1.
Leading
on
Social
Pla.orms
Social
Media
Integrated
Strategy,
Networks,
&
Learning
for
Founda>on
Leaders
Beth
Kanter,
Master
Trainer,
Author,
and
Blogger
July
2014,
Knight
Founda>on
Workshop
Photo
by
Michael
Flick

2. Beth
Kanter:
Master
Trainer,
Author,
and
Blogger
@kanter
h*p://bethkanter.wikispaces.com/knight-­‐nj

3. h*p://teamcoco.com/video/linkedin-­‐11-­‐07-­‐2013

5. Beth
236,861
Conan
147,345

6. Raise
Your
Hand
If
Your
Digital
Strategy
Goal
Is
….
q Improve
rela>onships
q Increase
awareness
q Increase
traffic
referral
q Increase
engagement
q Change
behavior
q Increase
dollars
q Increase
ac>on

7. What’s
your
personal
experience
with
social
media?
• Oversee
social
media
strategy
• Implement
social
media
strategy
• Both

8. What
social
media
pla.orms
do
you
or
other
staff
use
as
a
“personal
brand”
in
service
of
your
organiza>on’s
strategy?

9. What
is
your
burning
ques>on?

10. • To leave the
room ready to
implement one
idea to improve
your practice
Agenda OUTCOMES
•
InteracFve
•
Co-­‐Learning
• Your
organizaFon
might
be
in
the
presentaFon!
FRAMING
Leading
on
Social
Pla.orms
IntroducFon
Campfire
Stories
Maturity
of
PracFce
Strategy
and
Measurement
Break
Networked
Thought
Leadership:
Blending
OrganizaFonal
and
Personal
Brands
PracFcum
ReflecFon/Q&A
h*p://bethkanter.wikispaces.com/knight-­‐portland

11. Campfire
Stories

12. Oregon
Humani>es:
Organiza>onal
Strategy
“We
are
currently
using
social
media
to
communicate
a
shi3
in
our
organiza5onal
values
and
priori5es.
Though
the
metrics
are
ever-­‐
changing
(par5cularly
with
Facebook),
we've
seen
a
growth
of
interest
in
our
work
by
new
audiences
who
share
our
values.
“
Kathleen
Holt

13. Meyer
Memorial
Trust:
Rela>onship
Building
“For
a
local,
narrowly
focused
iniFaFve
like
ours,
Twi*er
has
enabled
us
to
connect
with
other
river-­‐focused
funders
and
iniFaFves
around
the
naFon
and
even
in
other
countries.
There
is
not
another
tool
I
know
of
that
allows
us
to
parFcipate
in
such
a
broad,
global
network
with
such
minimal
demands
on
staff
Fme.”
CrisFna
Watson

14. M.J.
Murdock
Charitable
Trust:
Lifle
Bets
“We
recently
started
an
Instragram
pilot.
Our
ED
shared
that
some
of
our
cons5tuents
no5ced
we
tagged
them
in
pictures
and
found
it
compelling
enough
to
really
start
to
u5lize
Instagram
in
a
produc5ve
manner.”
–
Jennifer
Larson-­‐Cody

15. Seafle
Founda>on:
All
Staff
Use
Social
“GiveBIG,
our
day
of
giving,
is
fueled
by
social
media,
trending
top
on
TwiLer
locally
on
the
day.
“
Mary
Grace
Roske

16. Nike
Global
Community
Impact:
Ladder
of
Engagement

17. Networked
Nonprofits
Simple,
agile,
and
transparent
organiza>ons
and
leaders.
They
are
experts
at
using
networks,
data,
and
learning
strategically
to
make
the
world
a
befer
place.

18. 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.”
Maturity
of
Prac>ce

19. CRAWL WALK RUN FLY
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
Informal Champions
Strategy
Best Practices
Measurement and
Communications
Strategy
Development
Culture Change
Network Building
Formal Champions –
internal/external Strategy
Multi-Channel Engagement,
Content, and Measurement
Reflection and Continuous
Improvement

20. What’s
Your
Maturity
of
Prac>ce?
Where
is
your
organiza>on
now?
What
does
that
look
like?
What
do
you
need
to
get
to
the
next
level?
CRAWL
Walk
RUN
FLY

21. Maturity
of
Prac>ce:
Crawl-­‐Walk-­‐Run-­‐Fly
Categories
Prac>ces
CULTURE
Networked
Mindset
InsFtuFonal
Support
CAPACITY
Staffing
Strategy
MEASUREMENT
Analysis
Tools
Adjustment
LISTENING
Brand
Monitoring
Influencer
Research
ENGAGEMENT
Ladder
of
Engagement
CONTENT
IntegraFon/OpFmizaFon
NETWORK
Influencer
Engagement
RelaFonship
Mapping
1
2
3
4

22. Strategy
and
Measurement

23. SMARTER
SOCIAL
MEDIA:
POST
FRAMEWORK
Flickr
Photo:
graceinhim

24. FRIENDING THE FINISH LINE: SOCIAL MEDIA NONPROFIT BEST PRACTICES
EARNED
OWNED
SOCIAL
MOBILE
DATA
Source:
Steve
Rubel
Mul>-­‐Channel
PAID

25. Centre
Founda>on:
Small
Founda>on

26. Centre
Founda>on:
Small
Founda>on

27. Centre
Founda>on:
Small
Founda>on
PEOPLE:
Nonprofits
and
Donors
in
Community
OBJECTIVES:
Increase
awareness
of
Centre
FoundaFon
brand
in
community:
survey
%
heard
of
Centre
FoundaFon
Raise
$500,000
for
Giving
Day
on
May
6th
Inspire
first-­‐Fme
donaFons
from
x
new
donors
Improve
capacity
of
local
nonprofits
to
do
online
fundraising
STRATEGY
Provide
training
to
96
local
nonprofits
to
plan
and
implement
online
giving
strategy
and
social
media
during
Giving
Day
Use
social
media
as
part
of
integrated
outreach
campaign
for
Giving
Day
Ongoing
content
and
engagement
through
mulFple
channels
with
donors
and
nonprofits
AcFvate
staff
and
board
as
champions
online.
TOOLS
Focused
on
LinkedIn,
Facebook
and
Twi*er

28. Centre
Founda>on:
Giving
Day

29. Centre
Founda>on:
Giving
Day

30. How
Board
Members
Can
Help
Invite
Your
Facebook
Friends
to
Like
Centre
FoundaFon’s
Facebook
Page
Be
an
Online
Super
Champions!
Centre
Founda>on:
Staff
and
Board
Champions

31. Centre
Gives
&
Social
Media
Strategy
Increase
Website
Traffic/Donors
Before
the
2013
Centre
Gives,
monthly
website
traffic
hovered
around
400
visitors
per
month.
The
May
and
August
spikes
in
traffic
are
focused
around
Centre
Gives
and
inviFng
Facebook
friends
of
staff/board.
A
media
strategy
supported
by
social
media
has
significantly
increased
our
monthly
website
visits.
0
200
400
600
800
1000
1200
1400
1600
1800
2013
Jan
Feb
March
April
May
Jun
July
Aug
Sept
Oct
Nov
Dec
2014
Jan
Feb
March
All
Traffic
On
average,
65%
are
NEW
visitors.
2013
Centre
Gives
Internal
Champions
Measure
Objec>ves:
Use
Data
To
Improve

32. Integrated
Social
Strategy
Assessment
• ConsideraFon
of
communicaFons
strategy
with
SMART
objecFves
and
audiences
and
strategies
for
branding
and
web
presence.
Social
Media
is
not
fully
aligned.
• Strategic
plan
with
SMART
objecFves
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
objecFves
and
audience
definiFon.
Includes
integrated
content,
engagement
strategy,
and
informal
champions/
influencer
program
and
working
with
aligned
partners.
Uses
more
than
two
social
media
channels.
• Strategic
plan
with
SMART
objecFves
and
audience
definiFon.
Includes
integrated
content,
engagement
strategy,
and
formal
champions
(Internal/external)
influencer
program
and
working
with
aligned
partners.
Uses
more
than
three
social
media
channels.
Formal
process
for
tesFng
and
adopFng
social
media
channels.

33. How
To
Become
Data-­‐Informed
• Integrated
strategy
• Pick
the
right
success
metrics
• Measurement
discipline
• IdenFfy
small
pilots,
place
li*le
bets,
learn,
pivot,
and
iterate

34. Goals
KPI
Tools
Increase
traffic
50%
increase
in
monthly
unique
visitors
Google
AnalyFcs
Increase
subscribers
30%
increase
in
monthly
average
subscribers
Feedburner
Increase
engagement
50%
increase
in
total
comments
per
month
Website
Small
Pilots
for
Learning:
Blog

37. KPI:
50%
increase
in
referral
traffic
KPI:
30%
increase
in
blog
subscribers
KPI:
50%
increase
engagement

38. Document
As
You
Go

39. Methods
for
Organiza>onal
Learning
Asking
Powerful
Ques>ons

40. Methods
for
Organiza>onal
Learning
DoSomething:
Fail
Fest
Momsrising:
Joyful
Funeral
Global
Giving:
Biggest
Looser

41. Crawl Walk Run Fly
Lacks
consistent
data
collecFon
Data
collecFon
consistent
but
not
shared
Data
from
mulFple
sources
Org
Wide
KPIs
No
reporFng
or
synthesis
Data
not
linked
to
results,
could
be
wrong
data
System
and
structure
for
data
collecFon
OrganizaFonal
Dashboard
with
different
views,
sharing
Decisions
based
on
gut Rarely
makes
decisions
to
improve
Discussed
at
staff
meeFngs,
decisions
made
using
it
Data
visualizaFon,
reporFng,
formal
reflecFon
process
CWRF:
Becoming
Data
Informed:
What
Does
It
look
like?
Analysis
Tools
Sense-­‐Making

42. ReflecFon
• Where
is
your
organizaFon
in
terms
of
social
media
strategy?
Measurement
pracFce?
• What
is
one
thing
you
can
do
to
improve
measurement
pracFce?

43. Networked
Leadership:
Blending
OrganizaFonal
and
Personal
Brands
in
service
of
organizaFonal
mission
and
professional
learning

44. Networked
Mindset:
A
Leadership
Style
• Leadership
through
acFve
social
parFcipaFon
as
personal
brand
to
support
organizaFonal
goals
• Listening
and
culFvaFng
organizaFonal
and
professional
networks
to
achieve
the
impact
• Sharing
control
of
decision-­‐making
• CommunicaFng
through
a
network
model,
rather
than
a
broadcast
model
• Openness,
transparency,
decentralized
decision-­‐
making,
and
collecFve
acFon.
• Being
Data
Informed,
learning
from
failure

47. Vision Statement
•
Encouragement
and
support
•
Why
policy
is
needed
•
Cases
when
it
will
be
used,
distributed
•
Oversight,
noFficaFons,
and
legal
implicaFons
•
Guidelines
•
IdenFty
and
transparency
•
Responsibility
•
ConfidenFality
•
Judgment
and
common
sense
•
Best
pracFces
for
personal
use
in
service
of
organizaFon
as
Champion
• Brand
•
Voice
•
Links
to
Org
Strategy
•
Dos
and
Don’ts
for
Personal
Use
from
Legal
•
AddiFonal
resources
•
Training
•
OperaFonal
Guidelines
•
EscalaFon

50. Leadership
Conversa>ons

53. Why
Build
Leadership
Profile
On
Social:
Benefits
Flexibility
Enhance
Exis>ng
Work
Learning
Extend
Reach
Build
Trust
Less
Risk

54. Personal
Professional
Private
Public
Iden>ty
and
Boundaries
Before
Social
Media

55. Social
Media:
Worlds
Collide
Personal
Professional
Private
Public
Not
Working
Working

56. Turtle
• Profile
locked
down
• Share
content
with
family
and
personal
friends
• Li*le
benefit
to
your
organizaFon/professional
Jelly
Fish
• Profile
open
to
all
• Share
content
&
engage
frequently
with
li*le
censoring
• PotenFal
decrease
in
respect
Chameleon
• Profile
open
or
curated
connecFons
• Content/Engagement
Strategy:
Purpose,
Persona,
Tone
• Increased
thought
leadership
for
you
and
your
organizaFon
Based
on
“When
World’s
Collide”
Nancy
Rothbard,
JusFn
Berg,
Arianne
Ollier-­‐Malaterre
(2013)
What
Kind
of
Social
Animal
Are
You?

57. Strategic
Voice
Audience
Authen>c
Leader
How
To
Be
A
Chameleon
How
can
your
personal
brand
support
organizaFonal
strategy
or
professional
learning?

58. 58
Networked
Mindset:
RWJF
“We
believe
that
striving
toward
a
culture
of
health
will
help
us
realize
our
mission
to
improve
health
and
health
care
for
all
Americans.
”

59. Networked
Mindset:
RWJF

60. Organiza>onal
VS
Leader
Brand

63. The
Goodman
Theatre
and
Robert
Falls

64. Organiza>onal
VS
Leader
Voice

65. Genng
Started
….
• Get
Their
A*enFon
• Show
How
It
Enhances
Their
Work
• Tweetutorials
• Peer
Pressure
• Social
Media
Policy
• Found
Time
• Feed
and
Tune
• Show
Impact
h*p://www.bethkanter.org/afpcon/

66. Prac>cal
Networked
Leadership
Skills
• Finding
Your
Personal
Brand
and
Voice
on
Social
• Picking
An
Engagement
Style
• Building
Your
Professional
Network

67. “Be
yourself
because
everyone
else
is
already
taken.”
-­‐
Oscar
Wilde

68. • What’s
your
superpower?
• What
do
you
do
be*er
than
anyone
else?
• What
do
people
frequently
compliment
you
on
or
praise
you
for?
• What
is
it
that
your
manager,
colleagues,
and
grantees
come
to
you
for?
• What
adjecFves
do
people
consistently
use
to
describe
you
–
perhaps
when
they’re
introducing
you
to
others?
• How
do
you
do
what
you
do?
What
makes
the
way
you
achieve
results
interesFng
or
unique?
• What
energizes
or
ignites
you?
Think
and
Write:
Uncovering
Your
Authen>c
Personal
Brand

69. Craoing
Your
Elevator
Speech
on
Social

70. Think
and
Write:
Your
Elevator
Speech
on
Social
Answer
these
quesFons
in
160
characters
in
your
profile
bio:
• What
is
your
experFse?
• Why
should
someone
follow
you?
• What
hashtags
or
keywords
do
you
“own”?
• Visual:
What
cover
image
conveys
your
personal
brand?
It’s
accurate.
One
professional
descrip5on.
It’s
exci>ng.
One
word
that
is
not
boring.
It’s
targeted.
One
niche
descriptor.
It’s
flafering.
One
accomplishment.
It’s
humanizing.
One
hobby.
It’s
intriguing.
One
interes5ng
fact
or
feature
about
yourself.
It’s
connected.
Your
organiza5on,
hashtag
or
another
social
profile.

71. Ways
To
Engage:
What
Is
Right
Fit?
• Amplifier
• Responder
• Conversa>onalist
• Content
Curator
Adapted
from
IBM
Employee
Champion
Program

72. Arkansas
Advocates
for
Children
and
Families
Rich
Huddleston
Amplifier

73. Responder
ACLU
of
New
Jersey
and
Udi
Ofer

74. Helen
Clark
and
UNDP
Responder

75. Conversa>onalist
Open
and
accessible
to
the
world
and
building
relaFonships
Making
interests,
hobbies,
passions
visible
creates
authenFcity

76. Tweets
links
related
to
organizaFon’s
mission
and
work
as
a
biparFsan
advocacy
organizaFon
dedicated
to
making
children
and
families
a
priority
in
federal
policy
and
budget
decisions.
Blending
Network
Strategy
With
Communica>ons
Strategy
From
CEO
to
CNO

77. SEEK
SENSE
SHARE
IdenFfied
key
blogs
and
online
sites
in
issue
area
Scans
and
reads
every
morning
and
picks
out
best
Summarizes
arFcle
in
a
tweet
Writes
for
Huffington
Post
Engages
with
aligned
partners
PresentaFons
Networking
Is
Dynamic
Learning

78. Discussion
QuesFons
…..
• How
can
you
engage
on
social
and
with
your
professional
network
to
leverage
organizaFonal
goals?
• What
type
of
engagement
style
is
the
best
fit?

79. Building
Your
Professional
Network:
Visualizing

80. What: Social networks are
collections of people and
organizations who are connected to
each other in different ways through
common interests or affiliations. A
network map visualize these
connections. Online and offline.
Why: If we understand the basic
building blocks of social networks,
and visually map them, we can
leverage them for our work and
organizations can leverage them for
their campaigns. We bring in new
people and resources and save time.
A
Quick
Network
Primer

81. Network
Maps
Two
Lenses
1:
Whole
Network
2:
Professional
Network
(Ego)

82. Whole
Networks:
Movements

83. Whole
Networks:
Organiza>onal
Network

84. Professional
Networks:
On
Social
Media
“Visualizing
my
professional
networks
on
social
media
can
be
helpful
as
a
journalist
and
content
curator
to
iden5fy
poten5al
sources
online.”

85. Building
Your
Professional
Network
Step
1.
Think
about
your
area
of
exper>se
and
current
work
• Brainstorm
a
list
of
the
content
areas
where
you
want
to
increase
your
professional
knowledge
and
learning
and
supports
organizaFonal
goals
• What
is
it
that
you
need
to
know
or
be
able
to
do
as
part
of
your
job?
• What
types
of
professionals
do
you
need
to
connect
with
to
support
your
learning,
work,
or
career
goals?

86. Building
Your
Professional
Network
Step
2.
Reflect
on
the
Diversity
of
Your
Exis>ng
Network
Who
are
the
people
that
you
most
frequently
communicate
with
in
order
to
get
your
work
done
or
learn
something
related
to
your
professional
work?
Look
at
the
people
you
put
in
your
network
Do
an
analysis
based
on:
-­‐Age
-­‐OrganizaFonal
AffiliaFon
-­‐Gender
-­‐Area
of
ExperFse
-­‐Geographic
LocaFon
-­‐How
You
Connect:
Face-­‐to-­‐Face,
Social
Media
Is
your
network
diverse
enough?
Diversity
=
innovaFon
Are
you
gexng
new
ideas
from
your
network?
Source:
@hjarche

87. Building
Your
Professional
Network
Step
3:
What
are
the
gaps
in
your
network?
• What
are
some
ways
you
can
make
connecFons
to
support
your
goals
or
learning?
• What
is?
What
can
be?
What
needs
to
change?

88. Core
Ties
Node
Cluster
Periphery
Hubs
or
Influencers
Cheat
Sheet:
Online
Social
Network
Visualiza>on

89. LinkedIn
Network
• What
pa*erns
do
you
see?
• What
surprises
you?
• What
might
you
do
differently
with
your
network
to
reach
goals?
h*p://inmaps.linkedinlabs.com/network

90. A
C
B
Visualizing
Is
NoFcing
Your
Network
Online
Networking
Tools
Help
You
Visualize
and
Build

91. Building
Your
Professional
Network
Step
4:
Building
Your
Network
with
Social
Media
• Use
LinkedIn
InMap
to
visualize
your
network
(50
+
connecFons)
• Color
code
the
clusters
• What
are
some
of
the
pa*erns?
• Is
there
enough
diversity?
• Can
you
fill
any
gaps?
h*p://inmaps.linkedinlabs.com/network
PAN
CAN
FAN

92. Techniques
and
Tools:
How
To
Visualize
Your
Network
h*p://www.bethkanter.org/catechfestla/
Prac>cal
Ways
To
Build
Your
Network
Using
Social
Media
• Be
A
Bridge:
Introduce
people
in
your
network
to
one
another.
You
need
to
let
them
know
why
you
are
making
the
introducFon
and
this
can
be
done
online
or
offline.
• Look
for
Islands:
Those
on
the
edge
can
lead
to
new
groups
and
ideas
• Work
Transparently:
The
more
public
you
are,
the
easier
you
can
be
found,
the
more
opportuniFes
you
have.
• Engage
New
Perspec>ves:
We
tend
to
stay
in
our
comfort
zones
and
don’t
engage
different
perspecFves
—
learning
from
adjacent
pracFces
can
be
useful.
• Ask
Ques>ons
of
the
network
and
experts:
Social
network
tools
make
it
very
easy
to
ask
quesFons
to
individuals
and
groups
of
individuals.
You
can
also
idenFfy
experts
in
your
network
on
specific
topics
and
ask
them
quesFons
to
help
your
learning
or
open
the
way
to
other
sources.
Other
Fmes
you
will
follow
the
community
or
network
conversaFon
on
a
topic.
• Share
Learning:
To
share
learning,
you
have
to
intenFonally
hit
the
pause
bu*on
and
reflect.
One
way
to
incorporate
this
technique
into
your
day
is
to
set
aside
five
minutes
at
the
end
of
the
day
for
reflecFon.

93. Summary
• Success
happens
by
taking
the
right
incremental
step
to
get
to
the
next
level,
but
keep
moving
forward
• Use
social
media
a
strategy
leverage
organizaFonal
AND
personal
networks
• Scale
your
organizaFon’s
social
culture
with
a
living
social
media
policy
• Allow
staff
to
leverage
their
personal
passion
in
service
if
your
strategy
• Strategy
with
the
right
success
metric
• Place
li*le
bets,
but
learn
from
failure
and
pivot

94. Think
and
Write:
What
is
your
take
away
–
one
thing
that
you
can
put
into
prac>ce?

95. Thank
you!
www.bethkanter.org
www.facebook.com/beth.kanter.blog
@kanter
on
Twi*er