4. Stand if you have one of these with you … (phone,
not cat)
Raise your hand if you use it to connect on social
networks …
5. Find someone near you, introduce yourselves, and share your
burning question
6. Take a photo of the other person and share on Twitter,
Instagram, or Facebook using #netnon hashtag along with
your 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 Down
Is your arts organization using these tools?
Photo by net_efekt
10. CRAWL WALK RUN FLY
Maturity of Practice: 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
Best Practices
Measurement and
learning in all above
Marketing Strategy
Development
Culture Change
Network Building
Many champions and free
agents work for you
Multi-Channel Engagement,
Content, and Measurement
Reflection and Continuous
Improvement
11. Share Pair: Where is your organization?
Where is your organization now? What does that look
like? What do you need to get to the next level?
12. Maturity of Practice: Crawl-Walk-Run-Fly
Categories Practices Average
CULTURE Networked Mindset 2.0
Institutional Support 1.8
CAPACITY Staffing 1.3
Strategy 1.4
MEASUREMENT Analysis 1.0
Tools 1.5
Adjustment 1.7
LISTENING Brand Monitoring 1.3
Influencer Research 1.8
ENGAGEMENT Ladder of Engagement 1.6
CONTENT Integration/Optimization 1.1
NETWORK Influencer Engagement 1.8
Relationship Mapping 1.2
1 2 3 4
0% 20% 40% 60% 80%
Crawl
Walk
Run
Fly
Master Class Survey: Average All Indicators
14. 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
15. Maturity of Practice: Networked Mindset
CRAWL WALK RUN FLY
Understanding of
networks that are
connected to
organization
Listening to and
cultivating
relationships with
networks based on
mapping networks.
Comfort level with
greater organizational
openness and
transparency.
Leadership is using
social networks and
comfortable with
showing personality.
Leadership is
comfortable using
decentralized decision-
making and collective
action with networks.
Considers people inside
and outside of the
organizations as assets
in strategy.
0% 10% 20% 30% 40% 50%
CRAWL
WALK
RUN
FLYCULTURE: Networked Mindset 2.0
“Our senior leaders use blogs, but
more to share interesting vignettes
rather than as an attempt at
transparency..”
16. One Tweet by Artistic Director = 1,000 by Staff
Open and accessible to the
world and building
relationships
Making
interests, hobbies, passions
visible creates authenticity
19. The Networked CEO or Artistic Leader
What do they 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?
http://www.bethkanter.org/nonprofit-ceo-leaders/
20. Maturity of Practice: CWRF – Institutional Support
CRAWL WALK RUN FLY
Social media policy
is drafted and
gaining support
through “road
shows” with
departments
Social media policy
has been discussed
and approved by
leadership.
Social media staff
position includes
facilitating training
other staff to use
social networks.
All staff use social
media effectively to
support organization
objectives.
1.8
0% 10% 20% 30% 40% 50% 60%
CRAWL
WALK
RUN
FLYCULTURE: Social Media Policy
“Social media is somewhat overlooked as
an effective channel for engagement.
Although our office has policies in
place, there are many who don't
implement them.”
21. Best Practice: Write Down the Rules – Social Media Policy
http://www.bethkanter.org/category/organizational-culture/
22. Social Media Policy – All Staff Participate
http://www.bethkanter.org/staff-guidelines/
23. @rdearborn works for UpWell and she
LOVES sharks.
Leverage Staff Personal Passion In Service of Mission
24. Share Pair: What are some institutional culture
issues you need to address? How will you address
them?
25. Maturity of Practice: CWRF -Capacity
CRAWL WALK RUN FLY
5 hours or less per week
of staff time is invested
5-19 hours per week of
staff time is invested in
one position. Other staff
or intentions implement
social media.
20-29 hours per week
of staff time in a
dedicated social
media position. Other
staff or interns or
influencers implement
social media strategy.
30-40 hours of staff time is
invested in a dedicated
social media position with
support staff. Other staff
or interns or influencers
implement social media.
1.3
0% 20% 40% 60% 80%
CRAWL
WALK
RUN
FLYCAPACITY: Staffing
“It's really only me
(from three regular
staff members).”
27. Free
• Intern
• Volunteer
• Board
Members
Integrated
• Spread
tasks across
staff jobs
Staff
• Part-Time
Staff
• Full-Time
How 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 allocated
to social media?
30. • 3 person staff
• Social media
responsibilities in all three
job descriptions
• Each person 2-4 hours
per week
• Weekly 20 minute
meeting to coordinate
• Three initiatives to
support SMART
objectives
• Weekly video w/Flip
• Blogger outreach
• Facebook
Hybrid Model Adapted to Small Theatre
31. Share Pair: How can you make more time for social
media and digital? How to increase capacity?
What other tasks can you stop doing?
33. CWRF - STRATEGY
CRAWL WALK RUN FLY
Consideration of
communications strategy
with SMART objectives
and audiences and
strategies for branding
and web presence. Social
Media is not fully aligned.
Strategic plan with SMART
objectives 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 objectives and
audience definition.
Includes integrated
content, engagement
strategy, and formal
champions/influencer
program and working
with aligned partners.
Uses more than two
social media channels.
Strategic plan with SMART
objectives and audience
definition. Includes
integrated content,
engagement strategy, and
formal
champions/influencer
program and working with
aligned partners. Uses
more than three social
media channels. Formal
process for testing and
adopting social media
channels.
1.4
0% 20% 40% 60%
CRAWL
WALK
RUN
FLYCAPACITY: Strategy
“Social media aligns with
our branding.” .
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 AUDIENCE
Demographics of Social Media Users:
http://www.pewinternet.org/Reports/2013/Social-media-users.aspx
Arts Organization Study
http://pewinternet.org/~/media/Files/Reports/2013/PIP_ArtsandTechnology_PDF.pdf
Live Analytics Report – Ticket Master
http://www.musicalamerica.com/specialreports/SOCIAL-MEDIA.pdf
37. • Reach/Research, Engagement, Action, Dollars
Results
1. How many?
2. By when?
3. Measure
POST: SMART OBJECTIVES - RESULTS
38. 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.
POST APPLIED: SMALL ARTS NONPROFIT
39. SMARTER SOCIAL MEDIA: CREATE A POSTER
Create A Poster
SMART
OBJECTIVE
TARGET
AUDIENCES
43. Maturity of Practice: CWRF – Content
CRAWL WALK RUN FLY
Shares content that
may be relevant to
audience, but not
consistently and not
measuring
Uses an editorial
calendar to align
content with objectives
and audiences to
publish across
channels consistently –
aligns with program
and advocacy
calendars
Uses an editorial
calendar to align
content with objectives
and audiences to
publish across
channels consistently
and measures
performance
Uses an editorial
calendar to align
content with objectives
and audiences to
publish across
channels consistently,
measures
performance, and uses
data to plan content
1.6
0% 20% 40% 60%
CRAWL
WALK
RUN
FLYCONTENT STRATEGY
“An editorial calendar is created each
year to identify events, programs and
institutional priorities and ensure that
they are reflected on social media in a
timely manner.”
46. Editorial Calendar Example
January 2013
United Ways of California www.unitedwaysCA.org 46
Include hashtags (#) and URL resources for staff to do some research on topics
47. Social 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
48. 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
Photo Source: Beth Kanter
Friending the Finish Line Peer Group
49. 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
50. Result Metrics Analysis Question
Consumption Views
Reach
Followers
Does your audience care about the topics your
content covers? Are they consuming your
content?
Engagement Re-tweets
Shares
Comments
Does your content mean enough to your
audience for them to share it or engage with it?
Action Referrals
Sign Ups
Phone Calls
Does your content help you achieve your goals?
Revenue Dollars
Donors
Volunteers
Does your content help you raise money, recruit
volunteers or save time?
Measuring Your Content
51. You Don’t Have To Measure All Right Away
http://bit.ly/npspreadsheet
52. Use Data To Make Better Decisions
Look for patterns
53. Maturity of Practice: CWRF - Listening
CRAWL WALK RUN FLY
Observing conversations and
receiving Google Alerts, but
not doing analysis
Tracking keywords,
influencers, or conversations
using free tools, but does
not have a formal
organizational process for
synthesis and reporting.
Tracking keywords,
influencers, and
conversations using free
tools and weekly/monthly
reporting and synthesis.
Tracking keywords,
influencers, and
conversations using free and
paid tools and
weekly/monthly reporting
and synthesis. Capacity to
use “real-time” information
to respond. Uses both to
make decisions, avoid social
media crisis before
escalating.
1.3
0% 20% 40% 60% 80% 100%
CRAWL
WALK
RUN
FLY
BRAND MONITORING
55. California Shakespeare Theater
California Shakespeare Theatre
California Shakespeare Festival
Cal Shakes
Jonathan Moscone
Susie Falk
As the season approaches -- the names
of that season's directors and
productions.
58. Share Pair: How can brand monitoring support
your art organization’s strategy? What key words
do you need to monitor?
59. Maturity of Practice: CWRF - Engagement
CRAWL WALK RUN FLY
Not using Informal description of
different levels of
engagement on different
platforms or across
platforms, but doesn’t
align with strategy or
measurement.
Formal description of
different levels of
engagement based on
survey or qualitative
research. Aligns with
strategy, but does not
measurement process for
all steps.
Formal description of
different levels of
engagement based on
survey or qualitative
research. Aligns with
strategy and collects data
and reports organized by
engagement and
conversion levels.
1.1
0% 20% 40% 60% 80% 100%
CRAWL
WALK
RUN
FLY
LADDER OF ENGAGEMENT
61. What’s Important: Ladder of Engagement
• Defined Objective
• Clearly designated
steps
• A way to track process
• Many entry points
62. Think and Write (or Tweet - #netnon): What do you want your audience
to do? What are the runs that lead to that action? What digital
channels will you use?
63. Takeaways: Share Pairs
• What’s one tip or technique that you
can put into practice next week to
improve your social strategy?
• Remaining questions ?
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.http://www.flickr.com/photos/oreoqueen/3235090633/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/jonathandesign/7031920221/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/bdfbrasil/2416260064/sizes/m/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/levymh/6891554365/in/faves-cambodia4kidsorg/
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.https://docs.google.com/spreadsheet/ccc?key=0AtsV5h84LWk0dFhENWFXVzBwZ2lWOGlzazZSek5Iemc#gid=1
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)
http://www.flickr.com/photos/monkeyc/324659432/
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.
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.
http://www.flickr.com/photos/siette/2470934835/sizes/o/http://www.wildwomanfundraising.com/slacktivism-is-good/A 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
http://www.flickr.com/photos/siette/2470934835/sizes/o/A 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