editorial
calendar for one week.
3. Use template, sticky notes,
and poster paper

85. 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

86. 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

87. Measuring Your Content
Result Metrics Analysis Question
Consumption 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 Calls
Revenue Dollars Does your content help you raise money, recruit
Donors
Volunteers
volunteers or save time?

88. You Don’t Have To Measure All Right Away

89. Use Data To Make Better Decisions
Look for patterns

90. Coffee Break

91. Mindful
Social Media or
Mind Full?
Photo by pruzicka

92. Managing Your Attention Online: Why Is It An Important
Networking Skill?

93. Self-Knowledge Is The First Step
1. 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 you're 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

94. What’s Your Attention Focusing Score?
Source: Lulumonathletica
0…1…2…3…4…5…6…7…8…9…10
Mindful Online………………………………………………………..Need Help Now

95. What does it mean to manage your attention while your
curate 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

97. 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

98. Takeaways: Share Pairs
• What’s one tip or technique that you
can put into practice next week to be
more mindful online?

99. Closing Circle and Reflection

100. Thank you!
www.bethkanter.org
www.facebook.com/beth.kanter.blog
@kanter on Twitter