This document discusses using data and measurement to improve social change efforts. It begins by asking attendees to stand if their organization uses online social networks or measurement to improve results. It then discusses how networked nonprofits operate in a simple, agile, and transparent way to create social change. The rest of the document focuses on embracing measurement and data to inform efforts. It outlines the stages organizations go through in accepting measurement from denial to being data-informed. It provides examples of how to create a data-informed culture through baby steps and emphasizes using data for continuous improvement rather than being data-driven. The presentation concludes by thanking the audience.
Boston Book Tour: Measuring the Networked NonprofitBeth Kanter
The presentation discusses how nonprofits can progress from just crawling to walking, running, and flying in using social networks strategically and measuring results. It outlines a maturity model for nonprofits from basic to integrated use of multiple channels. Key steps include developing a network mindset, engaging influencers and partners, integrating content strategy, and continually improving results through reflection and data analysis. The challenges of organizational acceptance of measurement are reviewed from denial to becoming data-informed. Overall, the presentation provides advice on how nonprofits can take incremental steps to incorporate measurement and use data to improve
This document summarizes Beth Kanter's presentation on leading networked nonprofits. Some key points:
1) Networked nonprofits use social media and online networks effectively to further their mission and see measurable results. They have a network mindset of openness, transparency, and collective action.
2) To be successful with a network approach requires both a network mindset and use of networking tools. Information and relationships flow in many directions.
3) Networked nonprofits are transparent, embrace social culture, and are willing to learn from mistakes and failures. Data is used for continuous improvement rather than being data-driven.
This document summarizes a presentation by Beth Kanter on leading nonprofit organizations with a network mindset in the current age of connectivity. Some of the key points discussed include:
1) Adopting a network mindset of openness, transparency, decentralized decision-making and collective action to achieve impact.
2) Listening to and cultivating networks to achieve organizational goals.
3) Using a "crawl, walk, run, fly" model to implement networked practices incrementally from basic communications to advanced network building.
4) The importance of data-informed culture and measurement to learn from experiments and make better strategic decisions.
This document provides an overview of Beth Kanter's work in helping nonprofits build capacity through social media and network strategies. It discusses four important lessons she has learned: 1) focus on communications strategy before tools; 2) adopt a network mindset of openness and collective action; 3) network learning is more efficient when done incrementally; and 4) start measurement with small, achievable goals. The document outlines Kanter's experience helping nonprofits become more data-informed and shares examples of how organizations have improved practices and decision-making by embracing data.
COF Presentation: Leading the Networked FoundationBeth Kanter
This document summarizes a workshop led by Beth Kanter on leading foundations and nonprofits in a networked world. Kanter discusses the importance of adopting a network mindset and using social networks and online strategies to further social change goals. She outlines levels of maturity for networked organizations from crawling to flying. Kanter also emphasizes the importance of becoming a data-informed organization and using metrics to improve strategies and measure impact over time. The workshop provided strategies for foundations to better connect with stakeholders online, engage partners and influencers, and integrate social media and networks into their overall operations.
Master Class Slides: Nonprofit Leadership InstituteBeth Kanter
The document outlines the agenda for a one-day master class on using social media effectively for networked nonprofits, which includes sessions on understanding the networked nonprofit model, developing social media strategies using a crawl-walk-run-fly framework, and interactive exercises around social media policy, network mapping, and case studies of different nonprofit organizations.
This document discusses communicating in the age of new media and social networks. It begins by explaining the differences between Web 1.0 which was about consuming information, and Web 2.0 which enables connecting, collaborating, and sharing. It then discusses how social networks work by connecting people through shared interests and friends of friends. The document also provides advice on developing a social media strategy including identifying target audiences, choosing appropriate networks and channels, establishing workflows, and experimenting to improve outreach and measurement over time.
This document discusses how social media matters and provides tips on using social media effectively for organizations. It notes that 66% of online adults use social networking sites. It provides dos and don'ts for using social media at work, such as using it for work research but not friending coworkers. The document asks about organizations' social media use and policies. It offers steps to develop social media policies and five ways to promote social media presence, such as on a website and emails. Resources on social media from libraries are also listed.
Boston Book Tour: Measuring the Networked NonprofitBeth Kanter
The presentation discusses how nonprofits can progress from just crawling to walking, running, and flying in using social networks strategically and measuring results. It outlines a maturity model for nonprofits from basic to integrated use of multiple channels. Key steps include developing a network mindset, engaging influencers and partners, integrating content strategy, and continually improving results through reflection and data analysis. The challenges of organizational acceptance of measurement are reviewed from denial to becoming data-informed. Overall, the presentation provides advice on how nonprofits can take incremental steps to incorporate measurement and use data to improve
This document summarizes Beth Kanter's presentation on leading networked nonprofits. Some key points:
1) Networked nonprofits use social media and online networks effectively to further their mission and see measurable results. They have a network mindset of openness, transparency, and collective action.
2) To be successful with a network approach requires both a network mindset and use of networking tools. Information and relationships flow in many directions.
3) Networked nonprofits are transparent, embrace social culture, and are willing to learn from mistakes and failures. Data is used for continuous improvement rather than being data-driven.
This document summarizes a presentation by Beth Kanter on leading nonprofit organizations with a network mindset in the current age of connectivity. Some of the key points discussed include:
1) Adopting a network mindset of openness, transparency, decentralized decision-making and collective action to achieve impact.
2) Listening to and cultivating networks to achieve organizational goals.
3) Using a "crawl, walk, run, fly" model to implement networked practices incrementally from basic communications to advanced network building.
4) The importance of data-informed culture and measurement to learn from experiments and make better strategic decisions.
This document provides an overview of Beth Kanter's work in helping nonprofits build capacity through social media and network strategies. It discusses four important lessons she has learned: 1) focus on communications strategy before tools; 2) adopt a network mindset of openness and collective action; 3) network learning is more efficient when done incrementally; and 4) start measurement with small, achievable goals. The document outlines Kanter's experience helping nonprofits become more data-informed and shares examples of how organizations have improved practices and decision-making by embracing data.
COF Presentation: Leading the Networked FoundationBeth Kanter
This document summarizes a workshop led by Beth Kanter on leading foundations and nonprofits in a networked world. Kanter discusses the importance of adopting a network mindset and using social networks and online strategies to further social change goals. She outlines levels of maturity for networked organizations from crawling to flying. Kanter also emphasizes the importance of becoming a data-informed organization and using metrics to improve strategies and measure impact over time. The workshop provided strategies for foundations to better connect with stakeholders online, engage partners and influencers, and integrate social media and networks into their overall operations.
Master Class Slides: Nonprofit Leadership InstituteBeth Kanter
The document outlines the agenda for a one-day master class on using social media effectively for networked nonprofits, which includes sessions on understanding the networked nonprofit model, developing social media strategies using a crawl-walk-run-fly framework, and interactive exercises around social media policy, network mapping, and case studies of different nonprofit organizations.
This document discusses communicating in the age of new media and social networks. It begins by explaining the differences between Web 1.0 which was about consuming information, and Web 2.0 which enables connecting, collaborating, and sharing. It then discusses how social networks work by connecting people through shared interests and friends of friends. The document also provides advice on developing a social media strategy including identifying target audiences, choosing appropriate networks and channels, establishing workflows, and experimenting to improve outreach and measurement over time.
This document discusses how social media matters and provides tips on using social media effectively for organizations. It notes that 66% of online adults use social networking sites. It provides dos and don'ts for using social media at work, such as using it for work research but not friending coworkers. The document asks about organizations' social media use and policies. It offers steps to develop social media policies and five ways to promote social media presence, such as on a website and emails. Resources on social media from libraries are also listed.
ASTD NY - Tailoring e-learning using Neuroscience and Work StylesMarkEMiller
The document discusses how the brain and learning have changed with new technologies. It addresses how learning needs to be relevant, efficient, applied, and connective. Modern learners want rich experiences, flexibility, community, instant results, and interactivity. Effective learning involves problem solving, results, and flexibility. It also examines different thinking styles and how to design learning to accommodate different learners.
Nonprofits are increasingly using social networks to engage with stakeholders. Key aspects of using social networks for nonprofits include:
1. Developing an online presence and profile on relevant social networks where the target audience engages.
2. Implementing a social media strategy that identifies goals, key metrics to measure, and the channels and content used to engage audiences.
3. Starting with low-risk experiments to test approaches, gather feedback, and iteratively refine strategies over time based on measured successes and challenges.
The document summarizes a presentation on leveraging social media to serve health organizations' missions.
The presentation covered:
- An introduction and overview of the "networked health organization" framework.
- Themes on developing a social culture within the organization and prioritizing simplicity.
- How organizations can learn from mistakes in using social media.
The presentation provided examples of how organizations like the American Red Cross have successfully used social media for listening, engagement, and building relationships to further their missions. It emphasized developing internal social media capacity and policies to guide use of these tools.
Most everyone has dipped their toe into the social media waters over the past few years, taking a peek at Facebook and Twitter to see what the buzz is all about. But we have learned that using social media tools isn't very difficult, however using them effectively,
particularly for social change, is challenging. Beth Kanter will lead
an interactive keynote the key principles for effective social media use that turns traditional organizations into cost-effective,far-reaching and effective Networked Nonprofits.
Moving Beyond the Knowledge Base to the Social Knowledge ExchangeBlue Economy Agency
In today’s world, effective knowledge sharing within an organization helps to attract talent, to build revenue and to inspire innovation, all of which lead to competitive advantage. Historically, the dissemination of information has happened through a system of content platforms and static document sharing, often via email. Those old paradigms no longer apply in the real-time socially connected world of today. Leveraging social platforms to tap the collective mindshare of the organization is not only important, it's mission critical for success.
These slides from our recent webinar with ClimateWorks and Forrester Research demonstrate how innovation is pushing the boundaries of knowledge management and moving us into the era of the Social Knowledge Exchange.
Kate Leggett, Forrester’s leading expert analyst on knowledge management will lead the conversation and provide industry trends and insights on the future of the Social Knowledge Exchange. We'll also hear from Sarah Nichols, Director of Knowledge Management for ClimateWorks, a foundation dedicated to supporting public policies that prevent dangerous climate change, and learn how ClimateWorks uses its social intranet to:
Create a central services portal that connects its global network of non-profits
Connect systems of record to systems of engagement
Develop innovative UX search and content discovery mechanisms
Apply best practices to increase intranet adoption and usage.
Social Transformation: Accelerating Industry at the Pace of SocialBlue Economy Agency
The integration of the enterprise is upon us. Social technologies have brought upon us a new era of distributed knowledge with people at their center.
While social software has been growing in use among knowledge workers, it is rarely cited as a benefit to traditional industry. Yet, using today's modern E2.0 technologies - we are witnessing a technological renaissance that promises to bring new life to many embattled industry sectors.
Personal Network Management Km Forum Oct 2009Patti Anklam
Presentation to the Boston KM Forum. Describes how an understanding of networks dynamic and structure can help with the development of one's personal network.
The document discusses leading on social platforms and having an effective social media strategy. It provides an agenda for a workshop that covers topics like social mindsets, interactive engagement, measurement, and maturity of practice for social media. The document encourages organizations to move from just crawling to walking, running, and flying with their social media strategies and provides examples of effective practices at different levels of maturity.
How to ensure efficiency and effectiveness in distributed database developmen...Red Gate Software
The many benefits of having globally, or even locally distributed teams do not come without a trade-off. There has been a proven correlation between the number of errors in Dev, and far located teams, with the same survey highlighting a 79% success rate for teams in 1 location, compared to just 55% for far located teams.
So how can you ensure that everyone works efficiently and effectively in distributed teams? Our presenters take you through the key areas to ensuring Database DevOps success with a far located team such as:
• Culture
• Standardizing development
• Monitoring
This document discusses social media's role in crisis management and natural disasters. It provides examples from case studies of organizations that effectively used social media during disasters. The key lessons are: engage communities on social media before disasters to build trust; have a coordinated social media response plan in place; and focus on developing an organizational culture where social media is a priority for emergency response. The document advocates creating a social media playbook that outlines business objectives, roles, response plans, and reporting for crisis situations.
Virtual team leaders face unique challenges as they often lead employees spread across different locations and time zones. To be effective virtual leaders, they must:
1) Be comfortable with the lack of direct control over remote employees and learn to trust them to work independently.
2) Practice delegation to keep remote employees involved and informed of ongoing work.
3) Stay regularly connected with remote employees through phone calls and emails to prevent them from feeling isolated from the rest of the team.
The document discusses establishing a social media and web presence for a university branch campus. It recommends first establishing shared goals, considering available resources, identifying potential obstacles, measuring effectiveness, sharing content, and planning ahead. It emphasizes the importance of designating roles and responsibilities to someone with the right personality and time. It also stresses branding content to build the campus image and profile. The document concludes by noting the value of having new ideas, even if some are wrong, rather than having no ideas at all.
The document discusses content curation for nonprofits. It defines content curation as organizing, filtering, and making sense of information on the web and sharing valuable content with one's network. It describes the roles and practices of content curators, including seeking out relevant information, analyzing and annotating content, and sharing curated material. The document provides tips for curating efficiently and managing attention online, such as establishing routines, taking breaks, and focusing on goals and priorities. It suggests starting small with attention habits and finding places to incorporate new behaviors.
How can nonprofits stay focused given all the distractions inherent in today’s attention economy? Social media doesn’t have to be overwhelming—you can take control back. This session will teach you some techniques that you can immediately put into practice and help you work more efficiently and effectively, enabling you to achieve more in less time and ultimately increase the return of your efforts.
Resource List: http://socialmedia-strategy.wikispaces.com/Mindful+Social+Media+Curation
E-Metrics: Embrace the Data, Change the WorldBeth Kanter
The document discusses how embracing data and becoming more data-informed can help nonprofits change the world. It advocates that nonprofits adopt a networked mindset, use measurement to understand their impact, and make sense of their data. Nonprofits are encouraged to crawl, walk, run and fly in developing networked practices and moving through stages of measurement acceptance from denial to delight. Advice includes starting small, discussing desired results, experimenting and learning from data.
This document outlines a workshop on using measurement and data to improve nonprofit social media strategies. It discusses defining success metrics, collecting the right types of data, and using measurement for continuous learning and improvement rather than just tracking outputs. Key steps include starting with small pilots to test measurement approaches, focusing on a few important metrics, and having regular reflection meetings to analyze results and identify lessons learned from successes and failures. The overall message is that nonprofits should view measurement as a way to enhance their strategies rather than just collect data for its own sake.
This document discusses measurement best practices for social media. It introduces a maturity framework for measurement from "crawl" to "fly" and suggests focusing measurement on key goals like engagement, awareness, or dollars. The document outlines steps for measurement including defining success metrics, choosing appropriate tools, analyzing results, and using data for decision making. It emphasizes starting small with measurement pilots and iterating to build a data-informed culture from the top down. Regular reflection and using data to improve is key to advancing along the maturity scale.
Global Giving Briefing for Staff and PartnersBeth Kanter
Beth Kanter presented on becoming a data-informed nonprofit through social media measurement. She outlined a 7-step process for social media measurement: 1) define goals, 2) understand audiences, 3) define investments, 4) determine benchmarks, 5) define key performance indicators, 6) select tools, and 7) analyze and apply results. Kanter emphasized starting small with measurement and focusing on insights over data collection. She also presented a "crawl, walk, run, fly" model for nonprofits to gradually increase their use of social media and measurement practices over time.
This document provides an overview of using social media effectively for social change. It discusses adopting a network mindset in leadership and strategy. Key aspects include understanding, engaging with, and tuning organizational networks. Measurement is presented as essential for becoming data-informed and improving practices incrementally. Specific metrics and tools are outlined. Managing attention online through mindfulness is also covered as an important networking skill. The overall message is that social change is increasingly network-centric, and nonprofits can progress from crawling to flying in their use of social media through small experiments, benchmarking, and developing a data-informed culture.
Using Data and Social Media for Social Justice Outcomes was a presentation given at the 2013 TIG Conference in Jacksonville, FL. The presentation discussed how most legal aid programs are very data focused for client services but have only dipped their toes in social media. It also looked at the maturity of social media practice among nonprofits and how they can progress from just crawling to walking, running and flying with their practices. A key part of becoming more data informed is using measurement to understand what's working and constantly learning from successes and failures.
Global Health Social Media Working GroupBeth Kanter
Beth Kanter discusses how nonprofits can be more effective by taking a networked approach and using measurement. She advocates adopting a "network mindset" with openness, decentralized decision-making, and collective action. Kanter also stresses the importance of measurement, providing a 7-step process for social media measurement that includes defining goals, audiences, investments, benchmarks, metrics, tools, and data analysis. The document provides examples and advice for nonprofits to crawl, walk, run, and fly in developing networked and data-informed practices.
Becoming Networked Nonprofits: What Nonprofit Leaders Need to Know to Succeed in Age of Connectedness
This document discusses how nonprofits need to adapt to an increasingly connected world by becoming networked nonprofits. It recommends that nonprofit leaders adopt a network mindset of openness, decentralized decision-making, and collective action. The document also presents a maturity of practice model for nonprofits with four levels - crawl, walk, run, fly - based on their use of social networks and measurement of results. Finally, it discusses the importance of managing attention online through mindfulness and establishing habits and rituals to stay focused.
ASTD NY - Tailoring e-learning using Neuroscience and Work StylesMarkEMiller
The document discusses how the brain and learning have changed with new technologies. It addresses how learning needs to be relevant, efficient, applied, and connective. Modern learners want rich experiences, flexibility, community, instant results, and interactivity. Effective learning involves problem solving, results, and flexibility. It also examines different thinking styles and how to design learning to accommodate different learners.
Nonprofits are increasingly using social networks to engage with stakeholders. Key aspects of using social networks for nonprofits include:
1. Developing an online presence and profile on relevant social networks where the target audience engages.
2. Implementing a social media strategy that identifies goals, key metrics to measure, and the channels and content used to engage audiences.
3. Starting with low-risk experiments to test approaches, gather feedback, and iteratively refine strategies over time based on measured successes and challenges.
The document summarizes a presentation on leveraging social media to serve health organizations' missions.
The presentation covered:
- An introduction and overview of the "networked health organization" framework.
- Themes on developing a social culture within the organization and prioritizing simplicity.
- How organizations can learn from mistakes in using social media.
The presentation provided examples of how organizations like the American Red Cross have successfully used social media for listening, engagement, and building relationships to further their missions. It emphasized developing internal social media capacity and policies to guide use of these tools.
Most everyone has dipped their toe into the social media waters over the past few years, taking a peek at Facebook and Twitter to see what the buzz is all about. But we have learned that using social media tools isn't very difficult, however using them effectively,
particularly for social change, is challenging. Beth Kanter will lead
an interactive keynote the key principles for effective social media use that turns traditional organizations into cost-effective,far-reaching and effective Networked Nonprofits.
Moving Beyond the Knowledge Base to the Social Knowledge ExchangeBlue Economy Agency
In today’s world, effective knowledge sharing within an organization helps to attract talent, to build revenue and to inspire innovation, all of which lead to competitive advantage. Historically, the dissemination of information has happened through a system of content platforms and static document sharing, often via email. Those old paradigms no longer apply in the real-time socially connected world of today. Leveraging social platforms to tap the collective mindshare of the organization is not only important, it's mission critical for success.
These slides from our recent webinar with ClimateWorks and Forrester Research demonstrate how innovation is pushing the boundaries of knowledge management and moving us into the era of the Social Knowledge Exchange.
Kate Leggett, Forrester’s leading expert analyst on knowledge management will lead the conversation and provide industry trends and insights on the future of the Social Knowledge Exchange. We'll also hear from Sarah Nichols, Director of Knowledge Management for ClimateWorks, a foundation dedicated to supporting public policies that prevent dangerous climate change, and learn how ClimateWorks uses its social intranet to:
Create a central services portal that connects its global network of non-profits
Connect systems of record to systems of engagement
Develop innovative UX search and content discovery mechanisms
Apply best practices to increase intranet adoption and usage.
Social Transformation: Accelerating Industry at the Pace of SocialBlue Economy Agency
The integration of the enterprise is upon us. Social technologies have brought upon us a new era of distributed knowledge with people at their center.
While social software has been growing in use among knowledge workers, it is rarely cited as a benefit to traditional industry. Yet, using today's modern E2.0 technologies - we are witnessing a technological renaissance that promises to bring new life to many embattled industry sectors.
Personal Network Management Km Forum Oct 2009Patti Anklam
Presentation to the Boston KM Forum. Describes how an understanding of networks dynamic and structure can help with the development of one's personal network.
The document discusses leading on social platforms and having an effective social media strategy. It provides an agenda for a workshop that covers topics like social mindsets, interactive engagement, measurement, and maturity of practice for social media. The document encourages organizations to move from just crawling to walking, running, and flying with their social media strategies and provides examples of effective practices at different levels of maturity.
How to ensure efficiency and effectiveness in distributed database developmen...Red Gate Software
The many benefits of having globally, or even locally distributed teams do not come without a trade-off. There has been a proven correlation between the number of errors in Dev, and far located teams, with the same survey highlighting a 79% success rate for teams in 1 location, compared to just 55% for far located teams.
So how can you ensure that everyone works efficiently and effectively in distributed teams? Our presenters take you through the key areas to ensuring Database DevOps success with a far located team such as:
• Culture
• Standardizing development
• Monitoring
This document discusses social media's role in crisis management and natural disasters. It provides examples from case studies of organizations that effectively used social media during disasters. The key lessons are: engage communities on social media before disasters to build trust; have a coordinated social media response plan in place; and focus on developing an organizational culture where social media is a priority for emergency response. The document advocates creating a social media playbook that outlines business objectives, roles, response plans, and reporting for crisis situations.
Virtual team leaders face unique challenges as they often lead employees spread across different locations and time zones. To be effective virtual leaders, they must:
1) Be comfortable with the lack of direct control over remote employees and learn to trust them to work independently.
2) Practice delegation to keep remote employees involved and informed of ongoing work.
3) Stay regularly connected with remote employees through phone calls and emails to prevent them from feeling isolated from the rest of the team.
The document discusses establishing a social media and web presence for a university branch campus. It recommends first establishing shared goals, considering available resources, identifying potential obstacles, measuring effectiveness, sharing content, and planning ahead. It emphasizes the importance of designating roles and responsibilities to someone with the right personality and time. It also stresses branding content to build the campus image and profile. The document concludes by noting the value of having new ideas, even if some are wrong, rather than having no ideas at all.
The document discusses content curation for nonprofits. It defines content curation as organizing, filtering, and making sense of information on the web and sharing valuable content with one's network. It describes the roles and practices of content curators, including seeking out relevant information, analyzing and annotating content, and sharing curated material. The document provides tips for curating efficiently and managing attention online, such as establishing routines, taking breaks, and focusing on goals and priorities. It suggests starting small with attention habits and finding places to incorporate new behaviors.
How can nonprofits stay focused given all the distractions inherent in today’s attention economy? Social media doesn’t have to be overwhelming—you can take control back. This session will teach you some techniques that you can immediately put into practice and help you work more efficiently and effectively, enabling you to achieve more in less time and ultimately increase the return of your efforts.
Resource List: http://socialmedia-strategy.wikispaces.com/Mindful+Social+Media+Curation
E-Metrics: Embrace the Data, Change the WorldBeth Kanter
The document discusses how embracing data and becoming more data-informed can help nonprofits change the world. It advocates that nonprofits adopt a networked mindset, use measurement to understand their impact, and make sense of their data. Nonprofits are encouraged to crawl, walk, run and fly in developing networked practices and moving through stages of measurement acceptance from denial to delight. Advice includes starting small, discussing desired results, experimenting and learning from data.
This document outlines a workshop on using measurement and data to improve nonprofit social media strategies. It discusses defining success metrics, collecting the right types of data, and using measurement for continuous learning and improvement rather than just tracking outputs. Key steps include starting with small pilots to test measurement approaches, focusing on a few important metrics, and having regular reflection meetings to analyze results and identify lessons learned from successes and failures. The overall message is that nonprofits should view measurement as a way to enhance their strategies rather than just collect data for its own sake.
This document discusses measurement best practices for social media. It introduces a maturity framework for measurement from "crawl" to "fly" and suggests focusing measurement on key goals like engagement, awareness, or dollars. The document outlines steps for measurement including defining success metrics, choosing appropriate tools, analyzing results, and using data for decision making. It emphasizes starting small with measurement pilots and iterating to build a data-informed culture from the top down. Regular reflection and using data to improve is key to advancing along the maturity scale.
Global Giving Briefing for Staff and PartnersBeth Kanter
Beth Kanter presented on becoming a data-informed nonprofit through social media measurement. She outlined a 7-step process for social media measurement: 1) define goals, 2) understand audiences, 3) define investments, 4) determine benchmarks, 5) define key performance indicators, 6) select tools, and 7) analyze and apply results. Kanter emphasized starting small with measurement and focusing on insights over data collection. She also presented a "crawl, walk, run, fly" model for nonprofits to gradually increase their use of social media and measurement practices over time.
This document provides an overview of using social media effectively for social change. It discusses adopting a network mindset in leadership and strategy. Key aspects include understanding, engaging with, and tuning organizational networks. Measurement is presented as essential for becoming data-informed and improving practices incrementally. Specific metrics and tools are outlined. Managing attention online through mindfulness is also covered as an important networking skill. The overall message is that social change is increasingly network-centric, and nonprofits can progress from crawling to flying in their use of social media through small experiments, benchmarking, and developing a data-informed culture.
Using Data and Social Media for Social Justice Outcomes was a presentation given at the 2013 TIG Conference in Jacksonville, FL. The presentation discussed how most legal aid programs are very data focused for client services but have only dipped their toes in social media. It also looked at the maturity of social media practice among nonprofits and how they can progress from just crawling to walking, running and flying with their practices. A key part of becoming more data informed is using measurement to understand what's working and constantly learning from successes and failures.
Global Health Social Media Working GroupBeth Kanter
Beth Kanter discusses how nonprofits can be more effective by taking a networked approach and using measurement. She advocates adopting a "network mindset" with openness, decentralized decision-making, and collective action. Kanter also stresses the importance of measurement, providing a 7-step process for social media measurement that includes defining goals, audiences, investments, benchmarks, metrics, tools, and data analysis. The document provides examples and advice for nonprofits to crawl, walk, run, and fly in developing networked and data-informed practices.
Becoming Networked Nonprofits: What Nonprofit Leaders Need to Know to Succeed in Age of Connectedness
This document discusses how nonprofits need to adapt to an increasingly connected world by becoming networked nonprofits. It recommends that nonprofit leaders adopt a network mindset of openness, decentralized decision-making, and collective action. The document also presents a maturity of practice model for nonprofits with four levels - crawl, walk, run, fly - based on their use of social networks and measurement of results. Finally, it discusses the importance of managing attention online through mindfulness and establishing habits and rituals to stay focused.
This document outlines the 7 basic steps for nonprofits to become data informed organizations:
1. Define goals and desired outcomes
2. Identify target audiences
3. Determine the necessary time investment for measurement
4. Establish benchmarks for comparison
5. Select key performance indicators (KPIs) to track
6. Choose appropriate tools and methods for data collection
7. Engage in sense-making of results to inform strategy
This document provides an overview of a webinar on becoming data informed for nonprofits. The webinar discusses moving from crawling to walking to running to flying in measurement maturity. It introduces a framework for measurement and encourages nonprofits to start with small pilots to build measurement habits. The webinar also discusses defining goals and key performance indicators, choosing the right tools, collecting qualitative data, and using data for decision making through regular reflection. Attendees are encouraged to critically evaluate if the time spent on social media is worth the results and costs through measurement.
Beth Kanter presented a webinar on becoming data informed for nonprofits. She discussed moving from crawling to walking to running to flying in measurement maturity. Kanter outlined the 7 steps of measurement as defining goals, identifying the audience and insights needed, choosing appropriate tools and metrics, setting benchmarks, and analyzing results. She emphasized starting small with pilots and using data for decision making and continuous improvement. The webinar provided frameworks and examples to help nonprofits of all levels strengthen their measurement practices.
Measuring the Networked Nonprofit Book LaunchBeth Kanter
Beth Kanter gave a presentation on using data and networks to drive social change. She discussed how nonprofits can progress from just crawling in their use of social media and networks to walking, running, and flying by becoming more data-informed. Kanter presented models for measuring social media return on investment and becoming a networked nonprofit at different maturity levels. She emphasized starting small with data collection, defining goals and key performance indicators, and using measurement to continually learn and improve strategies for social change.
Picturing Your Data is Better than 1,000 Numbers: Data Visualization Techniqu...NTEN
This document contains an agenda and slides from a presentation on data visualization for nonprofits. The agenda includes opening remarks and sessions on measuring the networked nonprofit, data assessment and learning, and communications and advocacy. The slides discuss creating a data-informed nonprofit culture, using data visualization principles like maximizing data-ink ratio and allowing purpose to select the medium. Examples are given of using maps, dashboards, and research findings visualization. The importance of visualizing data rather than just numbers is emphasized.
Cookies, Convening, and Coffee: Measuring the Networked NonprofitBeth Kanter
This document discusses how nonprofits can become more data-informed in their social media strategies and tactics. It recommends starting with small, measurable goals and using inexpensive tools to collect basic metrics. A seven-step process for social media measurement is presented: 1) define goals, 2) understand audiences, 3) determine investments, 4) set benchmarks, 5) identify key performance indicators, 6) select tools, and 7) analyze data and apply learnings. Case studies from organizations like MomsRising demonstrate how to connect strategies, audiences and investments to meaningful metrics that can guide improvements. The overall message is that nonprofits can start measuring impact with basic data and focus on insights over extensive data collection.
1) The document discusses a session on data visualization techniques for social change. It provides an agenda that covers measuring networked nonprofits, using data for assessment, learning and management, and communications and advocacy.
2) The session discusses how visualizing data through techniques like maps, placemats, dashboards and research findings can help nonprofits better understand and communicate information.
3) Effective data visualization follows design principles like maximizing data ink, using color and contrast effectively, allowing the purpose to guide the medium used, and incorporating classic graphic design elements. Visuals can help nonprofits evolve to more impactful communication.
Measuring Social Change and Media: Beyond BSBeth Kanter
This workshop provided an overview of becoming a data-informed organization through measuring social change and media efforts. The presenters discussed the five stages of measurement acceptance from denial to becoming data-informed. They provided case studies of organizations at different levels of maturity including the Humane Society of the United States and an arts nonprofit. Key lessons included establishing clear goals and KPIs, overcoming silos between departments, learning from both successes and failures, and using data to continuously improve strategies.
This document summarizes a presentation by Beth Kanter and KD Paine on becoming a data-informed nonprofit. It discusses the 7 basic steps of measurement for networked nonprofits and introduces a maturity model for measurement practice with four stages: crawl, walk, run, fly. Key advice includes starting simply by discussing desired results and identifying relevant metrics, experimenting to evolve measurement over time, and using data to learn and improve. The presenters emphasize how measurement can help nonprofits better understand their impact and become more effective.
This document contains an agenda for a workshop on data, information visualization, communications, and advocacy for nonprofits. The agenda includes opening remarks and then three presentations: Beth Kanter will discuss measuring the impact of networks in nonprofits; Johanna Morariu will cover data collection, assessment, learning and management; and Brian Kennedy will talk about communications and advocacy. The document provides brief summaries of each presentation and includes slides from Beth Kanter's presentation on creating a data-informed culture in nonprofits.
The document summarizes a workshop on leading on social platforms given by Beth Kanter. Kanter discusses developing a social media strategy and scaling social media use within an organization. She advocates treating social media as a leadership tool and integrating it across departments. Kanter also emphasizes becoming data-informed by measuring social media initiatives, learning from failures, and using data to improve strategies. The workshop focused on practical steps organizations can take when developing or maturing their social media practices.
Hubspot Measurement Webinar for Valentine's DayBeth Kanter
The document provided an overview of a webinar on measurement for nonprofits. It began with an agenda that outlined discussing the 5 stages of measurement love, tales of romance in nonprofit measurement, and how to fall in love with measurement in 7 easy steps. It then covered a maturity of practice framework for measurement and where organizations can focus their efforts from crawling to flying. Key aspects of learning to love measurement included starting with the right metrics, using tools appropriately, benchmarking against peers, and regularly reflecting on data to improve.
Nonprofits and the Age of Automation: Bots, AI, and Struggle for HumanityBeth Kanter
This document discusses the rise of automation through artificial intelligence and bots. It describes different types of AI like machine learning, natural language processing, and super AI. Examples are given of how nonprofits are using bots and AI for tasks like fundraising, volunteer coordination, public health outreach, and activism. Ethical concerns around data privacy and algorithmic bias are raised. The document encourages nonprofits to experiment with bots through small pilots while evaluating impacts and stakeholder feedback.
Beth Kanter discusses burnout in the nonprofit sector and provides strategies for self-care and creating a culture of wellbeing in the workplace. Burnout is common due to high demands, few resources, and lack of recovery time. Self-care includes consistent habits to enhance wellbeing, such as protecting sleep, going on a news diet, meditative art, scheduling quiet time, and taking real vacations. To create wellbeing in the workplace requires leadership and culture change through staff feedback, wellness programs, and small policy changes rather than quick fixes. The benefits include improved recruitment, retention, health, and performance.
Combating Distraction and Enhancing Productivity: Technology Wellness in the ...Beth Kanter
This document discusses how technology use can lead to stress and burnout if not managed properly. It provides tips for personal technology wellness, such as limiting device use before bed, taking breaks from screens, and assessing one's technology habits. For organizations, it recommends establishing norms around email, meetings, collaboration platforms, and device-free spaces to avoid "collaborative overload" and promote focus. The overall message is that being intentional with technology can help individuals and nonprofits be more productive while also healthier and happier.
Happy Healthy Nonprofit: Strategies for Impact without BurnoutBeth Kanter
Beth Kanter discusses strategies for preventing burnout in nonprofit professionals and organizations. She explains that burnout is caused by feeling overwhelmed with too many demands and too little recovery time. Kanter advocates for implementing self-care plans that incorporate habits across five spheres of living: protecting sleep, standing more at work, walking, scheduling quiet time, and taking real vacations. She argues that moving from individual self-care to a culture of "WE-Care" through leadership, employee engagement, and intentional focus on culture change can help nonprofits thrive without burnout.
The document discusses creating an ideal workplace culture through establishing effective meeting norms and practices. It provides tips for planning meetings, giving and receiving feedback, setting cultural norms, and avoiding "collaborative overload". The agenda includes icebreakers, exercises on social styles, listening techniques, feedback models, creating meeting norms, and reflecting on productivity. The goal is to promote mutual support, learning, and effective collaboration through establishing shared expectations and communication best practices.
This document provides strategies for enhancing a nonprofit's online presence through social media. It discusses how to become a "networked nonprofit" by listening and engaging with networks to achieve outcomes. It emphasizes using social media and online tools to further an organization's mission. The document then provides tips on developing an effective social media strategy, including assessing audiences, setting objectives, creating engaging content, activating champions, and selecting appropriate channels. It stresses using storytelling and developing a consistent content creation process.
This document discusses how technology use can lead to stress, burnout, and decreased productivity among nonprofit professionals and organizations. It provides tips for personal technology wellness, such as using an alarm clock instead of phone to wake up, taking walking meetings, and regularly unplugging from technology. It also recommends bringing technology wellness into the workplace through practices like dedicating time for quiet work without distractions, scheduling meetings around energy levels, and creating device-free zones. The goal is to use technology and structure workdays intentionally to improve focus, health, and happiness for nonprofit employees and organizations.
This document discusses strategies for preventing burnout in the nonprofit sector. It begins by explaining that burnout is common due to high demands, few resources, and lack of recovery time. The speaker then outlines the symptoms and stages of burnout. The rest of the document focuses on the importance of self-care and creating a culture of well-being in nonprofit organizations. It emphasizes that self-care requires intentional habit change, not just quick fixes. Nonprofits should focus on culture change through leadership, employee engagement, and programs that support staff well-being. Small, sustainable changes can make a difference in preventing burnout without large expenses.
The document discusses how nonprofits can promote employee well-being and self-care to prevent burnout. It notes that burnout is a problem for the nonprofit sector due to demanding work and limited resources. The presentation provides a model for self-care that addresses different life domains like sleep, nutrition, movement, and mindfulness. It advocates for organizations to develop well-being strategies, encourage a supportive culture, and help employees establish self-care routines in order to engage staff and maximize impact. Case studies show how nonprofits have successfully implemented various wellness programs and activities.
This document discusses fundraiser burnout and self-care. It begins with an introduction from Beth Kanter and Corine Aartman. The document then discusses the causes and symptoms of burnout. It notes that burnout is common in the nonprofit sector due to feelings of being overwhelmed by demands and lacking resources or recovery time. The symptoms of burnout include emotional exhaustion, cynicism, fatigue, and reduced performance. The document then provides tips for self-care, including protecting sleep, walking more, limiting phone and news consumption, meditating, scheduling quiet time, and taking real vacations. It emphasizes creating a self-care plan tailored to the individual.
The document discusses bringing self-care and well-being into nonprofit workplaces. It notes that burnout is a problem for nonprofit professionals due to high demands and lack of resources. The presentation provides tips for individual self-care practices and creating an organizational culture of well-being. Some key benefits of prioritizing well-being include lower health costs, higher employee satisfaction, better ability to handle stress, and increased productivity. The presentation emphasizes that well-being must be an embedded part of the organizational culture, not just occasional activities, and requires leadership commitment and employee engagement to be successful.
Running Effective Virtual Meetings: Tools & Techniques for EngagementBeth Kanter
This document provides tools and techniques for running effective virtual meetings. It begins with an agenda for a virtual training session on engagement in virtual meetings. The document then discusses survey results on common types and activities in virtual meetings. It provides tips for the before, during, and after stages of virtual meetings, including design, scheduling, opening and closing exercises, facilitation techniques, and follow up. Interactive exercises and templates are demonstrated for creating meeting norms, introductions, and evaluating meetings. Recipes are given for webinar formats involving presentations and panel discussions. The overall document aims to improve engagement and effectiveness in virtual meetings.
The document discusses bringing self-care and well-being into the nonprofit workplace. It begins with an overview of burnout and its symptoms. It then provides various self-care tips that individuals and nonprofits can implement such as getting sufficient sleep, going for walks, practicing mindfulness, and taking real vacations. The document emphasizes that well-being must be embedded in an organization's culture through leadership, employee engagement, and intentional focus. It argues the benefits of prioritizing well-being include cost savings, higher productivity, and attracting and retaining top talent. Overall, the document promotes the idea that self-care is a key part of doing impactful nonprofit work.
Beth Kanter discusses effective technology habits for nonprofit professionals and organizations. She notes that constant technology use can lead to stress and burnout. Her presentation covers personal technology wellness tips like using an alarm clock instead of phone to wake up, taking regular breaks from technology, and organizing phones to avoid overuse. She also provides suggestions for nonprofit workplaces, such as implementing "creativity time" for employees and reducing unnecessary meetings to prevent technology overload. The goal is to bring better technology wellness practices to nonprofit professionals and their organizations.
This document summarizes a presentation by Beth Kanter on creating a healthy and sustainable approach to fundraising. The presentation discusses the risks of burnout for nonprofit professionals and provides strategies for implementing self-care practices and building a culture of well-being at nonprofit organizations. Key points include identifying symptoms of burnout, developing a personalized self-care plan, establishing small, sustainable habits using a "tiny habits" approach, and engaging employees to shift organizational culture to prioritize wellness. The presentation argues this approach can improve outcomes like retention, productivity and stress management.
Creating Resilient Nonprofit Staff from the Inside/OutBeth Kanter
The document provides an agenda and materials for a staff training workshop on developing resilience from the inside out. The workshop covers topics like self-awareness, social styles, listening skills, empowering questions, and peer coaching. Participants learn about their own communication styles, practice reflective listening techniques, and do role plays asking empowering questions and coaching peers. The goal is for staff to gain insights into how to better communicate, support each other, and build resilience both individually and collectively.
Workshop at Helsinki University: Social Media and NGOSBeth Kanter
This document summarizes a presentation about becoming a networked nonprofit and leveraging social media. The presentation covered:
- The benefits of networked nonprofits that are simple, agile, and transparent and listen and engage with networks to achieve outcomes.
- How staff and boards can leverage their professional networks on social media to further the nonprofit's mission.
- Tips for nonprofits on where they fall on a spectrum from just starting to use social media ("crawling") to fully leveraging it ("flying") and how to improve.
Workshop for US Embassy Finland - Finnish- American Societies Beth Kanter
The document discusses the future of social clubs in a digital world. It suggests that traditional nonprofits need to evolve to become more like "networked nonprofits" that are simple, agile, transparent, and leverage people's professional networks to achieve their mission. It provides examples of where organizations fall on a spectrum from just starting to engage digitally to having fully embraced digital strategies. Younger generations are increasingly using social media and digital channels as part of their communities. The document advocates that nonprofits develop a digital strategy to help achieve their goals by understanding their audiences and how social media can help build awareness, engagement, and support.
This document discusses best practices for non-profits to use social media for networking and relationship marketing. It recommends that non-profits become "networked non-profits" that actively engage and listen to networks of people and organizations to reach outcomes. It provides tips for non-profits to start by engaging insiders like staff and boards in social media and to develop socially-engaged staff. It also discusses challenges like boundaries between personal and professional identities on social media and provides strategies for establishing an effective leadership presence on social platforms.
Here are some tips to improve being present:
- Schedule focused work for when you have the most energy
- Limit meetings to 30 minutes as the default
- Ban electronics/multitasking from important meetings
- Protect distraction-free time on individual calendars
- Speak up if a meeting seems unfocused or you notice distractions creeping in
Assessing where your team is at with planning, people skills, priorities and being present can help identify areas to improve collaboration habits. Small changes like these tips can help your team optimize efforts and avoid burnout from too much connectivity.
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1. Measuring the Networked Nonprofit:
Using Data for Social Change in Age of Networks
Beth Kanter, Author, Blogger, and Trainer
Beth’s Blog
June 1, 2012 - Cisco Foundation
6. My First Book Was About Organizational Change
Networked Nonprofits are
simple, agile, and transparent NGOs.
They are experts at using social
media tools to make the world a
better place.
Networked Nonprofits first must
“be” before they can “do.”
For some nonprofits, it means
changing the way they work.
Others naturally work in a
networked way so change isn’t as
difficult.
7. Not All Nonprofits Are Born As Networked Nonprofits
NGO
Modified illustration by David Armano
The Micro-Sociology of Networks
With apologies to David Armano for hacking his visual!
Source: The Micro-Sociology of Networks
8. Networked Nonprofit Have Networked Mindset
NGO
Staff
With apologies to David Armano for hacking his visual!
Source: The Micro-Sociology of Networks
9. The Networked Nonprofit
BE DO
Understand Networks Work with Free Agents
Create Social Culture Work with Crowds
Listen, Engage, and Build Learning Loops
Relationships
Trust Through Friending or Funding
Transparency
Simplicity Govern through Networks
10. How do use measurement to learn how to
improve and document results?
Photo by Untrained eye
33. Why did it fail?
What did we learn?
What insights can use next
time around?
DoSomething.Org’s Fail Fest
34. Stages of a Data Informed Culture
CRAWL WALK RUN FLY
Data collection, but Data from multiple Has org wide KPIs or
No formal not consistent or results
sources
reporting shared between Organization wide
System and structure
Lacks consistent departments dashboard with
for collection
data collection customized views
Discussed at staff
Lacks systems Data not linked to Data is shared across
meetings
Decisions are results, could be departments
Uses data for
passion-driven wrong data Formal process for
planning and
decisions analyzing, discussing, and
Rarely makes applying results
decisions to improve Data visualization for
reports and reflection
35. Becoming Data-Informed: Change Is Easy
With Baby Steps
• Begin at the end – discuss and identify
results
• Curator of metrics
• Use experiments to help you evolve
• Get started with a small data collection
project that is high priority in your
organization
• Learn from your results
Community Impact Cash Grants Recognition ProgramMeasuring the Networked Nonprofit: Using Data for Social Change
The leading edge of social change is increasingly network-centric. Collaboration, coordination, and working in networks are becoming the new normal, as leaders across sectors work to move the needle on today’s most pressing problems. Individuals and groups are taking increasing advantage of technology’s ability to facilitate and expand their impact through connection, coordination, and collaboration. What does this look like in action? Grassroots mobilization has achieved a step change in speed and power, as witnessed by the Twitter-enabled Arab Spring, the KONY 2012 campaign that put a long-invisible crisis in Africa on the public radar, and the swift backlash against the Susan G. Komen Foundation for withdrawing support from Planned Parenthood. Collective knowledge production on sites like Wikipedia, Galaxy Zoo, Instructables, or the Polymath Project continues to grow and is redefining how we access expertise. We can also see the power of networks playing out in field-level collaboratives such as Strive and RE-AMP, where large groups of organizations are aligning their strategies to enable individual efforts to add up to systemic change.
The transition from working like this to this – doesn’t happen over night, can’t flip a switch
The transition of how a nonprofit goes from institution to looking like and working more like a network is what our book is aboutThe transition isn’t an easy, flip a switch – and it happens – it takes time Some nonprofits, newer ones like Mom’s Rising have networked nonprofit in their DNA, while others – institutions – make the change slowly.Way of being transforms into a way of doing
The book covers basic measurement techniques and frameworks like how to measure engagement, relationships, influence, define success, social fundraising, as well as some of the more difficult networked nonprofit strategies like networks, transparency, and crowdsourcing.It has a lot of practical information and tips – but I’d like to share with you one idea from the book – and that’s about becoming data informed, but first I have to tell you about my own measurement story.
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.”
http://www.flickr.com/photos/theimagegroup/369893824/Organizations with data-informed cultures have the conscious use of assessment, revision, and learning built into the way they plan, manage, and operate. From leadership, to strategy, to decision-making, to meetings, to job descriptions—a data-informed culture has continuous improvement embedded in the way it functions. Key Performance Indicators (KPIs) are the specific quantifiable metrics that an organization agrees are necessary to achieve success. They are the mileposts that tell a data-informed organization whether they are making progress toward their goals. Measurement and data visualization are tools that nonprofits with data-informed cultures use to improve their programs; they observe the results of their programs, and then learn from those results to improve and refine their next programs. Data-informed cultures design measurement into their projects—not just so they have measureable outcomes, but so they provide the data necessary to guide how to improve them. Measurement can be used for many things, some of them undesirable, like justifying your existence, getting someone fired, or proving a point. A data-informed culture uses measurement to continuously improve.
DoSomething.org is a fully functioning data-informed culture. Founded by Andrew Shue and Michael Sanchez, DoSomething.org’s mission is to convince young people that community service is as popular, cool, and, most importantly, normal, as watching TV or playing sports. Their idea was that if community service could become ingrained in young people, then they wouldn't think twice about helping others or volunteering. Back in 1993, Shue approached Aaron Spelling, the executive producer of “Melrose Place,” and asked for 30 seconds of airtime during the show to tell the world about DoSomething.org. Spelling agreed and DoSomething.org was officially launched!DoSomething.org, a mid-sized nonprofit with about 40 staff members including a fulltime data analysts, focuses on social change makers under 25 years of age and delivers most of its programs through the web, mobile messaging, and/or through social networks. They don’t collect data for data’s sake. They use their data to shape programs and drive social change, making decisions based on a balance of data and experience.
It Starts at the TopCreating a data-informed culture comes down to leadership. At DoSomething.org it starts with the board, which is dominated by leaders in the tech field, including Reid Hoffman, co-founder of Linked-In, and Raj Kapoor, co-founder of Snapfish. Reid has famously said, “The future of the web is data.” Lublin purposefully developed a data-informed culture, building her team with staff members who share her passion, like CTO George Weiner. Weiner manages the Internet, computer, and online communication strategy for DoSomething.org. He says, “One of the biggest challenges to nonprofits becoming more data-informed is the HiPPO in the room that no one wants to talk about. ‘HiPPO’ stands for ‘Highest Paid Person in the Organization,’ and it’s usually your CEO. The HiPPO has to buy into data-informed decisions otherwise it doesn’t happen.”
http://www.flickr.com/photos/foreversouls/7318906/Don’t Just Count, Understand WhyThe DoSomething.org staff mine their program data for actionable insights that they share with Lublin at regular meetings. “I think one of the reasons our organizational culture has evolved is that our nonprofit is 90% funded by corporate sponsorships,” explains Lublin. “They look at us as a media purchase. As a result, we’ve always collected key performance metrics. Not just traffic, but engagement metrics, and, of course, actions taken. But we don’t just count, we try to understand why.”Lublin has brought in leading thinkers from the corporate sector to mentor her and her staff on how to think about their data. She says, “I was fortunate to spend some time with John Lilly from Mozilla. He encouraged us to have a more open philosophy for sharing and analyzing our data. If we’re transparent about sharing our dashboards, it generates feedback and discussion from our stakeholders that leads to improvement.”
http://www.flickr.com/photos/mklingo/245562110/sizes/l/in/photostream/Don’t Be A Slave To Data: ThinkLublin says that nonprofits must listen to the data, but stay focused on the mission. “I don’t mean that we don’t have a spine. If the data told us to focus on senior citizens, we’d package it up and send it to another organization because it doesn’t support our goal of activating young people to take action.” Lublin also talks about the importance of constant experimentation. “And it isn’t just saying, ‘O.K., we’ll try this.’ We state a specific hypothesis with a number and measure against that.” DoSomething.org integrates critical metrics from social media, e-mail, SMS, and the Web. They don’t just count their data; they use sophisticated methods like A/B testing to determine what is working and improve their tactics.
Spend More Time Thinking About The Data, Less On Collecting ItDoSomething.org uses its data to continuously improve programs, develop content, and shape campaign strategies. So DoSomething.org wants its staff to spend more of its brainpower thinking about the data, rather than collecting it. To ensure that this happens, DoSomething.org’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.”
http://www.flickr.com/photos/mkrigsman/3428179614/Tear Down Those SilosLublin says that it is important not to silo your data analysts. “You can’t treat them like accountants that sit quietly in the background and assign categories to expenses. I’ve made sure that our data analyst shares an office and works interactively with staff.” He is responsible for making sure that departmental and overall organizational goals are aligned, and that social media data are seamlessly integrated into achieving key organizational results. Filbin says, “My goal is to make sure that every person and department has access to the data they need in order to create actionable changes in their work. Each person has an automated dashboard that has different levels of detail and relates to organizational results.”
Make It Personal And Make It RelevantFilbin also talks about how to overcome staff resistance. “Reports should be presented in a way that seeks to avoid bruised egos. Rather than bringing a number to a meeting, people should be reviewing their own statistics and data. This is part of what I am doing at DoSomething.org—closing the data loop; making sure each department can access its data to answer their questions.”
Even The Smallest Victory Is A WinFilbin says it is important to start with sharing small wins. “For example, I shared an analysis of A/B testing for Facebook ads for an event signup. “We discovered the conversion rate was very low because we directed people to an external site (our own website) rather than a signup page on Facebook. This insight helped us use Facebook ads more effectively to bring people to the event.”http://www.flickr.com/photos/recipher/2491336563/sizes/l/in/photostream/
Fail Fest And Pink Boas: Don’t Be Afraid To FailDoSomething.org doesn’t use its data to pat itself on the back or make the staff feel good. Lublin notes that they’re not afraid of failure. They hold regular “Fail Fest” meetings, where each person on staff has to present a campaign or program failure. They share three things they learned about themselves and three things the organization learned. To remove the stigma from failure, Lublin says, “We have to wear pink boas when we present.” http://www.flickr.com/photos/ruminatrix/2734602916/in/faves-cambodia4kidsorg/
The Stages of Becoming Data Informed: Crawl, Walk, Run, FlyObviously, not all nonprofits are born with the data-informed gene. And it’s not a culture you can acquire along with your analytics software. It’s an evolutionary process that happens in stages. These include:Crawl: At this stage, the organization does not know where to start. It collects data from time-to-time, but doesn’t do formal reporting. What data is collected doesn’t relate to decision-making. There are no systems in place, no dashboards, and no collection methods. Staff is often overwhelmed by the thought of measurement and the task falls to the bottom of the to-do list. There is no process for analyzing success or failure. Decisions are all passion-driven.Walk: At this stage, the organization is regularly collecting data but not in a consistent manner. For example, different people and departments may be collecting data but not sharing it. Or data is focused on the metrics that are specific to social media channels but not linked to high-level organizational results or mission-driven goals across programs and could, in fact, be the wrong data. Discussions on how to improve results are rarely part of staff meetings, nor are there linkages to organizational experience. The organization does not understand the fine distinction between being data-driven and the intelligent use of data. Run: At this stage, the non-profit has an organization-wide system and dashboard for collecting measurement data that is shared with different departments. Decisions are not based solely on a data or intuition, but multiple sources. Managers hold weekly check-ins to evaluate what’s working and what’s not across communications channels, as well as, any specific social media feedback received that would help shape our future campaigns or social media use. At this stage it monitors feedback from target audiences in real time but supplements that information with trend or survey data. The organization may work with measurement consultants or specialists to improve skills and capacity and it provides training and professional development for staff to learn how to use measurement tools.Fly: At this phase the non-profit has established key performance indicators that are used across programs. The organization has a staff person responsible for managing the organization’s data, but staff are empowered to check and apply their own data. In addition to providing weekly check-ins, the organizational dashboard includes key performance metrics related to goals. The organizational dashboard is shared across departments and there is a process for analyzing, discussing, and applying results. They use data visualization techniques to report the data analysis but also to reflect on best practices culled from the data. There is no shame or blame game because of “failures,” instead these are embraced as learning opportunities. There is a regular report to senior leadership that details high level successes, challenges, and recommendations for moving forward. Staff performance reviews incorporate how well the organization is doing on KPIs. Leadership celebrates successes by sharing measurement data across the organization.
Becoming Data-Informed: Change Is Easy With Baby StepsChanging an organization’s culture to a more data-informed approach must begin with baby steps. While it does not have to be difficult to orchestrate, it does need to start from the top. Unless senior management can agree on the definitions of success and how they will be measured, you can waste a tremendous amount of time accumulating data but not using it. In Chapter 4, we describe the basic steps of any measurement program and discuss how to set up a measurement pilot program. Chapter 5 discusses how to identify the value of success. Getting started on the path to becoming a data-informed nonprofit is a matter of having some important internal conversations. It is not just about having new inspiration about measurement or working with new tools; it means thinking differently about the organization and how it works.Begin at the End: Discuss and Identify ResultsIf your organization doesn’t know exactly what you’re going to measure, you can’t become data-informed. Unless you have a discussion upfront of what success looks like, you’ll end up collecting data, but it won’t help you make decisions. You will waste your time. So begin at the end by carefully identifying desired outcomes. Don’t be afraid of a bit of healthy disagreement. The best measurement programs are borne of—and benefit from—lively conversations about what really matters to the organization and who can “claim credit” for what. You need to keep your “mission” hat on and keep the conversation focused on the ultimate goals of the organization. Just keep repeating, it’s not about “credit”—it’s about achieving the mission. You will also want to manage expectations: What is realistic to expect given your current investment in social media, or compared to peer organizations? What do short-term, medium, and longer-term results look like?You might need to bring in an outside consultant to facilitate a meeting to help get consensus on what you want to measure or clarity on results. Or you may need to bring in a measurement expert to help you clarify what you want to measure and why. This doesn’t have to be expensive. For example, as we discuss in Chapter 8, the Analytics Exchange helped the American Leadership Forum by supplying an analytics volunteer to help create a framework and system for gathering data. Become a Curator of MetricsIf you are the person responsible for implementing social media for your organization, either part time or as your whole job, you need to become what John Lovett defines as a “Curator of Metrics” in his book Social Media Metrics Secrets.This is someone, like Carie Lewis from the Humane Society whom we introduced you to do in Chapter 1, who knows the difference between different types of metrics and ensures that her organization is using data in an intelligent way. A curator of metrics knows how to help guide their organization into choosing the right metrics, and knows how to report insights in a way that connects them to organizational goals.Use Experiments To Make The Case To EvolveOne way to evolve into a data-informed organization is through implementing a series of social media measurement experiments, as described below and in Chapter 4. Each one needs to have solid metrics, and should be designed to provide results that will help you make the case to evolve. Keep the end in mind when agreeing on how experiments will be structured, run, and measured. The experiments should not be willy-nilly, but help you develop and test your strategies and tactics – and lead the way to best practices. Take a Baby Step: My First Data Collection ProjectTo get started, select a project, event, small campaign, or program that is a high priority on your organization’s work plan for the year, that incorporates social media, and that you can apply a couple of good metrics to. Be mindful of other organizational deadlines that may divert energy and focus from this important first baby step. You might find it difficult to set aside quality time to focus on it. Don’t try to measure every objective or collect all potential relevant data. Make it easy to manage. You should also have a very clear idea about what you want to learn. Keep in mind that you are going to take your report and use it to make the case for a more comprehensive measurement program. It’s important to make sure that anyone who is going to use the data, or sit in a meeting and review the data, buys into your metrics. That could be the Executive Director, a program manager, the board of trustees, or other people in your department. If there are many different decision makers you may need to do a formal survey to make sure that everyone ends up on the same page. Sara Thomas, who handles social media for the Ocean Conservancy, says, “It was really useful to bring in my entire department on the effort rather than working solo on the project. This helped with buy-in.”Learn from Your ResultsOnce you collect your data, analyze it and understand how it can help inform decisions. Make sure you educate through examples. Show how adding a data-informed approach to your social media or all media or programs can avoid ineffective campaigns and increase audience satisfaction.More importantly, you don’t just need to develop discipline around collecting data, what you want is the discipline to look at what you’ve collected and generate insights. That requires reflection, not just counting.Doing a measurement pilot will help create the discipline of stepping back from whirlwind of social media tactical implementation, but also wrestle with larger questions about how social media fits into an organization’s overall efforts. Which vehicles and channels gain us the most traction? How should we adjust our workload internally to reflect those results? How are our social media activities helping us meet our overall strategic goals? How are our efforts using social media supporting our programs?Reflecting does not have to be a private activity. It can be done in connected, transparent ways. The organization’s blog or website can be a place to share lessons learned with readers, and ask them for their feedback and suggestions as well. The result: a powerful way to learn and improve over time.ConclusionTo start the shift to a data-informed culture, you must begin with small incremental steps with the full support of leadership. It’s important to think big, looking at key results, but since many outcomes deal with long-term changes, you can’t get there overnight, nor can your organization transform its culture overnight. Keep the steps small and manageable. As your organization’s culture begins to shift, then when you present reports on social media activities, you get better questions from your executive director or board. You don’t get asked how many fans do we have or what does that mean? You get questions that help you Kanter, Beth. (October, 2011) Are You A Curator of Metrics? [Blog post]. Retrieved from http://www.bethkanter.org/curator-metrics/Thomas, Sara, private conference call peer learning group with David and Lucile Packard grantees with Beth Kanter, September, 2011