Successfully reported this slideshow.
We use your LinkedIn profile and activity data to personalize ads and to show you more relevant ads. You can change your ad preferences anytime.

The leadership that Digital Demands with Shoni Field and Ryann Miller


Published on

Digital touches every aspect of an organization, so it needs strategic, next-level leadership if its truly going to thrive. Because it’s not just the work itself; it’s also about the best ways to get the work done. You’ll learn how to structure digital teams, and what to ask for and expect from them. You’ll also understand the importance of silo busting, iterative processes, collaboration frameworks and how the customer experience (CX) demands of digital can change organizational culture. From strategic culture through leadership, and talent Shoni and Ryann will walk you through the requirements of a thriving digital environment.

Shoni Field
Shoni is Chief Development Officer at the BC SPCA, overseeing a full spectrum fundraising program raising $30+ million annually. She has been fundraising for 21 years, specializing in direct response. She presents on digital fundraising nationally and internationally. When not fundraising she advocates for voting reform and bakes fancy cakes.

Ryann Miller
Hi I’m Ryann Miller, Director of Partnership at Grassriots, a boundaries-pushing global strategic and creative agency based in Toronto, that serves the social profit sector. I help social profits use digital and integrated strategies for fundraising, marketing, advocacy and engagement. I’ve been doing and learning digital for 13 years: most recently at Care2 for 8 years, where I helped to build the Canadian market. I’m big on sector growth, big on building relationships, and big on leveraging digital maturity to help organizations level up. I have two little boys and one big dog, and they’re the focus of much of my non-working hours.

Published in: Government & Nonprofit
  • Login to see the comments

The leadership that Digital Demands with Shoni Field and Ryann Miller

  1. 1. The Leadership That Digital Demands #digitalleadership Unceded Coast Salish Territory of the xʷməθkʷəy̓ əm (Musqueam), Skxwú7mesh (Squamish) & Səl̓ílwətaʔ (Tsleil-Waututh) // Vancouver
  2. 2. Ryann Miller Shoni Field
  3. 3. Agenda Slide Why digital leadership is so important Digital maturity Digital teams Strategy and culture Wrap up and Q&A
  4. 4. Why digital leadership is so important Internet user penetration in Canada * from statista Animal welfare 60-70% 1st contact digital 60% new donors digital What do these numbers look like for your organization/ sector?
  5. 5. digital teams, who dis? Why do digital teams need next level leadership?
  6. 6. “digital maturity — how organizations systematically prepare to adapt consistently to ongoing digital change. Digital maturity draws on a psychological definition of “maturity” that is based upon a learned ability to respond to the environment in an appropriate manner.” ACHIEVING DIGITAL MATURITY, Adapting Your Company to a Changing World. GERALD C. KANE, DOUG PALMER, ANH NGUYEN PHILLIPS, DAVID KIRON, AND NATASHA BUCKLEY, 2017.
  7. 7. maturity needs leadership Digital maturity happens at the intersection of the following three areas of organizational operation: PEOPLE PROCESS CULTURE …so the secret to a thriving digital team is a thriving organization.
  8. 8. digital is what, again? It was: A bunch of of tactics. In isolation. It is: A strategy that serves the whole purpose of the organization. How: Visionary leadership.
  9. 9. digital teams, do I really have to? What happens if I don’t? the digital imperative
  10. 10. We published a survey for digital team members and managers. Here are some sobering stats! digital teams
  11. 11. Who responded 90
  12. 12. 82% of managers have recently hired or are actively investing in new digital roles.
  13. 13. 58% Believe a competitive job market is the biggest challenge they face hiring for a digital role with compensation being the next.
  14. 14. 42% Of managers have experienced significant turnover in digital roles in the past two years.
  15. 15. So then: Lots of hiring Lots of competition Lots of turnover
  16. 16. digital teams, what makes the good ones good? Four core elements
  17. 17. 1. Hire smart: hire for primary and secondary skillsets (and stop expecting digital people to know everything about everything, we’d never do that with fundraisers) 2. Agile work approach: collaborative, focused on openness to learning, iterative and empowered; use and refine processes and frameworks 3. Data for decisions: Data-informed and supporter/user journey focused 4. Start and end with strategy: tie the strategy into tactics and tests; that’s how you get internal buy- in and over time, more budget (see my checklist at the end)
  18. 18. 1. Marketing / fundraising 2. Technical / programming 3. Data 4. Design, graphics Digital maturity means each bucket is at least ⅔ full Skill set buckets Think along the lines of primary and secondary skill sets Recognize relative experience and real skills Be cautious about hiring a tech person first (bc strategy should be in the drivers seat)
  19. 19. digital teams, what to expect and how to retain ? ● Connecting Impact ● Advancement & Professional Development ● Manage for change
  20. 20. digital teams, how to structure? ● Decentralized, decentralized, hybrid and product teams OH MY!
  21. 21. your roadmap to digital visionary leadership understanding digital the digital imperative and what makes a good team good. how to build, structure, and retain good people and what they’ll want from you. now: strategy and culture and the critical roles they play.
  22. 22. Digital Strategy No really, you need one! ● Identifies how digital is fulfilling org. priorities. ● Does identify key goals/KPI. ● Does not prescribe tactics. ● Is written down. ● Is approved by CEO. And no, a strategy is not a workplan!
  23. 23. Silo Busting Who owns digital? Spoiler alert: your audience doesn’t care. ● Shared spaces ● Shared goals ● Content strategies ● Cross departmental teams
  24. 24. Budget like digital is the key to future financial sustainability… (because it is) ● Budget for maintenance and innovation ● Use benchmarking to make the case for initial investment ● Use iteration and scaling up to build case for expansion Where are my elephants?
  25. 25. CX: They’re talking, but are you listening? ● How are you listening? ● Are there themes? ● What are you doing about it?
  26. 26. Innovation doesn’t have to mean big and shiny ● Data informed ● Opportunistic ● Small risks
  27. 27. Reactive is not a dirty wordWe’d use agile, but that word is taken, how about responsive...oh that too! Maybe nimble? ● Digital is referential, timely and fickle ● Advance plan = framework ● Executing the plan - highly collaborative to allow for “finishing”
  28. 28. Make it ok to fail ● Risk only what you can afford to lose ● Failure ≠ poor performance ● Don’t stop at the first failure.
  29. 29. Don’t be greedy Put your people’s wellbeing at the centre of a positive workplace culture ● Flexible hours ≠ all the hours. ● You have to feed curiosity and innovation. ● Stop making jokes about avocado toast!
  30. 30. maturity needs leadership Digital maturity happens at the intersection of the following three areas of organizational operation: PEOPLE PROCESS CULTURE So be intentional and strategic about your people, your processes and your professional culture.
  31. 31. Ryann’s 9 key questions checklist 1. Why do we want/need to do this? Why now? (big picture goals) 2. What are we aiming to accomplish? (the actual objectives/numbers) 3. How will digital help us get there (as opposed to another strategy or tactic)? 4. What people are needed for this campaign/project to succeed? Why? What are their roles and responsibilities? (DACI/RACI/similar framework) 5. What are the digital tactics that best fit the strategy and why? 6. How will we define success? This question has an internal application and an external application? No, really how (AKA numbers/metrics) 7. Are there tests that we can build in to this campaign to include in our ‘shared tests’ resource so our future-selves can thank our present-selves? 8. What lessons have we learned from past experiences that can help shape what we’re doing now? 9. How will we share our lessons learned with others?
  32. 32. resources Thank you! read with caution: um/detangling-digital for-eliminating-digital-departments/ digital-department-90a5b0e11b00 clic-effect-inc-/about/ management/raci-daci-understanding- product-management-responsibilities/
  33. 33. THANK YOU!
  34. 34. Q&A