Arts Master Class


Published on

Published in: Technology, Business
  • Be the first to comment

No Downloads
Total views
On SlideShare
From Embeds
Number of Embeds
Embeds 0
No embeds

No notes for slide
  • 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.
  • Our senior leaders use blogs, but more to share interesting vignettes rather than as an attempt at transparency.
  • So sharks aren’t really our focus. We work mostly on sustainable seafood and overfishing.But Ray reaaaaaaly loves sharks. This could be a big problem.
  • It's really only me (from three regular staff members)
  • This is a very small NGO in the US. The have 3 people on staff. Each staff person is responsible for one area of their social media related to a SMART objective.Increase awareness by producing one FLIP camera video per week and posting on YouTubeIncrease engagement by reaching out to and encouraging bloggers to write about the organization’s programsIncrease engagement and conversation about the organization’s program by posting content and engaging with fans on FacebookThey have a weekly 20 minute meeting to discuss their plans of what they’re going to do and evaluate how they did last week
  • 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.
  • 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.
  • image:
  • 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 …
  • California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the names of that season's directors and productions.
  • way to track processClearly designated stepsA well defined goalMany entry pointsWebsite SignupForm• Social Media• Online Petitions• Banner Ads• Paid Acquisition• List Chaperones• Whitepapers• Mobile List• Mobile &Facebook Apps• Face-to-Face• OfflineFundraising
  • way to track processClearly designated stepsA well defined goalMany entry pointsWebsite SignupForm• Social Media• Online Petitions• Banner Ads• Paid Acquisition• List Chaperones• Whitepapers• Mobile List• Mobile &Facebook Apps• Face-to-Face• OfflineFundraising
  • Arts Master Class

    1. Becoming A Networked Arts NonprofitUsing Social Media EffectivelyBeth Kanter, Master TrainerTheatre Bay Area – Master ClassMay 3, 2013
    2. Beth Kanter: Master Trainer, Author, and Blogger
    3. AGENDAOUTCOMESInteractiveFunTransdisciplinary#netnonFRAMINGIdentify onetakeaway to tweakyour social mediastrategy to getbetter resultsIntroductionCrawl, Walk, Run, FlyNetworked MindsetInstitutional SupportBreakStrategy and MeasurementContent StrategyClosingThe Morning Agenda: 10-1 PM
    4. Stand if you have one of these with you … (phone,not cat)Raise your hand if you use it to connect on socialnetworks …
    5. Find someone near you, introduce yourselves, and share yourburning question
    6. Take a photo of the other person and share on Twitter,Instagram, or Facebook using #netnon hashtag along withyour burning question
    7. Raise Your Hand If Your Digital Strategy Goal Is …. Improve relationships Increase awareness Increase traffic referral Increase engagement Increase dollars Increase action
    8. Stand Up, Sit DownIs your arts organization using these tools?Photo by net_efekt
    9. Are you getting results?
    10. CRAWL WALK RUN FLYMaturity of Practice: Where is Your Organization?Linking Social withResults andNetworksPilot: Focus oneprogram or channelwith measurementIncremental CapacityLadder ofEngagementContent StrategyBest PracticesMeasurement andlearning in all aboveMarketing StrategyDevelopmentCulture ChangeNetwork BuildingMany champions and freeagents work for youMulti-Channel Engagement,Content, and MeasurementReflection and ContinuousImprovement
    11. Share Pair: Where is your organization?Where is your organization now? What does that looklike? What do you need to get to the next level?
    12. Maturity of Practice: Crawl-Walk-Run-FlyCategories Practices AverageCULTURE Networked Mindset 2.0Institutional Support 1.8CAPACITY Staffing 1.3Strategy 1.4MEASUREMENT Analysis 1.0Tools 1.5Adjustment 1.7LISTENING Brand Monitoring 1.3Influencer Research 1.8ENGAGEMENT Ladder of Engagement 1.6CONTENT Integration/Optimization 1.1NETWORK Influencer Engagement 1.8Relationship Mapping 1.21 2 3 40% 20% 40% 60% 80%CrawlWalkRunFlyMaster Class Survey: Average All Indicators
    13. Culture and Capacity
    14. A Network Mindset: A Leadership Style• Openness, transparency, decentralized decision-making, andcollective action.• Listening and cultivating organizational and professionalnetworks 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 abroadcast model• Data-Informed
    15. Maturity of Practice: Networked MindsetCRAWL WALK RUN FLYUnderstanding ofnetworks that areconnected toorganizationListening to andcultivatingrelationships withnetworks based onmapping networks.Comfort level withgreater organizationalopenness andtransparency.Leadership is usingsocial networks andcomfortable withshowing personality.Leadership iscomfortable usingdecentralized decision-making and collectiveaction with networks.Considers people insideand outside of theorganizations as assetsin strategy.0% 10% 20% 30% 40% 50%CRAWLWALKRUNFLYCULTURE: Networked Mindset 2.0“Our senior leaders use blogs, butmore to share interesting vignettesrather than as an attempt attransparency..”
    16. One Tweet by Artistic Director = 1,000 by StaffOpen and accessible to theworld and buildingrelationshipsMakinginterests, hobbies, passionsvisible creates authenticity
    17. One Tweet by Artistic Director = 1,000 by Staff
    18. One Tweet by Artistic Director = 1,000 by Staff
    19. The Networked CEO or Artistic LeaderWhat do they spend timedoing that they could dobetter via social ?Whose work do theyrespect or feel inspired by?How will social improvethings they know alreadyand value?
    20. Maturity of Practice: CWRF – Institutional SupportCRAWL WALK RUN FLYSocial media policyis drafted andgaining supportthrough “roadshows” withdepartmentsSocial media policyhas been discussedand approved byleadership.Social media staffposition includesfacilitating trainingother staff to usesocial networks.All staff use socialmedia effectively tosupport organizationobjectives.1.80% 10% 20% 30% 40% 50% 60%CRAWLWALKRUNFLYCULTURE: Social Media Policy“Social media is somewhat overlooked asan effective channel for engagement.Although our office has policies inplace, there are many who dontimplement them.”
    21. Best Practice: Write Down the Rules – Social Media Policy
    22. Social Media Policy – All Staff Participate
    23. @rdearborn works for UpWell and sheLOVES sharks.Leverage Staff Personal Passion In Service of Mission
    24. Share Pair: What are some institutional cultureissues you need to address? How will you addressthem?
    25. Maturity of Practice: CWRF -CapacityCRAWL WALK RUN FLY5 hours or less per weekof staff time is invested5-19 hours per week ofstaff time is invested inone position. Other staffor intentions implementsocial media.20-29 hours per weekof staff time in adedicated socialmedia position. Otherstaff or interns orinfluencers implementsocial media strategy.30-40 hours of staff time isinvested in a dedicatedsocial media position withsupport staff. Other staffor interns or influencersimplement social media.1.30% 20% 40% 60% 80%CRAWLWALKRUNFLYCAPACITY: Staffing“Its really only me(from three regularstaff members).”
    26. We don’thave timeto do socialmedia!
    27. Free• Intern• Volunteer• BoardMembersIntegrated• Spreadtasks acrossstaff jobsStaff• Part-TimeStaff• Full-TimeHow Can You Make The Time?• What can you stop doing to make room for social media?• How can you increase the amount of organizational time allocatedto social media?
    28. TasksSocial Media OverviewAccountCreation/CustomizationSocial Media ResearchTemplate CreationBlog MonitoringBlog DraftsVideoPost Facebook ContentAnswer comments onFacebookCollect measurement dataUsing Interns Strategically
    29. Small Nonprofits: Recruit Skills-Based Volunteers
    30. • 3 person staff• Social mediaresponsibilities in all threejob descriptions• Each person 2-4 hoursper week• Weekly 20 minutemeeting to coordinate• Three initiatives tosupport SMARTobjectives• Weekly video w/Flip• Blogger outreach• FacebookHybrid Model Adapted to Small Theatre
    31. Share Pair: How can you make more time for socialmedia and digital? How to increase capacity?What other tasks can you stop doing?
    32. Strategy and Measurement
    33. CWRF - STRATEGYCRAWL WALK RUN FLYConsideration ofcommunications strategywith SMART objectivesand audiences andstrategies for brandingand web presence. SocialMedia is not fully aligned.Strategic plan with SMARTobjectives and audiencesfor branding and webpresence, include strategypoints to align socialmedia for one or twosocial media channels.Strategic plan withSMART objectives andaudience definition.Includes integratedcontent, engagementstrategy, and formalchampions/influencerprogram and workingwith aligned partners.Uses more than twosocial media channels.Strategic plan with SMARTobjectives and audiencedefinition. Includesintegrated content,engagement strategy, andformalchampions/influencerprogram and working withaligned partners. Usesmore than three socialmedia channels. Formalprocess for testing andadopting social mediachannels.1.40% 20% 40% 60%CRAWLWALKRUNFLYCAPACITY: Strategy“Social media aligns withour branding.” .
    34. PeopleObjectivesStrategiesToolsPOST FRAMEWORKExercise
    35. • What keeps them up at night?• What are they currently seeking?• Where do they go for information?• What influences their decisions?• What’s important to them?• What makes them act?POST: KNOW YOUR AUDIENCE
    36. POST: ASK YOUR AUDIENCEDemographics of Social Media Users: Organization Study Analytics Report – Ticket Master
    37. • Reach/Research, Engagement, Action, DollarsResults1. How many?2. By when?3. MeasurePOST: SMART OBJECTIVES - RESULTS
    38. PEOPLE: Artists and people in their communityOBJECTIVES:Increase engagement by 2 comments per post by FY 2013Content analysis of conversations: Does it make theorganization more accessible?Increase enrollment in classes and attendance at events by5% by FY 201310% students /attenders say they heard about us throughFacebookSTRATEGYShow the human face of artists, remove the mystique, getaudience to share their favorites, connect with otherorganizations.TOOLSFocused on one social channel (Facebook) to use bestpractices and align engagement/content with other channelswhich includes flyers, emails, and web site.POST APPLIED: SMALL ARTS NONPROFIT
    40. BREAK!10 minutes
    41. SMARTER SOCIAL MEDIA: GALLERY WALKHang YourPoster on WallLook at otherpostersLeave Notes
    42. Walking Speed Debrief: 60 Seconds
    43. Maturity of Practice: CWRF – ContentCRAWL WALK RUN FLYShares content thatmay be relevant toaudience, but notconsistently and notmeasuringUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently –aligns with programand advocacycalendarsUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistentlyand measuresperformanceUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently,measuresperformance, and usesdata to plan content1.60% 20% 40% 60%CRAWLWALKRUNFLYCONTENT STRATEGY“An editorial calendar is created eachyear to identify events, programs andinstitutional priorities and ensure thatthey are reflected on social media in atimely manner.”
    44. ObjectiveAudienceContent StrategyLinking Your Content Strategy To SMART ObjectivesListening andEngagement
    45. HighlightsReviewsStoriesCase StudiesBreaking NewsPolicy NewsDataReportsTipsTutorialsListsResourcesFeatures News How ToHow To Think About ContentIdea PiecesInterviewsOpinionAnalysisIdeasReal TimePlannedOriginalCurated
    46. Editorial Calendar ExampleJanuary 2013United Ways of California 46Include hashtags (#) and URL resources for staff to do some research on topics
    47. Social Content Optimization• Focus on publishing high-quality, engaging, relevantcontent• Timing and Frequency• Post questions• Use images/visuals, but varytype of content and test• Clear to call to action• Follow your analytics
    48. Date Hook Web Email Facebook Twitter Blog12345671. Volunteer?2. Brainstorm an editorialcalendar for one week.3. Use template, stickynotes, and poster paperPhoto Source: Beth KanterFriending the Finish Line Peer Group
    49. It’s A Process: Ideas, Organize, Create, Measure• Allocate staff meetingtime• Regular contentbrainstorm meetings• Next steps at meeting• Have your metrics inhand
    50. Result Metrics Analysis QuestionConsumption ViewsReachFollowersDoes your audience care about the topics yourcontent covers? Are they consuming yourcontent?Engagement Re-tweetsSharesCommentsDoes your content mean enough to youraudience for them to share it or engage with it?Action ReferralsSign UpsPhone CallsDoes your content help you achieve your goals?Revenue DollarsDonorsVolunteersDoes your content help you raise money, recruitvolunteers or save time?Measuring Your Content
    51. You Don’t Have To Measure All Right Away
    52. Use Data To Make Better DecisionsLook for patterns
    53. Maturity of Practice: CWRF - ListeningCRAWL WALK RUN FLYObserving conversations andreceiving Google Alerts, butnot doing analysisTracking keywords,influencers, or conversationsusing free tools, but doesnot have a formalorganizational process forsynthesis and reporting.Tracking keywords,influencers, andconversations using freetools and weekly/monthlyreporting and synthesis.Tracking keywords,influencers, andconversations using free andpaid tools andweekly/monthly reportingand synthesis. Capacity touse “real-time” informationto respond. Uses both tomake decisions, avoid socialmedia crisis beforeescalating.1.30% 20% 40% 60% 80% 100%CRAWLWALKRUNFLYBRAND MONITORING
    54. Key WordsDashboardRespondAnalysisRepeatPurposeBrand MonitoringCustomer ServiceEngagementCrowdsourcingContent Curation
    55. California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the namesof that seasons directors andproductions.
    57. AuthorityVisibilityToneMessagesCommunicatedConversationTypeManual Content AnalysisPages 133-137
    58. Share Pair: How can brand monitoring supportyour art organization’s strategy? What key wordsdo you need to monitor?
    59. Maturity of Practice: CWRF - EngagementCRAWL WALK RUN FLYNot using Informal description ofdifferent levels ofengagement on differentplatforms or acrossplatforms, but doesn’talign with strategy ormeasurement.Formal description ofdifferent levels ofengagement based onsurvey or qualitativeresearch. Aligns withstrategy, but does notmeasurement process forall steps.Formal description ofdifferent levels ofengagement based onsurvey or qualitativeresearch. Aligns withstrategy and collects dataand reports organized byengagement andconversion levels.1.10% 20% 40% 60% 80% 100%CRAWLWALKRUNFLYLADDER OF ENGAGEMENT
    60. Engagement: Ladders, Pyramids, Journeys
    61. What’s Important: Ladder of Engagement• Defined Objective• Clearly designatedsteps• A way to track process• Many entry points
    62. Think and Write (or Tweet - #netnon): What do you want your audienceto do? What are the runs that lead to that action? What digitalchannels will you use?
    63. Takeaways: Share Pairs• What’s one tip or technique that youcan put into practice next week toimprove your social strategy?• Remaining questions ?
    64. Thank you! on Twitter