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Financial Officers Group

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Financial Officers Group

  1. Creating, Developing, Implementing the Social Media Policy That’s Right for Your Organization<br />Foundation Financial Officers Group<br />October 7, 2010<br />
  2. What we’re going to cover today ….<br /><ul><li> Culture Change and Social Media Policy Development - Beth Kanter
  3. Social Media Policy Development: Foundation Case Study - Liz Karlin
  4. Q/A </li></li></ul><li>Beth Kanter<br />http://www.bethkanter.org<br />
  5. Liz Karlin<br />David and Lucile Packard Foundation<br />Lkarlin@packard.org<br />(650) 917-7208<br />
  6. The Networked Nonprofit<br />
  7. What is a Networked Nonprofit?<br />
  8. Why? <br />
  9. Complex social problems that outpace the capacity of any individual organization<br />Photo by uncultured<br />
  10. In a networked world, nonprofits need to work less like this<br />Source: David Armano The Micro-Sociology of Networks<br />
  11. And more like this ….<br />With apologies to David Armano for hacking his visual! Source: The Micro-Sociology of Networks<br />
  12. The Networked Nonprofit <br />
  13. Theme: Social Culture<br />
  14. Loss of control over their branding and marketing messages<br />Dealing with negative comments<br />Addressing personality versus organizational voice (trusting employees)<br />Make mistakes<br />Make senior staff too accessible<br />Perception of wasted of time and resources <br />Suffering from information overload already, this will cause more<br />
  15. The Black Smoke Monster on LOST<br />
  16. Leaders understand the power behind the tools ….<br />
  17. Leaders Experience Personal Use<br />
  18. Describe results versus tools<br />
  19. Making Social A Cultural Norm …. <br />
  20. Joyful funerals<br />
  21. Closed Work Style<br />
  22. Transparents<br />Sponges<br />
  23. Do we have to share everything?<br />Flickr by uncorneredmarket<br />
  24. Codifying A Social Culture: Policy<br /><ul><li> Encouragement and support
  25. Why policy is needed
  26. Cases when it will be used, distributed
  27. Oversight, notifications, and legal implications
  28. Guidelines
  29. Identity and transparency
  30. Responsibility
  31. Confidentiality
  32. Judgment and common sense
  33. Best practices
  34. Tone
  35. Expertise
  36. Respect
  37. Quality
  38. Additional resources
  39. Training
  40. Operational Guidelines
  41. Escalation
  42. Policy examples available at wiki.altimetergroup.com</li></ul>Source: Charlene Li, Altimeter Group<br />
  43. Be professional, kind, discreet, authentic. Represent us well. Remember that you can’t control it once you hit “update.”<br />
  44. Testing the policies: Refining, Educating<br />
  45. Operational guidelines need to be specific and include examples<br />
  46. Social Culture<br />Treats skepticism as a conversation starter, not stopper<br />Leaders understand the power behind the tools<br />Leaders are open to reverse mentoring if needed<br />Describe results<br />Social is the cultural norm<br />Try it and fix it approach<br />Value learning<br />Social media policy is not just a piece of paperTransparency is not viewed as black and white <br />
  47. The Networked Nonprofit<br />
  48. Part 2:Social Media Policy Development<br />
  49. Does Your Organization Need a Social Media Policy?<br />Does your organization already have a Social Media policy in place? What issues might you be interested in covering with a policy that are important to your organization?<br />
  50. Where Do We Begin?<br />Asking questions:<br />Internal<br />How are staff currently using social media? <br />What questions do staff have about how/when to use it? <br />What are the most important issues to be covered by a policy?<br />External<br />What are our peers doing? What does a Social Media policy look like?<br />
  51. Start with a Philosophy <br />The guiding principle that describes the organization’s overall approach to Social Media use<br />Packard Social Media Philosophy:<br />Staff are encouraged to be good ambassadors for the Foundation in their work online and offline. Staff may use social media to listen, learn and share information in an immediate and transparent manner in pursuit of impact; and to do so in line with our values, with good judgment and respect. <br />
  52. Identify Key Topics for our Organization<br />Personal vs Work-related Identity<br />Lobbying <br />Non-partisan organization<br />Networking<br />
  53. Personal or Work-Related Identity<br />Personal Email<br />Identifies Employer<br />Packard’s Approach:<br />Personal vs Work-related identities are not always clear from profiles or content. Be sure to claim your views as personal when appropriate. <br />
  54. Lobbying and Partisan Activities<br />Packard’s Policy:<br />“If you are blogging or posting to social media sites in your professional capacity, you may not engage in lobbying activities or political campaigns. <br />You may exercise your right as an individual to participate in the political or legislative process, but the Foundation asks that you take utmost care to ensure that your position with the Foundation is not involved and not perceived to be involved in these activities.”<br />
  55. Networking, Friending and Connecting <br />Packard’s Policy:<br />“Keep in mind that online interactions should generally mirror in-person relationships.”<br />
  56. Is a Policy Enough?<br />
  57. Looking Ahead<br />Keep the policy current and relevant<br />Stay informed of external and internal factors<br />

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