Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
1. Becoming A Networked Arts Nonprofit
Train the Trainers
Beth Kanter, Master Trainer
Arts Boot Camp - - April 3, 2013
2. Write Down and Post It
What are your greatest
hopes for your
organization’s
integrated digital
strategy, delivering the
program?
What are your
concerns?
What are your burning
questions?
4. The Afternoon Agenda
AGENDA
OUTCOMES
Introduction Get Inspired
Crawl, Walk, Run, Fly Understand how being
networked can reach
Networked Mindset your goals
Institutional Support
Break FRAMING
Strategy and Measurement Interactive
Content Strategy Fun
Webinar Tips Transdisciplinary
#netnon
Eat Your Own Dog Food!
5. Raise Your Hand If Your Digital Strategy Goal Is ….
Improve relationships
Increase awareness
Increase traffic referral
Increase engagement
Increase dollars
Increase action
6. Is Your Nonprofit Using Online Social
Networks for Social Change?
Stand Up, Sit Down
Photo by net_efekt
7. Stay standing if your organization is using any of
the digital tools and getting results?
8. 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
9. Where to focus …
CRAWL WALK RUN FLY
Linking Social with Ladder of Network Building
Marketing Strategy Results and Engagement
Development Networks Many champions and free
Content Strategy agents work for you
Culture Change Pilot: Focus one
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
10. Four Corners of the Room
Where is your organization now? What does that look
like? What do you need to get to the next level?
CRAWL RUN
Walk FLY
11. Maturity of Practice: Crawl-Walk-Run-Fly
Categories Practices Average
CULTURE Networked Mindset 2.3
Institutional Support 1.5
CAPACITY Staffing 1.8
Strategy 1.5
MEASUREMENT Analysis 1.5
Tools 2.0
Adjustment 1.8
LISTENING Brand Monitoring 1.5
Influencer Research 1.3
ENGAGEMENT Ladder of Engagement 1.5
CONTENT Integration/Optimization 1.8
NETWORK Influencer Engagement 2.0
All Indicators
Relationship Mapping 1.3
C4 Atlanta
Theatre Bay Area
1 2 3 4 Austin Creative Alliance
The Alliance of Resident
Theatres/New York
LA Stage Alliance
Arts & Cultural Alliance of
Central Florida
0.0 0.5 1.0 1.5 2.0 2.5
12. 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
13. 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
CULTURE: Networked Mindset showing personality. organizations as assets
FLY in strategy.
RUN
“We have a small staff so
WALK
the leadership relies on
CRAWL staff to make
0% 5% 10% 15% 20% 25% 30% 35% suggestions, provide
feedback and to allows
2.3 collective action. “ (Austin
14. Leading With A Network Mindset: Shift From Push To Pull
SF Goodwill's CEO, Debbie Alvarez-Rodriguez
16. The Networked CEO: 1 Tweet = 1000 by Staff
Open and accessible to the world and
building relationships
Making interests, hobbies, passions visible
creates authenticity
18. 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?
19. Maturity of Practice: CWRF – Institutional Support
CRAWL WALK RUN FLY
Social media policy Social media policy Social media staff All staff use social
is drafted and has been discussed position includes media effectively to
gaining support and approved by facilitating training support organization
through “road leadership. other staff to use objectives.
shows” with social networks.
departments
CULTURE: Social Media Policy
FLY
“Leadership is very involved in social media
RUN strategies, and most of the staff is social media
savvy and engaged, though not all activity is
WALK strategized together. “ (LA Theatre Alliance)
CRAWL “Social media policy has been drafted but sits
on back burner, lacking leadership buy-
0% 20% 40% 60% 80%
in, departmental coordination, and enough
time/staff to develop/execute plan. “
1.5 )
20. Best Practice: Write Down the Rules – Social Media Policy
http://www.bethkanter.org/category/organizational-culture/
21. Social Media Policy – Living Document
• Encouragement and support • Best practices
• Tone
• Why policy is needed • Expertise
• Cases when it will be • Respect
used, 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
22. Social Media Policy – All Staff Participate
http://www.bethkanter.org/staff-guidelines/
23.
24. Share Pair: What are some institutional culture
capacity building issues you will face? What are
your first steps?
29. Maturity of Practice: CWRF – Relationship Mapping
CRAWL WALK RUN FLY
Lists organizations or Uses low tech methods Uses low tech methods Uses low tech methods
partners but has not (drawings and sticky and free social network and free and paid social
visualized or identified notes) to visualize analysis tools to visualize network analysis tools
new ones. networks of individuals networks of individuals and uses resulting
and organizations and organizations. Uses visualizations to inform
data to inform strategy strategy and/or measure
and tactics. results.
RELATIONSHIP MAPPING
FLY
RUN
1.5
WALK
CRAWL
0% 10% 20% 30% 40% 50% 60% 70%
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 on your org’s map
2. Use sticky notes, markers and
poster paper.
3. Think about marketing 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?
35. CWRF - STRATEGY
CRAWL WALK RUN FLY
Consideration of Strategic plan with SMART Strategic plan with Strategic plan with SMART
communications strategy objectives and audiences SMART objectives and objectives and audience
with SMART objectives for branding and web audience definition. definition. Includes
and audiences and presence, include strategy Includes integrated integrated content,
strategies for branding points to align social content, engagement engagement strategy, and
and web presence. Social media for one or two strategy, and formal formal
Media is not fully aligned. social media channels. champions/influencer champions/influencer
program and working program and working with
Capacity: Strategy with aligned partners. aligned partners. Uses
FLY
1.5 Uses more than two
social media channels.
more than three social
media channels. Formal
RUN
process for testing and
WALK adopting social media
channels.
CRAWL
“We use several social media outlets. The
0% 10% 20% 30% 40% 50% 60% content fits within mission. We do keep up
with reach measurements and test messages.
During specific campaigns, we align with
“Social media integration is
strategic partners--sometimes with
haphazard and barely
success, and other times the results are
existent.”
sporadic.” (C4 Atlanta)
36. POST FRAMEWORK
People
Objectives
Strategies
Tools
POST Worksheet from “Measuring the Networked Nonprofit”
37. 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?
38. POST: SMART OBJECTIVES - RESULTS
Results
• Reach, Engagement, Action, Dollars
1. How many? 5. Reflect
2. By when? 3. Benchmark
4. Measure with metrics
39. POST APPLIED: SMALL ARTS 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.
40. SMARTER SOCIAL MEDIA: CREATE A POSTER
Create A Poster
SMART
OBJECTIVE
TARGET
AUDIENCES
SUCCESS
METRICS
41. SMARTER SOCIAL MEDIA: GALLERY WALK
Hang Your
Poster Next To
Your Network
Poster
Look at other
posters
Leave Notes
43. Maturity of Practice: CWRF -Capacity
CRAWL WALK RUN FLY
5 hours or less per week 5-19 hours per week of 20-29 hours per week 30-40 hours of staff time is
of staff time is invested staff time is invested in of staff time in a invested in a dedicated
one position. Other staff dedicated social social media position with
or intentions implement media position. Other support staff. Other staff
social media. staff or interns or or interns or influencers
influencers implement implement social media.
social media strategy.
CAPACITY: STAFFING
FLY
RUN
1.8
“I am the staff member who
WALK
manages our
social media efforts, but it is a
CRAWL
small fraction of my duties.”
0% 10% 20% 30% 40% 50% 60%
44. You want me to Tweet
too? Who has time? Privacy?
45. Options for Getting the Work Done
Free Integrated Staff Staff
• Intern • Spread • Part-Time • Full-Time
• Volunteer tasks across • Hybrid
• Board staff jobs Model
Members
46. Hybrid Model Staffing – Larger Organizations
Source: SSIR – Mogus, Silberman, and Roy
47. Hybrid Model Adapted to Small Nonprofit
• 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
51. Maturity of Practice: CWRF - Listening
CRAWL WALK RUN FLY
Observing conversations and Tracking keywords, Tracking keywords, Tracking keywords,
receiving Google Alerts, but influencers, or conversations influencers, and influencers, and
not doing analysis using free tools, but does conversations using free conversations using free and
not have a formal tools and weekly/monthly paid tools and
organizational process for reporting and synthesis. weekly/monthly reporting
synthesis and reporting. and synthesis. Capacity to
use “real-time” information
to respond. Uses both to
make decisions, avoid social
media crisis before
LISTENING: Brand Monitoring escalating.
FLY
“Goodness. We don't even get Google
RUN
1.8 Alerts. And - observing conversations?
WALK
I do, on Twitter, when I can, but it's
not systematic.”
CRAWL
“Our process isn't formal but we do
0% 10% 20% 30% 40% 50% 60% 70% look at the information regularly and
adjust messages and, in some
cases, how we portray our brand.” C4
52. Repeat Key Words
Purpose
Brand Monitoring
Customer Service
Engagement
Content Curation
Analysis Dashboard
Respond
53. 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.
55. Manual Content Analysis
Authority
Visibility
Tone
Messages Pages 133-137
Communicated
Conversation
Type
56. Maturity of Practice: CWRF - Engagement
CRAWL WALK RUN FLY
Not using Informal description of Formal description of Formal description of
different levels of different levels of different levels of
engagement on different engagement based on engagement based on
platforms or across survey or qualitative survey or qualitative
platforms, but doesn’t research. Aligns with research. Aligns with
align with strategy or strategy, but does not strategy and collects data
measurement. measurement process for and reports organized by
all steps. engagement and
conversion levels.
ENGAGEMENT
FLY
RUN
WALK
1.5
CRAWL
0% 10% 20% 30% 40% 50% 60% 70%
57. Ladder of Engagement
Champion
Action
Engagement
Interest Social
Media
Awareness
Strategies and Tactics to move people up the ladder, measure
conversions
58. 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 objectives content with objectives content with objectives
consistently and not and audiences to and audiences to and audiences to
measuring publish across publish across publish across
channels consistently – channels consistently channels consistently,
aligns with program and measures measures
and advocacy performance performance, and uses
calendars data to plan content
CONTENT STRATEGY
FLY
RUN
1.8
WALK
CRAWL
0% 10% 20% 30% 40% 50% 60%
59. Linking Your Content Strategy To SMART Objectives
Objective
Target Audience
Content Strategy
60. 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
61. 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 61
62. 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
63. 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
64. 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
65. 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?
69. Orientation
• Please arrive on the call promptly as we'll begin shortly after the
call starts
• Please announce yourself once you get on the conference call
• Call from your land land line, if possible.
• Dial the participant passcode slowly or you may get a message
that says the code in invalid. If you get this message, please try
dialing in again and re-entering your code - SLOWLY.
• Please do not use a speaker phone or speakers without a
headphone as this creates an echo
• Speak up on the call
If there is background noise, please mute your phone.
70. Peer Learning Calls
DATE/TIME TOPIC HOMEWORK
June Orientation Discuss and identify pilot that is
Participant Assessment an organizational priority, easy
Tuesday, 4 PM
Hopes and Concerns win
July Capacity and Culture Create 1s Draft of Social Media
Policy and Review
Tuesday, 4 PM
Intern Job Description
August Strategy and Measurement Identify Objectives, Metrics for
Success, and Audience
Tuesday, 4 PM
September Listening and Engagement Identify keywords and set up
Mention
October Content Create Editorial Calendar
November Measurement Measure Content
December Learning Culmination Case Study
Automate your reminders via Email – weekly and 2 hours before
Post on Facebook Group
71. Peer Learning Conference Calls: Structure
Check In
Next Action
Content
Steps
Might require
some coaching
Show and
Discussion
Tell
72. RUNNING THE CALL: BEFORE
• Have water, chocolate, and take care of your bio needs before
call
• Test your head set
• Have hard copy of the slides just in case
• Open up the lines 15 minutes before
• As people arrive greet them and do a rolling roll call
• Refer technical issues to the tech support line
• Helps to have an attendance template to check off
• Don’t let there be any dead air
• Welcome slide should encourage use of chat
• Put people on mute or give them the key code to do so
• Do the countdown to get started
• Three minutes after the hour, do the final role call
• Start the all with a recording
• Make co-moderator a co-presenter
73. RUNNING THE CALL: DURING
• Review the participation rules – mute unless asked to unmute,
use the chat to ask questions
• Have a co-moderator look at the chat as you go and pause to ask
them for relevant questions
• Don’t get derailed
• Have more slides than you think you need – Webinars can handle
the visual stimulation
• Make use of the polls for interaction and especially for your
measurement plan
• Between segments, pause and when you ask for people to type
into the chat
• Ask people to stretch at halfway point
• When you do voice interaction, use chat to takes note to
summarize points
74. RUNNING THE CALL: AFTER
• Immediately post notes, chat archive, and slides to the wiki
• Let people know material has been posted in the FB Group
• Email the notes
• Check in during the month in the Facebook Group re: homework
• Identify show and tell presenter
• Prompt people to post in FB group in between phone meetings
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.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
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 …..
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 ..https://twitter.com/UdiACLU/status/What 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 Ow.ly 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.
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.
CRAWL: I am the staff member who manages our social media efforts, but it is a small fraction of my duties.
http://www.ssireview.org/blog/entry/four_models_for_organizing_digital_work_part_twoHybrid is the most progressive and the most conducive to producing continuous innovation at the pace of digital change. In this model, different business units continue to build their own capacity based on their specific needs, but all digital staffers are connected to and supported by a central and strong digital experience team that directs the whole system toward long-term strategic goals. With this model, the culture of the central digital team is practicing what we’ll call “open leadership”: service oriented, highly collaborative, hyper-connected listeners, who also have the technical and content expertise to be high-value strategists. They take on leadership of high-leverage or high-risk projects themselves, but leave space for others to lead on their own initiatives. This may sound ideal, but in practice it is a more organic model than most institutions are comfortable with. It’s actually unclear whether this model can actually exist if the rest of the institution is highly silo-ized, politicized, and competitive. To be sustainable, support for this new type of collaborative leadership needs to come via a larger change initiative from the top that moves toward looser, more adaptive structures overall.Jason Mogus is the principal strategist at Communicopia, a Webby Award-winning digital consultancy that helps social change organizations adapt to a networked world. Jason has led digital transformation projects for the TckTckTck global climate campaign, The Elders, NRDC, the United Nations Foundation, and the City of Vancouver, and he is the founder of the Web of Change community. Michael Silberman is the global director of Digital Innovation at Greenpeace, where he leads a lab that envisions, tests, and rolls out creative new means of engaging and mobilizing supporters in 42 countries. Silberman is a co-founder of EchoDitto, a digital consultancy that empowers leading organizations to have a greater impact through the creative use of new technologies. Follow Michael on twitter: @silbatron. Christopher Roy is a senior strategist with Communicopia and the founder of Open Directions. He works with social purpose organizations and businesses to create clear strategies and tactical plans that harness the full potential of online engagement for creating change.
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
Will hand out worksheets
California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the names of that season's directors and productions.
The action learning projects are very critical to the success of the program .. So I will be measuring
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 …
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