This document summarizes Beth Kanter's presentation on leading on social platforms. The presentation covers developing a social media strategy and measuring results. It discusses assessing an organization's maturity in social media practices from crawl to fly. Examples are provided of small nonprofits and their use of social media. Building personal brands on social media to support organizational goals is also addressed.
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Nonprofit Social Media Learning Series - Marketing CommunicationChad Norman
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Getting started with social media strategic planning webinarMarketingatBahrain
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Social Media 101 for Not-for-Profits [Webinar]Shai Coggins
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These are the slides from Amy Sample Ward's session at PMDMC on July 15th, 2011, in Pittsburgh. The session was the first in a 4-part social media intensive track at the conference. For more information, visit http://amysampleward.org and http://nten.org
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Leveraging social media in the enterprise context requires holistic enterprise architecture, IT and information management strategy, as well as alignment with corporate marketing objectives and planning.
Integrated Marketing for Special Events Kathryn Hall
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How does one navigate personal and professional boundaries in the world of social media, and what does that mean for your leadership? How does the social media buzzword “transparency” translate into “leadership?” This presentation was prepared for for professional educators and lay leaders at the North American Jewish Day School Conference. The presentation reviews how nonprofit and educational executives are using social media, considers uses and strategy for an executive social media presence, and offers a "playbook" for using your own social media voice as an educator.
This session is for professional and lay leaders who have recently engaged in social media, or are considering how to personally use social media in a professional context.
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This is the slide deck I used for the social media 101 webinar I conducted for Connecting Up 2012 (#CU12) conference delegates last 19 Apr 2012. Great turnout + plenty of interesting questions after the presentation.
These are the slides from Amy Sample Ward's session at PMDMC on July 15th, 2011, in Pittsburgh. The session was the first in a 4-part social media intensive track at the conference. For more information, visit http://amysampleward.org and http://nten.org
Worksheet: Social Media Listening for NonprofitsChad Norman
This worksheet will help you develop a social media listening program at your nonprofit. Use it to identify personas, keywords, and hashtags you should be monitoring. Created RSS feeds from various online tools and build a listening dashboard.
Leveraging social media in the enterprise context requires holistic enterprise architecture, IT and information management strategy, as well as alignment with corporate marketing objectives and planning.
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In peer to peer fundraising there are a number of ways that event staff can respond to variable mid-season results and introduce methods to maximize revenues.
How does one navigate personal and professional boundaries in the world of social media, and what does that mean for your leadership? How does the social media buzzword “transparency” translate into “leadership?” This presentation was prepared for for professional educators and lay leaders at the North American Jewish Day School Conference. The presentation reviews how nonprofit and educational executives are using social media, considers uses and strategy for an executive social media presence, and offers a "playbook" for using your own social media voice as an educator.
This session is for professional and lay leaders who have recently engaged in social media, or are considering how to personally use social media in a professional context.
3 Tips for Great Mobile Engagement (Amy Ghran)KDMC
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Knight Digital Media Center:
Best Social Media and Networking Skills and Practices for Foundation Leaders
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Master Trainer, Author, and Blogger
Leveraging Social Media Ambassadors in Service of Your Foundation’s Digital S...KDMC
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Your Path to YouTube Stardom Starts HereSocioCosmos
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Exploring Factors Affecting the Success of TVET-Industry Partnership: A Case ...AJHSSR Journal
ABSTRACT: The purpose of this study was to explore factors affecting the success of TVET-industry
partnerships. A case study design of the qualitative research method was used to achieve this objective. For the
study, one polytechnic college of Oromia regional state, and two industries were purposively selected. From the
sample polytechnic college and industries, a total of 17 sample respondents were selected. Out of 17
respondents, 10 respondents were selected using the snowball sampling method, and the rest 7 respondents were
selected using the purposive sampling technique. The qualitative data were collected through an in-depth
interview and document analysis. The data were analyzed using thematic approaches. The findings revealed that
TVET-industry partnerships were found weak. Lack of key stakeholder‟s awareness shortage of improved
training equipment and machines in polytechnic colleges, absence of trainee health insurance policy, lack of
incentive mechanisms for private industries, lack of employer industries involvement in designing and
developing occupational standards, and preparation of curriculum were some of the impediments of TVETindustry partnership. Based on the findings it was recommended that the Oromia TVET bureau in collaboration
with other relevant concerned regional authorities and TVET colleges, set new strategies for creating strong
awareness for industries, companies, and other relevant stakeholders on the purpose and advantages of
implementing successful TVET-industry partnership. Finally, the Oromia regional government in collaboration
with the TVET bureau needs to create policy-supported incentive strategies such as giving occasional privileges
of duty-free import, tax reduction, and regional government recognition awards based on the level of partnership
contribution to TVET institutions in promoting TVET-industry partnership.
KEY WORDS: employability skills, industries, and partnership
Enhance your social media strategy with the best digital marketing agency in Kolkata. This PPT covers 7 essential tips for effective social media marketing, offering practical advice and actionable insights to help you boost engagement, reach your target audience, and grow your online presence.
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“To be integrated is to feel secure, to feel connected.” The views and experi...AJHSSR Journal
ABSTRACT: Although a significant amount of literature exists on Morocco's migration policies and their
successes and failures since their implementation in 2014, there is limited research on the integration of subSaharan African children into schools. This paperis part of a Ph.D. research project that aims to fill this gap. It
reports the main findings of a study conducted with migrant children enrolled in two public schools in Rabat,
Morocco, exploring how integration is defined by the children themselves and identifying the obstacles that they
have encountered thus far. The following paper uses an inductive approach and primarily focuses on the
relationships of children with their teachers and peers as a key aspect of integration for students with a migration
background. The study has led to several crucial findings. It emphasizes the significance of speaking Colloquial
Moroccan Arabic (Darija) and being part of a community for effective integration. Moreover, it reveals that the
use of Modern Standard Arabic as the language of instruction in schools is a source of frustration for students,
indicating the need for language policy reform. The study underlines the importanceof considering the
children‟s agency when being integrated into mainstream public schools.
.
KEYWORDS: migration, education, integration, sub-Saharan African children, public school
Non-Financial Information and Firm Risk Non-Financial Information and Firm RiskAJHSSR Journal
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companies. Using cross section data from 355 companies listed in Indonesia Stock Exchange, data regarding
ESG disclosure and risk was collected. In this research, ESG and risk disclosures are measured based on content
analysis using GRI 4 guidelines for ESG disclosures and COSO ERM for risk disclosures. Using multiple
regression, it is concluded that only risk disclosure can reduce the company's total risk, while ESG disclosure
cannot affect the company's total risk. This shows that only risk disclosure is relevant in determining a
company's total risk.
KEYWORDS: ESG disclosure, risk disclosure, firm risk
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The Challenges of Good Governance and Project Implementation in Nigeria: A Re...AJHSSR Journal
ABSTRACT : This study reveals that systemic corruption and other factors including poor leadership,
leadership recruitment processes, ethnic and regional politics, tribalism and mediocrity, poor planning, and
variation of project design have been the causative factors that undermine projects implementation in postindependence African states, particularly in Nigeria. The study, thus, argued that successive governments of
African states, using Nigeria as a case study, have been deeply engrossed in this obnoxious practice that has
undermined infrastructure sector development as well as enthroned impoverishment and mass poverty in these
African countries. This study, therefore, is posed to examine the similarities in causative factors, effects and
consequences of corruption and how it affects governance, projects implementation and national growth. To
achieve this, the study adopted historical research design which is qualitative and explorative in nature. The
study among others suggests that the governments of developing countries should shun corruption and other
forms of obnoxious practices in order to operate effective and efficient systems that promote good governance
and ensure there is adequate projects implementation which are the attributes of a responsible government and
good leadership. Policy makers should also prioritize policy objectives and competence to ensure that policies
are fully implemented within stipulated time frame.
KEYWORDS: Developing Countries, Nigeria, Government, Project Implementation, Project Failure
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Leading On Social Platforms
1. Leading
on
Social
Pla.orms
Social
Media
Integrated
Strategy,
Networks,
&
Learning
for
Founda>on
Leaders
Beth
Kanter,
Master
Trainer,
Author,
and
Blogger
July
2014,
Knight
Founda>on
Workshop
Photo
by
Michael
Flick
2. Beth
Kanter:
Master
Trainer,
Author,
and
Blogger
@kanter
h*p://bethkanter.wikispaces.com/knight-‐nj
10. Leading
on
Social
Pla.orms
Agenda OUTCOMES
• To leave the
room ready to
implement one
idea to improve
your practice
FRAMING
•
InteracFve
•
Co-‐Learning
• Your
organizaFon
might
be
in
the
presentaFon!
IntroducFon
Campfire
Stories
Maturity
of
PracFce
Strategy
and
Measurement
Break
Networked
Thought
Leadership:
Blending
OrganizaFonal
and
Personal
Brands
PracFcum
ReflecFon/Q&A
h*p://bethkanter.wikispaces.com/knight-‐portland
12. Oregon
Humani>es:
Organiza>onal
Strategy
“We
are
currently
using
social
media
to
communicate
a
shi3
in
our
organiza5onal
values
and
priori5es.
Though
the
metrics
are
ever-‐
changing
(par5cularly
with
Facebook),
we've
seen
a
growth
of
interest
in
our
work
by
new
audiences
who
share
our
values.
“
Kathleen
Holt
13. Meyer
Memorial
Trust:
Rela>onship
Building
“For
a
local,
narrowly
focused
iniFaFve
like
ours,
Twi*er
has
enabled
us
to
connect
with
other
river-‐focused
funders
and
iniFaFves
around
the
naFon
and
even
in
other
countries.
There
is
not
another
tool
I
know
of
that
allows
us
to
parFcipate
in
such
a
broad,
global
network
with
such
minimal
demands
on
staff
Fme.”
CrisFna
Watson
14. M.J.
Murdock
Charitable
Trust:
Lifle
Bets
“We
recently
started
an
Instragram
pilot.
Our
ED
shared
that
some
of
our
cons5tuents
no5ced
we
tagged
them
in
pictures
and
found
it
compelling
enough
to
really
start
to
u5lize
Instagram
in
a
produc5ve
manner.”
–
Jennifer
Larson-‐Cody
15. Seafle
Founda>on:
All
Staff
Use
Social
“GiveBIG,
our
day
of
giving,
is
fueled
by
social
media,
trending
top
on
TwiLer
locally
on
the
day.
“
Mary
Grace
Roske
17. Networked
Nonprofits
Simple,
agile,
and
transparent
organiza>ons
and
leaders.
They
are
experts
at
using
networks,
data,
and
learning
strategically
to
make
the
world
a
befer
place.
18. If
you
can’t
fly
then
run,
if
you
can’t
run
then
walk,
if
you
can’t
walk
then
crawl,
but
whatever
you
do
you
have
to
keep
moving
forward.”
Maturity
of
Prac>ce
19. Where is your organization?
CRAWL
WALK
RUN
FLY
Linking Social with
Results and
Networks
Pilot: Focus one
program or channel
with measurement
Incremental Capacity
Ladder of
Engagement
Content Strategy
Informal Champions
Strategy
Best Practices
Measurement and
learning in all above
Communications
Strategy
Development
Culture Change
Network Building
Formal Champions –
internal/external Strategy
Multi-Channel Engagement,
Content, and Measurement
Reflection and Continuous
Improvement
20. What’s
Your
Maturity
of
Prac>ce?
Where
is
your
organiza>on
now?
What
does
that
look
like?
What
do
you
need
to
get
to
the
next
level?
CRAWL
Walk
RUN
FLY
21. Maturity
of
Prac>ce:
Crawl-‐Walk-‐Run-‐Fly
Categories
Prac>ces
CULTURE
Networked
Mindset
InsFtuFonal
Support
CAPACITY
Staffing
Strategy
MEASUREMENT
Analysis
Tools
Adjustment
LISTENING
Brand
Monitoring
Influencer
Research
ENGAGEMENT
Ladder
of
Engagement
CONTENT
IntegraFon/OpFmizaFon
NETWORK
Influencer
Engagement
RelaFonship
Mapping
1
2
3
4
27. Centre
Founda>on:
Small
Founda>on
PEOPLE:
Nonprofits
and
Donors
in
Community
OBJECTIVES:
Increase
awareness
of
Centre
FoundaFon
brand
in
community:
survey
%
heard
of
Centre
FoundaFon
Raise
$500,000
for
Giving
Day
on
May
6th
Inspire
first-‐Fme
donaFons
from
x
new
donors
Improve
capacity
of
local
nonprofits
to
do
online
fundraising
STRATEGY
Provide
training
to
96
local
nonprofits
to
plan
and
implement
online
giving
strategy
and
social
media
during
Giving
Day
Use
social
media
as
part
of
integrated
outreach
campaign
for
Giving
Day
Ongoing
content
and
engagement
through
mulFple
channels
with
donors
and
nonprofits
AcFvate
staff
and
board
as
champions
online.
TOOLS
Focused
on
LinkedIn,
Facebook
and
Twi*er
30. Centre
Founda>on:
Staff
and
Board
Champions
How
Board
Members
Can
Help
Invite
Your
Facebook
Friends
to
Like
Centre
FoundaFon’s
Facebook
Page
Be
an
Online
Super
Champions!
31. Measure
Objec>ves:
Use
Data
To
Improve
Centre
Gives
&
Social
Media
Strategy
Increase
Website
Traffic/Donors
1800
1600
1400
1200
1000
800
600
400
200
0
2013
Jan
2013
Centre
Gives
Internal
Champions
Feb
March
April
May
Jun
July
Aug
Sept
Oct
Nov
Dec
2014
Jan
On
average,
65%
are
NEW
visitors.
Feb
March
All
Traffic
Before
the
2013
Centre
Gives,
monthly
website
traffic
hovered
around
400
visitors
per
month.
The
May
and
August
spikes
in
traffic
are
focused
around
Centre
Gives
and
inviFng
Facebook
friends
of
staff/board.
A
media
strategy
supported
by
social
media
has
significantly
increased
our
monthly
website
visits.
32. Integrated
Social
Strategy
Assessment
• ConsideraFon
of
communicaFons
strategy
with
SMART
objecFves
and
audiences
and
strategies
for
branding
and
web
presence.
Social
Media
is
not
fully
aligned.
• Strategic
plan
with
SMART
objecFves
and
audiences
for
branding
and
web
presence,
include
strategy
points
to
align
social
media
for
one
or
two
social
media
channels.
• Strategic
plan
with
SMART
objecFves
and
audience
definiFon.
Includes
integrated
content,
engagement
strategy,
and
informal
champions/
influencer
program
and
working
with
aligned
partners.
Uses
more
than
two
social
media
channels.
• Strategic
plan
with
SMART
objecFves
and
audience
definiFon.
Includes
integrated
content,
engagement
strategy,
and
formal
champions
(Internal/external)
influencer
program
and
working
with
aligned
partners.
Uses
more
than
three
social
media
channels.
Formal
process
for
tesFng
and
adopFng
social
media
channels.
33. How
To
Become
Data-‐Informed
• Integrated
strategy
• Pick
the
right
success
metrics
• Measurement
discipline
• IdenFfy
small
pilots,
place
li*le
bets,
learn,
pivot,
and
iterate
34. Small
Pilots
for
Learning:
Blog
Goals
KPI
Tools
Increase
traffic
50%
increase
in
monthly
unique
visitors
Google
AnalyFcs
Increase
subscribers
30%
increase
in
monthly
average
subscribers
Feedburner
Increase
engagement
50%
increase
in
total
comments
per
month
Website
35.
36.
37. KPI:
50%
increase
in
referral
traffic
KPI:
30%
increase
in
blog
subscribers
KPI:
50%
increase
engagement
40. Methods
for
Organiza>onal
Learning
DoSomething:
Fail
Fest
Momsrising:
Joyful
Funeral
Global
Giving:
Biggest
Looser
41. CWRF:
Becoming
Data
Informed:
What
Does
It
look
like?
Crawl Walk Run Fly
Lacks
consistent
data
collecFon
Data
collecFon
consistent
but
not
shared
Data
from
mulFple
sources
Org
Wide
KPIs
No
reporFng
or
synthesis
Data
not
linked
to
results,
could
be
wrong
data
System
and
structure
for
data
collecFon
OrganizaFonal
Dashboard
with
different
views,
sharing
Decisions
based
on
gut Rarely
makes
decisions
to
improve
Discussed
at
staff
meeFngs,
decisions
made
using
it
Data
visualizaFon,
reporFng,
formal
reflecFon
process
Analysis
Tools
Sense-‐Making
42. ReflecFon
• Where
is
your
organizaFon
in
terms
of
social
media
strategy?
Measurement
pracFce?
• What
is
one
thing
you
can
do
to
improve
measurement
pracFce?
43. Networked
Leadership:
Blending
OrganizaFonal
and
Personal
Brands
in
service
of
organizaFonal
mission
and
professional
learning
44. Networked
Mindset:
A
Leadership
Style
• Leadership
through
acFve
social
parFcipaFon
as
personal
brand
to
support
organizaFonal
goals
• Listening
and
culFvaFng
organizaFonal
and
professional
networks
to
achieve
the
impact
• Sharing
control
of
decision-‐making
• CommunicaFng
through
a
network
model,
rather
than
a
broadcast
model
• Openness,
transparency,
decentralized
decision-‐
making,
and
collecFve
acFon.
• Being
Data
Informed,
learning
from
failure
45.
46.
47. Vision Statement
•
Encouragement
and
support
•
Why
policy
is
needed
•
Cases
when
it
will
be
used,
distributed
•
Oversight,
noFficaFons,
and
legal
implicaFons
•
Guidelines
•
IdenFty
and
transparency
•
Responsibility
•
ConfidenFality
•
Judgment
and
common
sense
•
Best
pracFces
for
personal
use
in
service
of
organizaFon
as
Champion
• Brand
•
Voice
•
Links
to
Org
Strategy
•
Dos
and
Don’ts
for
Personal
Use
from
Legal
•
AddiFonal
resources
•
Training
•
OperaFonal
Guidelines
•
EscalaFon
55. Social
Media:
Worlds
Collide
Personal
Professional
Private
Public
Not
Working
Working
56. What
Kind
of
Social
Animal
Are
You?
Turtle
• Profile
locked
down
• Share
content
with
family
and
personal
friends
• Li*le
benefit
to
your
organizaFon/professional
Jelly
Fish
• Profile
open
to
all
• Share
content
&
engage
frequently
with
li*le
censoring
• PotenFal
decrease
in
respect
Chameleon
• Profile
open
or
curated
connecFons
• Content/Engagement
Strategy:
Purpose,
Persona,
Tone
• Increased
thought
leadership
for
you
and
your
organizaFon
Based
on
“When
World’s
Collide”
Nancy
Rothbard,
JusFn
Berg,
Arianne
Ollier-‐Malaterre
(2013)
57. How
To
Be
A
Chameleon
Strategic
Voice
Leader
Audience
Authen>c
How
can
your
personal
brand
support
organizaFonal
strategy
or
professional
learning?
58. 58
Networked
Mindset:
RWJF
“We
believe
that
striving
toward
a
culture
of
health
will
help
us
realize
our
mission
to
improve
health
and
health
care
for
all
Americans.
”
65. Genng
Started
….
• Get
Their
A*enFon
• Show
How
It
Enhances
Their
Work
• Tweetutorials
• Peer
Pressure
• Social
Media
Policy
• Found
Time
• Feed
and
Tune
• Show
Impact
h*p://www.bethkanter.org/afpcon/
66. Prac>cal
Networked
Leadership
Skills
• Finding
Your
Personal
Brand
and
Voice
on
Social
• Picking
An
Engagement
Style
• Building
Your
Professional
Network
68. Think
and
Write:
Uncovering
Your
Authen>c
Personal
Brand
• What’s
your
superpower?
• What
do
you
do
be*er
than
anyone
else?
• What
do
people
frequently
compliment
you
on
or
praise
you
for?
• What
is
it
that
your
manager,
colleagues,
and
grantees
come
to
you
for?
• What
adjecFves
do
people
consistently
use
to
describe
you
–
perhaps
when
they’re
introducing
you
to
others?
• How
do
you
do
what
you
do?
What
makes
the
way
you
achieve
results
interesFng
or
unique?
• What
energizes
or
ignites
you?
70. Think
and
Write:
Your
Elevator
Speech
on
Social
Answer
these
quesFons
in
160
characters
in
your
profile
bio:
• What
is
your
experFse?
• Why
should
someone
follow
you?
• What
hashtags
or
keywords
do
you
“own”?
• Visual:
What
cover
image
conveys
your
personal
brand?
It’s
accurate.
One
professional
descrip5on.
It’s
exci>ng.
One
word
that
is
not
boring.
It’s
targeted.
One
niche
descriptor.
It’s
flafering.
One
accomplishment.
It’s
humanizing.
One
hobby.
It’s
intriguing.
One
interes5ng
fact
or
feature
about
yourself.
It’s
connected.
Your
organiza5on,
hashtag
or
another
social
profile.
71. Ways
To
Engage:
What
Is
Right
Fit?
• Amplifier
• Responder
• Conversa>onalist
• Content
Curator
Adapted
from
IBM
Employee
Champion
Program
75. Conversa>onalist
Open
and
accessible
to
the
world
and
building
relaFonships
Making
interests,
hobbies,
passions
visible
creates
authenFcity
76. Blending
Network
Strategy
With
Communica>ons
Strategy
From
CEO
to
CNO
Tweets
links
related
to
organizaFon’s
mission
and
work
as
a
biparFsan
advocacy
organizaFon
dedicated
to
making
children
and
families
a
priority
in
federal
policy
and
budget
decisions.
77. Networking
Is
Dynamic
Learning
SEEK
SENSE
SHARE
IdenFfied
key
blogs
and
Summarizes
arFcle
in
a
online
sites
in
issue
area
tweet
Scans
and
reads
every
Writes
for
Huffington
Post
morning
and
picks
out
best
Engages
with
aligned
partners
PresentaFons
78. Discussion
QuesFons
…..
• How
can
you
engage
on
social
and
with
your
professional
network
to
leverage
organizaFonal
goals?
• What
type
of
engagement
style
is
the
best
fit?
80. A
Quick
Network
Primer
What: Social networks are
collections of people and
organizations who are connected to
each other in different ways through
common interests or affiliations. A
network map visualize these
connections. Online and offline.
Why: If we understand the basic
building blocks of social networks,
and visually map them, we can
leverage them for our work and
organizations can leverage them for
their campaigns. We bring in new
people and resources and save time.
81. Network
Maps
Two
Lenses
1:
Whole
Network
2:
Professional
Network
(Ego)
84. Professional
Networks:
On
Social
Media
“Visualizing
my
professional
networks
on
social
media
can
be
helpful
as
a
journalist
and
content
curator
to
iden5fy
poten5al
sources
online.”
85. Building
Your
Professional
Network
Step
1.
Think
about
your
area
of
exper>se
and
current
work
• Brainstorm
a
list
of
the
content
areas
where
you
want
to
increase
your
professional
knowledge
and
learning
and
supports
organizaFonal
goals
• What
is
it
that
you
need
to
know
or
be
able
to
do
as
part
of
your
job?
• What
types
of
professionals
do
you
need
to
connect
with
to
support
your
learning,
work,
or
career
goals?
86. Building
Your
Professional
Network
Step
2.
Reflect
on
the
Diversity
of
Your
Exis>ng
Network
Who
are
the
people
that
you
most
frequently
communicate
with
in
order
to
get
your
work
done
or
learn
something
related
to
your
professional
work?
Look
at
the
people
you
put
in
your
network
Do
an
analysis
based
on:
-‐Age
-‐OrganizaFonal
AffiliaFon
-‐Gender
-‐Area
of
ExperFse
-‐Geographic
LocaFon
-‐How
You
Connect:
Face-‐to-‐Face,
Social
Media
Is
your
network
diverse
enough?
Diversity
=
innovaFon
Are
you
gexng
new
ideas
from
your
network?
Source:
@hjarche
87. Building
Your
Professional
Network
Step
3:
What
are
the
gaps
in
your
network?
• What
are
some
ways
you
can
make
connecFons
to
support
your
goals
or
learning?
• What
is?
What
can
be?
What
needs
to
change?
88. Cheat
Sheet:
Online
Social
Network
Visualiza>on
Core
Ties
Node
Cluster
Periphery
Hubs
or
Influencers
89. LinkedIn
Network
• What
pa*erns
do
you
see?
• What
surprises
you?
• What
might
you
do
differently
with
your
network
to
reach
goals?
h*p://inmaps.linkedinlabs.com/network
90. Online
Networking
Tools
Help
You
Visualize
and
Build
A
C
B
Visualizing
Is
NoFcing
Your
Network
91. Building
Your
Professional
Network
Step
4:
Building
Your
Network
with
Social
Media
• Use
LinkedIn
InMap
to
visualize
your
network
(50
+
connecFons)
• Color
code
the
clusters
• What
are
some
of
the
pa*erns?
• Is
there
enough
diversity?
• Can
you
fill
any
gaps?
h*p://inmaps.linkedinlabs.com/network
PAN
CAN
FAN
92. Prac>cal
Ways
To
Build
Your
Network
Using
Social
Media
• Be
A
Bridge:
Introduce
people
in
your
network
to
one
another.
You
need
to
let
them
know
why
you
are
making
the
introducFon
and
this
can
be
done
online
or
offline.
• Look
for
Islands:
Those
on
the
edge
can
lead
to
new
groups
and
ideas
• Work
Transparently:
The
more
public
you
are,
the
easier
you
can
be
found,
the
more
opportuniFes
you
have.
• Engage
New
Perspec>ves:
We
tend
to
stay
in
our
comfort
zones
and
don’t
engage
different
perspecFves
—
learning
from
adjacent
pracFces
can
be
useful.
• Ask
Ques>ons
of
the
network
and
experts:
Social
network
tools
make
it
very
easy
to
ask
quesFons
to
individuals
and
groups
of
individuals.
You
can
also
idenFfy
experts
in
your
network
on
specific
topics
and
ask
them
quesFons
to
help
your
learning
or
open
the
way
to
other
sources.
Other
Fmes
you
will
follow
the
community
or
network
conversaFon
on
a
topic.
• Share
Learning:
To
share
learning,
you
have
to
intenFonally
hit
the
pause
bu*on
and
reflect.
One
way
to
incorporate
this
technique
into
your
day
is
to
set
aside
five
minutes
at
the
end
of
the
day
for
reflecFon.
Techniques
and
Tools:
How
To
Visualize
Your
Network
h*p://www.bethkanter.org/catechfestla/
93. Summary
• Success
happens
by
taking
the
right
incremental
step
to
get
to
the
next
level,
but
keep
moving
forward
• Use
social
media
a
strategy
leverage
organizaFonal
AND
personal
networks
• Scale
your
organizaFon’s
social
culture
with
a
living
social
media
policy
• Allow
staff
to
leverage
their
personal
passion
in
service
if
your
strategy
• Strategy
with
the
right
success
metric
• Place
li*le
bets,
but
learn
from
failure
and
pivot
94. Think
and
Write:
What
is
your
take
away
–
one
thing
that
you
can
put
into
prac>ce?