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  • This provides a lot of food for thought. The challenges that might keep an organization crawling when it should fly with social media seem very similar to the challenges that limit our ability to use evaluation as a tool for learning more generally. Interestingly, some of the foundations leading the way in using social media have also been leaders in evaluation as a tool for learning (more generally). While the social sector is making progress ( in learning how to apply assessment as a tool for learning and improving just as successful entrepreneurs do, we have a long way to go. I love the idea of a joyful funeral, but for standard evaluation topics that will be a difficult culture change. However, social media is so new that it could provide a window of opportunity for making that culture change. How do you see social media changing the culture or organizations to make them more open to learning from positive and negative comments? How can we help it lead the way?
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  • Agenda for today’s session –We’re going to look at definition of a leading w/network mindset, examples of foundation/nonprofit ceos and how they’re doing it, and discuss the ideaI’m going to share a “maturity of practice” framework for networked nonprofits and have you do a little self-assessment of where your foundation isMy indicator of success – leave this session with one idea that you can implement to start leading with a network mindset – and improve your org’s current practice.
  • 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.”
  • Let me tell you the story of one community foundation – going from crawling to walking ….This their new web site – they were not always out there connectingThey were not presence on social networksThere was resistance, particularly to the idea that all staff should be using the toolsFirst steps:Part of their strategy, they benchmarked all the nonprofit FB pages in their county – found that 80% were there- average 200 fans. This group was a key group they needed to reach and were missing out. If they could develop further develop their integrated content strategy and include FB with content for their audience they could expand their reach and also connect.
  • needed a policy – so they could get everyone on staff to participate – first to make the work flow efficient – and to leverage networks and get out of the silo of communications department.This was easy … -Road shows with department-Addressing concerns – like privacy – Chuckie Cheese story – privacy workshops …
  • 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 …
  • With content/engagement strategy and social media policy, now more staff are participating both online/offline – bridging the two. Out there connecting in the community and on FB.
  • 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.
  • To work with a network mindset means embracing an emerging leadership style that is characterized by greater openness, transparency, decentralized decision-making, and collective action. It means operating with an awareness of the networks you are embedded in, and listening to and cultivating these networks to achieve the impact you care about. It means exercising leadership through active participation. It means sharing by default. It means communicating through a network model, rather than a broadcast model—finding where the conversations are happening and taking part.Individuals leading with a network mindset are prioritizing activities that are often associated with facilitative or collaborative leadership. They’re seeking opportunities to distribute, rather than centralize, responsibility and authority. They’re convening diverse stakeholders, reaching out and engaging new participants in dialogues and projects, and generating coordination, cooperation and collaboration. They’re also working with an attentiveness to the nature of networks by creating and protecting spaces that build social capital (connectedness, trust, reciprocity), by brokering connections, especially across difference and nurturing self-organization, and by genuinely participating in networks and thereby leading by doing.More concretely, leading with a network mindset might, for a funder, mean:Developing an ecosystem awareness by mapping funding flows or relationships in order to better understand an issue area.Openly asking important questions, like the Packard Foundation did when they hosted their public Nitrogen Wiki for generating input to a new program strategy.Hosting town halls for listening to stakeholders—online and in-person—like Marguerite Casey Foundation has been doing with its Equal Voice campaign.Making and strengthening connections among other funders and stakeholders in an issue area.Pooling funds like the Hewlett, Packard, and McKnight Foundations have done to launch ClimateWorks.Listening to and participating in the blogosphere and Twitter stream related to an issue area, like program staff at the Robert Wood Johnson Foundation are working to do as part of their Web 2.0 Philanthropy initiative.
  • 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.
  • 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 .. 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
  • 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?
  • Here’s s
  • 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.
  • on sustainable seafood and overfishing.
  • 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.
  • A data-informed culture, something very different from a data-driven culture. The term “data-driven” has been used to describe organizations that rely solely on cold hard data to make decisions. Being data-driven sounds great—in theory. But, because it doesn’t acknowledge the importance of basing decisions on multiple information sourcesThe phrase “data-informed” is a far more useful label. Data-informed describes agile, responsive, and intelligent businesses that are better able to succeed in a rapidly changing environment.Data-informed cultures are not slaves to their data. Mario Morino uses the phrase “information-based introspection” to refer to using and applying data in context to excel.Multiple sources for decision-making are critical. “Data is an important part of the story, but not all of it. Nonprofits have to balance an overreliance on passion or belief in one's mission with over-fetishisation of data and analysis.”
  • The “Crawl, Walk, Run, Fly” Maturity of Social Media practice framework is in Beth’s next book, Measuring the Networked Nonprofit. We used to help us design the program, determine process outcomes, and help us evaluate our progress.Explain modelPhotos: Run
  • There’s another important organizational skill - data-informed this describes agile, responsive, and intelligent nonprofitsthat are better able to succeed in a rapidly changing environment and can fuel networks of networks. has a big hairy social change goal:  To harnesses teenage energy and unleash it on causes teens care about by launching a national campaign per week.  The call to action is always something that has a real impact and does not require money, an adult, or a car.   Their measurable goal is to get 5 million active teen members engaged in social change campaigns by 2015.    Their use of social media, mobile, and data all strategically selected and use to reach that goal.They are a networked nonprofit with a data informed culture – and it started at the top with their board and advisors ..Reid Hoffman and DjPatil – “A Data Scientist” – have advised the CEO – Nancy Lublin – not only what infrastructure is needed to collect and make sense of data, but how she as the leader can’t rely on hunches – decisions – have to be informed by data.
  • has two data analyst positions on staff .. And they aren’t sitting in the corner playing with their spreadsheetsWhile a big part of their job is to become the stewards of the dashboard, they work with staff – so that making sense of data Is not an adhoc process, but one of continous improvement of the programs. The data analysts work collaboratively with staff to help them apply and understand their data.
  • One of their organizational mantra is “Spend More Time Thinking About The Data, Less On Collecting ItPregnancy Text” Campaign featured on their quarterly dashboard.    This clever sex education campaign is an updated version of the teen pregnancy education program where young people carried eggs around and pretend they are babies.   It was a text campaign where teens opted in to receive texts on their mobile phones from the “baby.”     Once they joined (and they could share it with their friends). they received regular annoying text messages at all hours from the “baby”  that poops, cries, and needs their immediate attention.The team at uses data to base the program design, key performance indicators and a hypothesis to be tested.    They looked at  survey data from the National Campaign:  nearly 9 in 10 (87%) young people surveyed also say that it would be much easier for teens to delay sexual activity and avoid teen pregnancy if they were able to have more open, honest conversations about these topics with their parents and/or friends.    So, success of this campaign would be mean that participants talk with their family or friends about the issue and delay sexual activity.The basic design had those who signed up challenge their friends to take care of a text baby either by (1) going to DoSomething website and selecting 5 friends to challenge or (2) after receiving a text from DoSomething (sent to DoSomething’s 300k mobile subscribers) would opt to challenge friends after reading a quick stat on US teen pregnancy.   Participants that accepted the challenge would then start receiving texts the following morning from the text-baby.  After completing the challenge user were prompted to send it to their own also followed up with 5k of the users with a text-based survey to measure impact.Once defining success and identifying the right data collect, here’s some of the insights they gleaned  according to Nancy Lublin, CEO of DoSomething and Jeffrey Bladt:SMS as a platform:  They are monitoring engagement per communication channel and it has revealed SMS to be 30xs more powerful for getting their users to take action as compared to emailChallenging 5 friends: we’ve tested various group sizes for SMS experience and have found the a group of 6 (1 alpha inviting friends) leads to the highest overall engagementResearch Based Messaging:  The general messaging for the campaign was based on survey findings that found (1) big scare tactics (e.g. getting pregnant = not going to college) we not as effective as highlighting who being a teen parent changes daily life (e.g can’t go to the movies because baby sitter cancelled); (2) a CDC report that found: “The impact of strong pregnancy prevention messages directed to teenagers has been credited with the [recent] teen birth rates decline.A/B Testing: They pre-tested different messages and frequency of sending the messages to smaller test groups of  teens to optimize the number of messages the baby would send during the day, as well as the content.   They ended up doubling the frequency and rewording several interactions as well as building in a response system (so the baby would respond if  teen texted an unsolicited response).  The insights from these tests pushed up engagement and likelihood of forwarding at the end.Impact:  They did a survey to measure this.   1 in 2 teens said that taking the Pregnancy Text made it more likely that they would talk about the issue of teen pregnancy with their family and friends.As you can see from the above insights,  DoSomething just not gather and analyze topline data:101,444 people took part in the campaign with 100,000 text-babies delivered171,000 unsolicited incoming messages, or 1 every 20 seconds for the duration of the campaign. During the initial launch period (first 2 weeks), a new text message was received every 10 seconds.For every 1 direct sign-up, DoSomething gained 2.3 additional sign-ups from forward to a friend functionality.  The viral coefficient was between 0.60 and 0.70 for the campaign.1 in 4 (24%) of teens could not finish a day with their text-baby (texted a stop word to the baby) uses its data to continuously improve programs, develop content, and shape campaign strategies. So wants its staff to spend more of its brainpower thinking about the data, rather than collecting it. To ensure that this happens,’s Data Analyst Bob Filbin’s job is more than programming formulas in Excel spreadsheets. Says Filbin, “One of the biggest barriers in nonprofits is finding the time to collect data, the time to analyze, and the time to act on it. Unless someone is put in charge of data, and it’s a key part of their job description, accelerating along the path towards empowered data-informed culture is going to be hard, if not impossible.”
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  • Back in the office, the data scientists were looking at the data in real time to figure out what was driving people to their landing page and getting them to sign up.
  • get the finger …. Not “THE” finger .. But
  • The fickle finger of failureSome people point fingers and blame othersOthers are quiet and guess what they are thinking? Let’s go inside that guy’s head …
  • Understand your type, change your stripes, cultivate self-awareness, cultivate political awareness, embrace new habits, influence others
  • in Ghana are an event - up there with weddings in terms of planning, cost, and level of celebration. They can take months, even up to a year, to plan and save for. Obituaries are made into color posters and put up around town. There is music, drumming, dancing and singing as they parade through town. These processions, which occur on Friday afternoons, kick off the 3-day affairs.Momsrising also understands that learning leads to success.Fail: Some experiments bomb.    Momrising staff gives themselves permission to kill each other’s projects  or tactical ideas that were brilliant at the time but simply don’t work.  They do this with humor to remove the failure stigma and call it a “Joyful Funeral”  Before they bury the body, they reflect on why it didn’t work. Any staff person can call a Joyful Funeral on anyone else’s idea.Incremental Success Is Not A Failure: They do a lot of experiments and set realistic expectations for success.   Many times victories happen in baby steps.   They know from experience that many of their campaigns that incorporate social media lead to incremental successes, small wins or small improvements.Soaring Success:     Some experiments, actions, or issues will see dramatic results – beyond the organization’s wildest dreams.   For example, an interactive educational video ended up garnering over 12 million views and hundreds of comments and lead to thousands of new members signing up or taking action. Kristen says, “That type of success does not happen every day, but we need to try for that kind of success every day. We can only do it if we kill things that don’t work.”  They also analyze game changing successes to make sure it can be replicated or wasn’t an accident
  • Knight Foundation

    1. Leading on Social PlatformsSocial Media Strategy for Foundation Leaders Beth Kanter, Master Trainer, Author, Blogger April 2013, Knight Foundation Workshop Photo by kla4067
    2. Beth Kanter: Master Trainer, Author, and Blogger
    3. Maturity of Practice SocialMindsets Agenda Data- InformedInteractive
    4. Raise Your Hand If Your Social Strategy Goal Is ….  Improve relationships  Increase awareness  Increase traffic referral  Increase engagement  Change behavior  Increase dollars  Increase action
    5. Do You Use Any of These Tools?Stand Up, Sit Down … Photo by net_efekt
    6. Stay standing if your Foundation ornonprofit is using any of the digital toolsas part of your strategy and gettingresults?
    7. If you can’t fly then run, if you can’trun then walk, if you can’t walk thencrawl, but whatever you do you have to keep moving forward.” Maturity of Practice
    9. Where to focus … CRAWL WALK RUN FLY Linking Social with Ladder of Network BuildingMarketing Strategy Results and EngagementDevelopment Networks Many champions and free Content Strategy agents work for youCulture Change Pilot: Focus one program or channel Best Practices Multi-Channel with measurement Engagement, Content, and Measurement and Measurement Incremental Capacity learning in all above Reflection and Continuous Improvement
    10. Four Corners of the RoomWhere is your organization now? What does that look like? What do you need to get to the next level?CRAWL FLYWalk RUN
    11. Maturity of Practice: Crawl-Walk-Run-FlyCategories Practices AverageCULTURE Networked Mindset 2.3 Institutional Support 1.5CAPACITY Staffing 1.8 Strategy 1.5MEASUREMENT Analysis 1.5 Tools 2.0 Adjustment 1.8LISTENING Brand Monitoring 1.5 Influencer Research 1.3 ENGAGEMENT Ladder of Engagement 1.5 CONTENT Integration/Optimization 1.8 NETWORK Influencer Engagement 2.0 Relationship Mapping 1.3 C4 Atlanta LA Stage Alliance 1 2 3 4 Austin Creative Alliance TOTAL AVERAGE The Alliance of Resident … Theatre Bay Area Arts & Cultural Alliance of Central … 0.0 0.5 1.0 1.5 2.0 2.5
    12. Success happens by taking the rightincremental step forward especiallywhen it comes to mindsets….
    13. A Networked Mindset: A Leadership Style• Leadership through active social participation• Listening and cultivating organizational and professional networks to achieve the impact• Sharing control of decision-making• Communicating through a network model, rather than a broadcast model• Openness, transparency, decentralized decision- making, and collective action.• Being Data Informed, learning from failure
    14. From CEO to CNO (Chief Networking Officer) Feeding and tuning professional and organizational networks
    15. The Social CEO: Being Human Open and accessible to the world and building relationshipsMaking interests, hobbies, passions visible creates authenticity
    16. The Social CEO: In Service of Strategy
    17. Benefits: One CEO Tweet = 1,000 by Staff 23
    18. It’s Making the Time, Not Finding It
    19. Jim’s Advice …
    20. You want me to Tweettoo? Great idea but .. Who has time? Are you thinking this?
    21. Discussion Questions …..• What do you spend time doing as now that could be better done via social?• How could social improve what you already know and value?• What are your communication strengths and preferences?• What other foundation CEOs are using social that you respect, feel inspired by?
    22. SCALING YOURSOCIALSOCIAL Social integrated All staff will across departments connect with our or job functions community via social! Yes! CEO is on social and likes it!
    24. ALL STAFF USE SOCIAL IN SERVICE OF STRATEGY F*CK Yes! Can finally tweet This social media stuff is about our programs from my #$_)*) I have work to do! personal acount!
    25. Maturity of Practice: Scaling Social StrategyCRAWL WALK RUN FLYSocial media policy Social media policy Social media staff All staff use socialis drafted and has been discussed position includes media effectively togaining support and approved by facilitating training support organizationthrough “road leadership. other staff to use objectives.shows” with social networks.departments
    26. Social Media Policy: Don’t Let the Lawyers Scare You! • Social Media policy is a living document • Establish Good Working Relationship • Track and Share Articles • Vet Issues w/Legal • Meet when there isn’t a crisis  • Bring in social media savvy lawyers
    27. Social Media Policy – All Staff Participate
    28. Leverage Staff Personal Passion In Service of Mission@rdearborn works for UpWell and sheLOVES sharks.
    29. UpWell and Rachel
    30. Hybrid Model Staffing: Tear Down Those Silos Source: SSIR – Mogus, Silberman, and Roy
    31. Share Pair: How organizational cultures issues arein your way? How have you gotten past those and created a social culture?
    32. Data-Informed Not Data-Driven
    33. Data Informed Successful networks and social media start with measurement
    34. CWRF: Becoming Data Informed: What Does It look like? Crawl Walk Run Fly Lacks consistent data Data collection Data from multiple Org Wide KPIs collection consistent but not sources shared No reporting or Data not linked to System and structure for Organizational synthesis results, could be wrong data collection Dashboard with data different views, sharing Decisions based on gut Rarely makes decisions Discussed at staff Data visualization, real- to improve meetings, decisions time reporting, formal made using it reflection process Analysis Tools Sense-Making
    35. Data-Informed Culture: It starts from the top! Do
    36. Tear down those silos and walls around data …
    37. More time think about that the data, then collect it
    38. Video
    39. How To Improve Measurement Practice • Use the 7 Steps of Measurement • Identify small pilots, place little bets, learn, pivot, and iterate
    40. What is failure?
    41. Growth Mindset VS Fixed Mindset
    42. What typically happenswhen you do an After Action Review?
    43. The Fickle Finger of Failure! What It’s all failure? your fault!
    44. No! Itwas all myfault!!
    45. Dysfunctional Reactions to Failure Blame OTHERS DENY Blame Blame YOURSELF Saul Rosenzweig Theory
    46. Cultivate Self-Awareness: The Failure Bow1. Raise hands in the air and bow2. Grin like a submissive dog3. Say Thank You I’ve Failed4. Move on and learn
    47. Cultivate Organizational Awareness: DoSomething FailFest
    48. Cultivate Organizational Awareness: Momsrising: Joyful FuneralsMomsrising: Joyful Funerals….
    49. Summary• Success happens by taking the right incremental step to get to the next level, but keep moving forward• Use social media a strategy for organizational AND personal leadership• Scale your organization’s social culture with a living social media policy• Don’t let the lawyers scare you• Allow staff to leverage their personal passion in service if your strategy• Place little bets, but learn from failure and pivot
    50. Share Pair: What is one idea that you can put into practice?
    51. Thank you! on Twitter