Uploaded byBeth Kanter
Arts Train the Trainers
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.
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Arts Train the Trainers
- 1. Becoming A NetworkedArts Nonprofit Train the Trainers Beth Kanter, Master Trainer Arts Boot Camp - - April 3, 2013
- 2. Write Down andPost 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?
- 3. Beth Kanter: MasterTrainer, Author, and ChangeMaker
- 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 HandIf Your Digital Strategy Goal Is …. Improve relationships Increase awareness Increase traffic referral Increase engagement Increase dollars Increase action
- 6. Is Your NonprofitUsing Online Social Networks for Social Change? Stand Up, Sit Down Photo by net_efekt
- 7. Stay standing ifyour organization is using any of the digital tools and getting results?
- 8. If you can’tfly 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 ofthe 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 ANetwork Mindset: Shift From Push To Pull SF Goodwill's CEO, Debbie Alvarez-Rodriguez
- 15. Leading With ANetwork Mindset
- 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
- 17. The Networked ArtisticDirector
- 18. The Networked CEOor 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: WriteDown 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/
- 24. Share Pair: Whatare some institutional culture capacity building issues you will face? What are your first steps?
- 25. Understand, Feed, andTune Your Networks
- 26. Blends Network StrategyWith Communications Strategy
- 27. Feeding A Networkof Networks
- 28. A Bridge BetweenNetwork of Networks
- 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%
- 30. How Nonprofits VisualizeTheir Networks
- 31. How Nonprofits VisualizeTheir 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, ViewOther 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?
- 34. Strategy , Measurement,Capacity and Content
- 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 YOURAUDIENCE • 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: SMALLARTS 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
- 42. Walking Speed Debrief:60 Seconds
- 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 meto Tweet too? Who has time? Privacy?
- 45. Options for Gettingthe 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 Adaptedto 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
- 48. Tasks Social Media Overview Account Creation/Customization SocialMedia Research Template Creation Blog Monitoring Blog Drafts Video Post Facebook Content Answer comments on Facebook Collect measurement data
- 49. Small Nonprofits: Spreadthe Work Between Staff
- 50. Debrief What are someways you can expand your capacity to do social media?
- 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 CaliforniaShakespeare Theatre California Shakespeare Festival Cal Shakes Jonathan Moscone Susie Falk As the season approaches -- the names of that season's directors and productions.
- 54.
- 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 ContentStrategy To SMART Objectives Objective Target Audience Content Strategy
- 60. How To ThinkAbout 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 January2013 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?
- 66. You Don’t HaveTo Measure All Right Away
- 67. Use Data ToMake Better Decisions Look for patterns
- 68. Action Learning Projects Conference Calls
- 69. Orientation • Please arriveon 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 ConferenceCalls: 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
- 75. Closing Circle andReflection
- 76.
Editor's Notes
- #4 http://www.flickr.com/photos/socialgoodbrasil/8179199091/sizes/l/in/photostream/
- #6 http://www.flickr.com/photos/tallmariah/185557867/sizes/z/in/faves-cambodia4kidsorg/
- #8 https://twitter.com/larissaarcher/status/265618371947687937
- #9 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.”
- #10 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/
- #12 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
- #15 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.”
- #16 So, it is not really about using the tools – it is organizational mindshift that begins with the leadership …..
- #17 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 ..
- #19 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
- #21 http://www.si.edu/content/pdf/about/sd/SD-814.pdfhttp://www.bethkanter.org/category/organizational-culture/
- #23 http://www.bethkanter.org/staff-guidelines/
- #26 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.
- #27 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 …
- #28 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 ..
- #29 But this is not a networked silo --- he is a bridge between networks of networks in other issues – Network mindset ..
- #32 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.
- #38 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.
- #44 CRAWL: I am the staff member who manages our social media efforts, but it is a small fraction of my duties.
- #47 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.
- #48 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
- #51 Will hand out worksheets
- #54 California Shakespeare TheaterCalifornia Shakespeare TheatreCalifornia Shakespeare FestivalCal ShakesJonathan MosconeSusie FalkAs the season approaches -- the names of that season's directors and productions.
- #58 The action learning projects are very critical to the success of the program .. So I will be measuring
- #60 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.
- #62 MonthlyCommon messaging - along with partners on health careShare the responsibility – brainstorm contentIntegrate with what is timelyGet input from partners and friends – group learning
- #67 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 …
- #69 Primary Dial-in: 1 (888) 291-0312Participant Passcode: 7299 096 Alternate Dial-in:18002004473India Freephone 91 22 3301 9461India-Mumbai Local
- #70 Primary Dial-in: 1 (888) 291-0312Participant Passcode: 7299 096 Alternate Dial-in:18002004473India Freephone 91 22 3301 9461India-Mumbai Local
- #76 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
- #77 http://bit.ly/network-leadership