New Zealand Workshop


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  • Fras1977PhotoThe Networked NGO in New Zealand
  • 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.
  • 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 ..
  • As the leader and voice for your nonprofit organization, should you as the CEO or executive director use social media as part of your organizational or personal leadership tool set?    Certainly, your marketing communications staff has talked about the benefits of effective social media integration that personalizes your organization’s brand with the voice of its leader – you.   But getting into the habit of regular tweeting, Facebooking, or experimenting with new tools like Instagram is another story.It’s not that you don’t think it is a good idea.   But you are probably, like most who work in the social change sector, incredibly busy.   Maybe you are muttering to yourself  ”Who can find the time to do social media?”    It isn’t a matter of finding the time, it is a matter of making the time and starting with some steps.    Have a conversation with your social media team and ask these questions:What do you spend time doing now that you could do better via social?What other executive directors in your field that you respect, follow or and feel inspired by are using social creatively?What are your strengths and preferences and what is the best match in terms of social channels?How will social improve things you already KNOW and value?The executive director for the ACLU-NJ, UdiOfer, had that exact conversation with his staff when he was started last February and set up a Twitter account @UdiACLU and started using Instagramand YouTube to answer questions about marriage equality, DOMA, police misconduct, and other issues on the organization’s docket.    While the communications department has suggested the idea, he was on board from the start.  He does his own all of his own tweeting and as his communications staff reports, “enthusiastically at that!”Udi was not on Twitter before he started tweeting for his organization and was a Twitter novice, but he was opened to sitting down with his communications staff for a half hour tutorial where they showed him the basics of using Twitter and how to do it from his mobile phone.  What did the trick was a “How To Tweet” cheat sheet that not only included the simple mechanics, but also sample tweets from other ACLU leaders around the country, subtle form of peer pressure. Says Eliza Stram, ACLU-NJ Communications Associate, “I was able to make the sometimes intimidating prospect of tweeting approachable and very doable. In other words, if your peer at another ACLU Affiliate can do it, then so can you!”Stram also says that her new boss was very open and enthusiastic in trying out this new way of communication with reporters, civil liberties activists, and their supporters.  Says Stram, “Without that openness, I don’t believe he would be having nearly as much fun with Twitter as he is now.”By using twitter, the ACLU-NJ’s is not just sharing what ate for breakfast, Udi provides quotes on his organization’s most important cases and issues to reporters, in addition to their traditional press release or emailed statement.  He is also publicly debating civil liberties issues with reporters, lawyers and followers.   As Eliza notes, “Something that would have been impossible to do unless you were sitting with him in his office. ”  There is the occasional personal tweet, but these serve to make him seem approachable and human.While Udi is the face of the ACLU-NJ in the organization’s “official” communications such as press releases or in newspaper articles or sound bytes on the evening news,  Twitter has become the place where he injects warmth into the organization.     Says Eliza, “This is accomplished through the “Ask Udi Anything” project, which asked ACLU-NJ’s followers to pose questions about his goals for the organization and even what his favorite karaoke song is! By answering the public’s questions in a video Udi became an accessible, humorous, and more personal face for the ACLU-NJ.”Udi is just one example of nonprofit CEOs and leaders who use Twitter and other social media platforms.   Take for exampleRobert Falls who is the artistic director of the Goodman Theater he not only uses his personal Twitter account to highlight the Goodman’s shows, but also to share creative ideas, connect with peers, and discuss the art of theatre.Getting Past the Learning CurveDon’t let the learning curve get in the way of adopting social media as a personal and organizational leadership tool for your organization as Alexandra Samuel advises in this recent post on the WSJ.   While learning any new skill or tool will feel daunting when you start, if you can get started with small steps and practice it daily for a short amount of time, like Udi you’ll be a whiz in a matter of weeks.     Samuel also offers some ways to approach social media as a personal leadership tool.  This include:Create a Leadership Dashboard:  Using a tool like Mention or Feedly, you can put together a small list of leadership blogs or publications and set aside 15 minutes a day to read.Stay Focused:  Use online visualize tools to mindmap ideasAmplify Your Voice:   If you are sharing articles suggested your staff or colleagues “read this,”  switch the channel to something like Twitter.Social Media Golf Course:   Find a tool or channel that is simply fun and have some play time.If you are a nonprofit CEO, how did you get comfortable with incorporating social media into your personal and organizational leadership tool kit?   What support and encouragement did your staff provide?   Do you have an “ah ha” moment from social media a leadership tool that convinced you it wasn’t a waste of time?
  • 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.
  • 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.
  • 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 ..
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  • 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.
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  • 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.
  • 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
  • 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
  • have to cover a lot of ground in our work today and do it while logged on to the greatest tool for distraction and procrastination ever invented! And now we can access the Internet anytime, anywhere 60% said they don’t go an hour without checking their phone. Younger folks were the most addicted: 63% of women and 73% of men ages 18-34 say they don’t go an hour without checking their phones.Our connection never sleeps. 54% said they check their phones while lying in bed: before they go to sleep, after they wake up, even in the middle of the night.We need access everywhere. Nearly 40% admit to checking their phone while on the toilet.Learning how to use mindfulness online is an essential work place skill!
  • 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
  • New Zealand Workshop

    1. The Networked NGOin New ZealandBeth KanterMaster TrainerWorkshopMakaurau Marae, Mangere, South AucklandMay 11, 2013Photo by Fras1977
    2. WelcomeYour Burning Questions!Please write downyour burningquestion aboutnetworkednonprofits or socialmedia on sticky noteWhat do you wantanswered by the endof the day?Post it on the flipchart
    3. Beth Kanter: Master Trainer, Author, and ChangeMaker
    4. AGENDAOUTCOMESInteractiveFun#netnonFRAMINGGet InspiredUnderstand howbeing networkedcan reach yourgoalsNetworked NonprofitsSMARTer Social MediaLunchSocial Integration:ContentMindful or MindfullSocial MediaThe Agenda
    5. SHARE PAIRS AND POPCORNIntroduce yourself to someone you don’t knowand share your burning question!
    6. CRAWL WALK RUN FLYMaturity of Practice: Where is Your Organization?Linking Social withResults andNetworksPilot: Focus oneprogram or channelwith measurementIncremental CapacityLadder ofEngagementContent StrategyBest PracticesMeasurement andlearning in all aboveMarketing StrategyDevelopmentCulture ChangeNetwork BuildingMany champions and freeagents work for youMulti-Channel Engagement,Content, and MeasurementReflection and ContinuousImprovement
    7. Share Pair: Where is your organization?Where is your organization now? What does that looklike? What do you need to get to the next level?
    8. Maturity of Practice: Crawl-Walk-Run-FlyCategories Practices AverageCULTURE Networked Mindset 2.17Institutional Support 1.91CAPACITY Staffing 1.60Strategy 1.83MEASUREMENT Analysis 1.33Tools 1.73Adjustment 1.64LISTENING Brand Monitoring 1.33Influencer Research 1.50ENGAGEMENT Ladder of Engagement 1.50CONTENT Integration/Optimization 1.67NETWORK Influencer Engagement 1.50Relationship Mapping 1.581 2 3 40% 20% 40% 60% 80%CRAWLWALKRUNFLYOverall Scores
    9. The Networked MindsetThe Social NGO
    10. A Network Mindset: A Leadership Style• Openness, transparency, decentralized decision-making, andcollective action.• Listening and cultivating organizational and professionalnetworks to achieve the impact• Leadership through active participation.• Social Media Policy living document, all staff participate includingleaders• Sharing control of decision-making• Communicating through a network model, rather than abroadcast model• Data-Informed
    11. The Networked NGO Leader: 1 Tweet = 1000 by StaffOpen and accessible to the world andbuilding relationshipsMaking interests, hobbies, passions visiblecreates authenticity
    12. “As a co-founder and director ofCurative, I am an avid user of SocialMedia channels for both personal andprofessional worlds.”
    13. The Social CEO: In Service of StrategyWhat do they spend timedoing that they could dobetter via social ?Whose work do theyrespect or feel inspired by?How will social improvethings they know alreadyand value?
    14. Best Practice: Write Down the Rules – Social Media Policy
    15. Social Media Policy – All Staff Participate
    16. Are you thinkingthis?You want everyone onstaff to Tweet too?Great idea but ..Who has time?
    17. @rdearborn works for UpWell and sheLOVES sharks.Leverage Staff Personal Passion In Service of Mission
    18. Hybrid Model Staffing: Tear Down Those SilosSource: SSIR – Mogus, Silberman, and Roy
    19. 532 41How social is your organization’s culture?What are some of your challenges?
    20. Blends Network Strategy With Communications Strategy
    21. Feeding A Network of Networks
    22. A Bridge Between Network of Networks
    23. CRAWL, WALK, RUN, FLY: Maturity of Practice: Networked MindsetCRAWL WALK RUN FLYUnderstanding ofnetworks that areconnected toorganizationListening to andcultivatingrelationships withnetworks based onmapping networks.Comfort level withgreater organizationalopenness andtransparency.Leadership is usingsocial networks andcomfortable withshowing personality.Leadership iscomfortable usingdecentralized decision-making and collectiveaction with networks.Considers people insideand outside of theorganizations as assetsin strategy.2.17
    24. How Nonprofits Visualize Their Networks
    25. Create Your Map1. Use sticky notes, markers andposter paper to create yourorganization’s map.2. Think about communicationsgoals and brainstorm a list of“go to”people, organizations, andonline resources3. Decide on different colors todistinguish between differenttypes, write the names on thesticky notes4. Identify influencers, discussspecific ties and connections.Draw the connections
    26. Walk About, View Other Maps, Leave NotesVisualize, develop, and weave relationships with others to helpsupport your program or communications goals.What insights did youlearn from mapping yournetwork?How can you each useyour professionalnetworks to support oneanother’s social mediastrategy work?
    27. BREAK!15 minutes
    28. Speed Debrief: 60 Seconds
    29. SMARTer Social Media
    30. CWRF - STRATEGYCRAWL WALK RUN FLYConsideration ofcommunications strategywith SMART objectivesand audiences andstrategies for brandingand web presence. SocialMedia is not fully aligned.Strategic plan with SMARTobjectives and audiencesfor branding and webpresence, include strategypoints to align socialmedia for one or twosocial media channels.Strategic plan withSMART objectives andaudience definition.Includes integratedcontent, engagementstrategy, and formalchampions/influencerprogram and workingwith aligned partners.Uses more than twosocial media channels.Strategic plan with SMARTobjectives and audiencedefinition. Includesintegrated content,engagement strategy, andformalchampions/influencerprogram and working withaligned partners. Usesmore than three socialmedia channels. Formalprocess for testing andadopting social mediachannels.1.83
    31. PeopleObjectivesStrategiesToolsPOST FRAMEWORKExercise
    32. • 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
    33. PEOPLE: Artists and people in their communityOBJECTIVES:Increase engagement by 2 comments per post by FY 2013Content analysis of conversations: Does it make theorganization more accessible?Increase enrollment in classes and attendance at events by5% by FY 201310% students /attenders say they heard about us throughFacebookSTRATEGYShow the human face of artists, remove the mystique, getaudience to share their favorites, connect with otherorganizations.TOOLSFocused on one social channel (Facebook) to use bestpractices and align engagement/content with other channelswhich includes flyers, emails, and web site.POST APPLIED: SMALL ARTS NONPROFIT
    34. • Reach, Engagement, Action, DollarsResults1. How many?2. By when?3. Measure with metricsPOST: SMART OBJECTIVES
    35. Goal MetricIncrease donations % reduction in cost per dollarraisedIncrease donor base % increase in new donorsIncrease number of volunteers % increase in volunteersIncrease awareness % increase in awareness,% increase invisibility/prominenceImprove relationships with existingdonors/volunteers% improvement in relationshipscores,% increase in donation fromexisting donorsImprove engagement withstakeholders% increase in engagement(comments on YouTube, shareson Facebook, comments onblog, etc.Change in behavior % decrease in bad behavior,% increase in good behaviorChange in attitude about yourorganization% increase in trust score orrelationship scorePick The Right Success Metric!
    37. SMARTER SOCIAL MEDIA: GALLERY WALKHang YourPoster on WallLook at otherpostersLeave Notes
    38. Walking Speed Debrief: One Minute
    39. WelcomeReflections• What resonated?• What questionsremain?Write on a stickynote and post it onthe flip chart
    40. Bollywood Near HollywoodAfter Lunch Energizer
    41. Social Media Integration and OptimizationContentEngagementListeningChampions
    42. Maturity of Practice: CWRF – ContentCRAWL WALK RUN FLYShares content thatmay be relevant toaudience, but notconsistently and notmeasuringUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently –aligns with programand advocacycalendarsUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistentlyand measuresperformanceUses an editorialcalendar to aligncontent with objectivesand audiences topublish acrosschannels consistently,measuresperformance, and usesdata to plan content1.67
    43. ObjectiveAudienceContent StrategyLinking Your Content Strategy To SMART Objectives
    44. HighlightsReviewsStoriesCase StudiesBreaking NewsPolicy NewsDataReportsTipsTutorialsListsResourcesFeatures News How ToHow To Think About ContentIdea PiecesInterviewsOpinionAnalysisIdeasReal TimePlannedOriginalCurated
    45. Editorial Calendar ExampleJanuary 2013United Ways of California 46Include hashtags (#) and URL resources for staff to do some research on topics
    46. Social Content Optimization• Focus on publishing high-quality, engaging, relevantcontent• Timing and Frequency• Post questions• Use images/visuals, but varytype of content and test• Clear to call to action• Follow your analytics
    47. Date Hook Web Email Facebook Twitter Blog12345671. Volunteer?2. Brainstorm an editorialcalendar for one week.3. Use template, stickynotes, and poster paperPhoto Source: Beth KanterFriending the Finish Line Peer Group
    48. It’s A Process: Ideas, Organize, Create, Measure• Allocate staff meetingtime• Regular contentbrainstorm meetings• Next steps at meeting• Have your metrics inhand
    49. Result Metrics Analysis QuestionConsumption ViewsReachFollowersDoes your audience care about the topics yourcontent covers? Are they consuming yourcontent?Engagement Re-tweetsSharesCommentsDoes your content mean enough to youraudience for them to share it or engage with it?Action ReferralsSign UpsPhone CallsDoes your content help you achieve your goals?Revenue DollarsDonorsVolunteersDoes your content help you raise money, recruitvolunteers or save time?Measuring Your Content
    50. You Don’t Have To Measure All Right Away
    51. Use Data To Make Better DecisionsLook for patterns
    52. Share PairHow will you coordinate, create, and measure your socialmedia content? What questions do you still have?
    53. Listening, Engagement, and Champions
    54. Key WordsDashboardRespondAnalysisRepeatPurposeBrand MonitoringCustomer ServiceEngagementInfluencersCrowdsourcingContent CurationListening1.33
    55. California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the namesof that seasons directors andproductions.
    57. Think and Write: What keywords do you need to monitor to help youreach your objectives, learn more about your audience, or supportcontent strategy? WRITE ON STICKY NOTE
    58. What Will Motivate Your Audience?
    59. What’s Important: Ladder of Engagement• Defined Objective• Clearly designatedsteps• A way to track process• Many entry points1.50
    60. Share Pair: Ladder of Engagement1. Review yourobjective andaudience2. What do you wantyour audience todo?3. What are the rungsthat lead to thataction?4. Write it on a stickynote
    61. InfluencersInfluencers: Individuals who are passionate aboutyour mission and have the power or ability to affectsomeone’s actions. Champions are people will tapinto their networks and inspire others to action, etc..Influencer Research: Using online search andother tools to identify social media profiles ofinfluencers and an analysis of what they are sayingto design a formal program to engage them.1.50
    62. ResearchRecruitResourcesUnleashInfluencers• NodeXL• Twiangulate• Klout• Desk Research
    63. Think and Write: What research do you need to do to identifyinfluencers? How can you empower them to support your objectives?WRITE ON STICKY NOTE
    64. GALLERY WALKPut your stickynotes forlistening,engagement,and influencerson your postersLook at otherposters
    65. Coffee and Tea Break
    66. Discussion and Q/A• What are your remaining questions aboutimplementing your strategy?• What is still unclear?• How to best support peer learning movingforward?
    67. MindfulSocial Media orMind Full?Photo by pruzicka
    68. Managing Your Attention Online: Why Is It An ImportantNetworking Skill?
    69. 1. When you open email or do social media tasks, does it make you feel anxious?2. When you are seeking information to curate, have you ever forgotten what it was inthe first place you wanted to accomplish?3. Do you ever wish electronic information would just go away?4. Do you experience frustration at the amount of electronic information you need toprocess daily?5. Do you sit at your computer for longer than 30 minutes at a time without gettingup to take a break?6. Do you constantly check (even in the bathroom on your mobile phone) your email,Twitter or other online service?7. Is the only time youre off line is when you are sleeping?8. Do you feel that you often cannot concentrate?9. Do you get anxious if you are offline for more than a few hours?10.Do you find yourself easily distracted by online resources that allow you to avoidother, pending work?Self-Knowledge Is The First StepA few quick assessment questionsAdd up your score: # of YES answers
    70. 0…1…2…3…4…5…6…7…8…9…10Source: LulumonathleticaMindful Online………………………………………………………..Need Help NowWhat’s Your Attention Focusing Score?
    71. • Understand your goals and priorities andask yourself at regular intervals whetheryour current activity serves your higherpriority.• Notice when your attention haswandered, and then gently bringing itback to focus on your highest priority• Sometimes in order to learn or deepenrelationships -- exploring from link to linkis permissible – and important. Don’tmake attention training so rigid that itdestroys flow.Source: Howard RheingoldNetSmartWhat does it mean to manage your attention while yourcurate or other social media tasks?
    72. Exercise: Shift Into A Reflective Mindset
    73. Takeaways: Share Pairs• What’s one tip or technique that youcan put into practice next week to bemore mindful online?
    74. Closing Circle and Reflection
    75. Thank you! on Twitter