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.
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
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 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.
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.
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.
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.
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
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.
Here are the key points about engagement maturity levels:
- CRAWL: Not using engagement levels or ladder concept
- WALK: Informal description of engagement levels on some platforms
- RUN: Formal description of engagement levels based on research, aligned with strategy but no measurement
- FLY: Formal engagement levels based on research, aligned with strategy and measurement/reporting
The levels progress from no use of engagement concepts to fully integrating engagement levels into strategy, research, and measurement. Moving from informal to formal approaches and aligning engagement with organizational goals are signs of increasing maturity.
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 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.
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.
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.
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.
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
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.
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.
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.
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.
COF Riding the Wave of Digital EngagementBeth Kanter
This document discusses effective strategies for using social media for civic engagement and advocacy. It presents a maturity model from "crawl" to "fly" for various social media practices like culture, capacity, measurement, engagement, and content. It provides examples for each level of maturity and recommends focusing developmental efforts in specific areas to advance to the next level. Effective practices include defining goals, measuring performance, cultivating influencers, experimenting, and leveraging networks. An example is provided of an organization that used a blog, social media events, and recognition to engage legislators on their priority issues.
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.
This document provides a comprehensive guide to developing internal communities of practice within an organization. It begins by defining communities and comparing different types, such as communities of practice, work groups, and business units. It then outlines several business challenges that communities can help address, such as knowledge retention and rapid change. The document provides guidance on key elements to establish a successful community, including domain, community, and shared practice. It also discusses potential risks without proper community management and strategies community managers can employ, such as designing for value, catalyzing participation, enabling smart growth, and creating self-sustainability.
8 Steps to a Thriving Web Community - The Role of Open Source DrupalAcquia
Building and nurturing a community and using social media to cultivate your community is moving from a "nice to have" to a business requirement. Those businesses that leverage this social momentum increase loyalty, brand value and revenue. However, this transition can be very difficult and disruptive because it requires cultural, leadership, strategy, workflow, and operational changes. Social media experts from The Community Roundtable have developed a Community Maturity Model with eight competencies to help guide organizations through this complex management transformation and to provide a best practices benchmark.
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.
The document provides guidance on developing an evaluation strategy for communications. It stresses the importance of first determining what aspect of communications will be evaluated, as evaluating all aspects would be too broad in scope. Examples given include evaluating a strategic initiative, tactical effort, or specific media. The document also emphasizes defining a clear goal for communications to support, as the goal will help determine the evaluation approach. The goal represents the long-term desired outcome or change. With a focused area to evaluate and a defined goal, an organization can then develop an effective evaluation strategy.
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.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
Crawl, Walk, Run, Fly outlines principles of social media practice for health organizations. The document discusses introducing social media concepts, presenting case studies, and strategies for measurement. It emphasizes starting simply with listening-only approaches and gradually increasing engagement and content creation over time.
This document outlines a model for measuring social media return on investment (ROI) for nonprofits. It recommends starting simply by measuring awareness, attitudes, and actions/behaviors (crawling) and increasing sophistication over time by integrating metrics into strategic objectives and departments (walking, running, flying). The challenges of social media measurement include skills, tools, culture and resources. Nonprofits should focus on a few key metrics linked to goals and capture impact stories in addition to numbers. Social media ROI takes time to develop as an organizational discipline.
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.
This document is a presentation created by the Moral Outreach Group LLC located in Paterson, New Jersey. It outlines the group's goals of providing insight on legislative issues and surveying community feedback to influence planning. It describes using social media, websites, and email to communicate with target audiences like elected officials and local residents. The presentation also provides examples of working with partners like parents groups, business owners, and churches to achieve common goals and gain support for initiatives. It promotes using different social media platforms to share content, build traffic and engage stakeholders.
Social Media 101: Fundamentals for CoalitionsLaDonna Coy
For a Social Media 101 workshop at the CADCA Leadership Forum 2012, Washington, D.C. Handouts and additional workshop resources here http://bit.ly/SoMeForum2012
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.
Social Media presentation at St. Louis Business Journal Conference 1/28/10 -- Overview of questions to ask about your communications strategy, a grid to help you focus on what you are trying to accomplish, and tips to help you implement social media program within your existing communications and marketing efforts.
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.
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.
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.
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.
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.
COF Riding the Wave of Digital EngagementBeth Kanter
This document discusses effective strategies for using social media for civic engagement and advocacy. It presents a maturity model from "crawl" to "fly" for various social media practices like culture, capacity, measurement, engagement, and content. It provides examples for each level of maturity and recommends focusing developmental efforts in specific areas to advance to the next level. Effective practices include defining goals, measuring performance, cultivating influencers, experimenting, and leveraging networks. An example is provided of an organization that used a blog, social media events, and recognition to engage legislators on their priority issues.
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.
This document provides a comprehensive guide to developing internal communities of practice within an organization. It begins by defining communities and comparing different types, such as communities of practice, work groups, and business units. It then outlines several business challenges that communities can help address, such as knowledge retention and rapid change. The document provides guidance on key elements to establish a successful community, including domain, community, and shared practice. It also discusses potential risks without proper community management and strategies community managers can employ, such as designing for value, catalyzing participation, enabling smart growth, and creating self-sustainability.
8 Steps to a Thriving Web Community - The Role of Open Source DrupalAcquia
Building and nurturing a community and using social media to cultivate your community is moving from a "nice to have" to a business requirement. Those businesses that leverage this social momentum increase loyalty, brand value and revenue. However, this transition can be very difficult and disruptive because it requires cultural, leadership, strategy, workflow, and operational changes. Social media experts from The Community Roundtable have developed a Community Maturity Model with eight competencies to help guide organizations through this complex management transformation and to provide a best practices benchmark.
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.
The document provides guidance on developing an evaluation strategy for communications. It stresses the importance of first determining what aspect of communications will be evaluated, as evaluating all aspects would be too broad in scope. Examples given include evaluating a strategic initiative, tactical effort, or specific media. The document also emphasizes defining a clear goal for communications to support, as the goal will help determine the evaluation approach. The goal represents the long-term desired outcome or change. With a focused area to evaluate and a defined goal, an organization can then develop an effective evaluation strategy.
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.
This document summarizes the third session of the Peer Learning Group on measuring the networked nonprofit. The session focused on defining goals, audiences, and key performance indicators for measurement projects. Participants then shared details of their action learning projects which involve designing and implementing measurement strategies. Next steps include uploading project descriptions to the wiki by March 1st and the next session will focus on measuring engagement and influence on March 18th.
Crawl, Walk, Run, Fly outlines principles of social media practice for health organizations. The document discusses introducing social media concepts, presenting case studies, and strategies for measurement. It emphasizes starting simply with listening-only approaches and gradually increasing engagement and content creation over time.
This document outlines a model for measuring social media return on investment (ROI) for nonprofits. It recommends starting simply by measuring awareness, attitudes, and actions/behaviors (crawling) and increasing sophistication over time by integrating metrics into strategic objectives and departments (walking, running, flying). The challenges of social media measurement include skills, tools, culture and resources. Nonprofits should focus on a few key metrics linked to goals and capture impact stories in addition to numbers. Social media ROI takes time to develop as an organizational discipline.
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.
This document is a presentation created by the Moral Outreach Group LLC located in Paterson, New Jersey. It outlines the group's goals of providing insight on legislative issues and surveying community feedback to influence planning. It describes using social media, websites, and email to communicate with target audiences like elected officials and local residents. The presentation also provides examples of working with partners like parents groups, business owners, and churches to achieve common goals and gain support for initiatives. It promotes using different social media platforms to share content, build traffic and engage stakeholders.
Social Media 101: Fundamentals for CoalitionsLaDonna Coy
For a Social Media 101 workshop at the CADCA Leadership Forum 2012, Washington, D.C. Handouts and additional workshop resources here http://bit.ly/SoMeForum2012
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.
Social Media presentation at St. Louis Business Journal Conference 1/28/10 -- Overview of questions to ask about your communications strategy, a grid to help you focus on what you are trying to accomplish, and tips to help you implement social media program within your existing communications and marketing efforts.
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.
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.
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.
RWJF Advancing Social Media Metrics MeetingBeth Kanter
This document discusses the maturity of nonprofit social media measurement practices. It presents a framework that nonprofits can follow from "crawl-walk-run-fly" as they progress in their social media measurement. The "crawl" stage involves piloting measurement of one program, while "fly" involves measuring multiple channels, developing key performance indicators (KPIs), and using data for continuous improvement. The document provides examples of nonprofits at different stages and outlines best practices such as linking social media to outcomes, developing a data-informed culture, and embracing failure.
This document outlines a model for measuring social media return on investment (ROI) for nonprofits. It recommends starting simply by measuring awareness, attitudes, and actions/behaviors (crawling) and increasing sophistication over time by integrating metrics into strategic objectives and departments (walking, running, flying). Early focus areas include communications strategy, objectives, audience data collection, and experiments. The model provides examples of basic to advanced metrics and challenges, and emphasizes starting measurement from the beginning and improving practice through reflection.
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 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 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.
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.
The document summarizes a workshop on becoming a networked nonprofit through effective use of digital strategies and social media. It discusses defining characteristics of networked nonprofits, assessing organizational maturity in social media practices, and developing SMART social media strategies and content plans. Attendees learned about monitoring conversations, engaging champions, and creating editorial calendars to guide strategic social media engagement and improve nonprofit goals and outcomes.
Draper Richards Kaplan Foundation WebinarBeth Kanter
Beth Kanter outlines four stages - crawl, walk, run, fly - that nonprofits can progress through to become more networked and data-driven organizations. She emphasizes the importance of developing a networked mindset and culture, using measurement to learn from data, and integrating social media and engagement strategies across departments. Kanter provides examples of how organizations have improved specific outcomes like awareness, donations, and volunteer recruitment by leveraging networks and social media. She advocates a balanced approach of building relationships while also focusing on results, and stresses the need for data literacy to properly collect, analyze, and apply insights from organizational metrics.
Nonprofits spend considerable time reaching out to supporters via Twitter, Facebook, and other social networks. But most groups aren’t properly measuring whether these efforts are worth the time and cost. And it can seem like a daunting task to put together an effective strategy for collecting and analyzing data about your social-media efforts. Beth Kanter shares tips for how to measure your social media efforts.
University of Buffalo - School of Social Work - WorkshopBeth Kanter
The document summarizes a workshop on becoming a networked nonprofit. The workshop covered understanding where organizations are at in their digital maturity, developing a networked mindset, understanding and mapping networks, and identifying small action steps organizations can take to progress. Attendees participated in exercises like mapping their organizational networks and reflecting on their capacity to implement social media strategies incrementally. The goal was to provide ideas for organizations to take a step towards becoming more networked through open discussion and learning activities.
Denver Event - 2013 - Leading on Social PlatformsKDMC
The document summarizes a workshop on leading social platforms for foundation leaders. It discusses developing a networked mindset and culture, scaling social practices within an organization, integrating social media strategy and measurement, and learning from failures. The key takeaway is to start with small pilots, establish clear metrics for success, and use data to continuously improve social media practices in service of organizational goals.
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.
Beth Kanter discusses how organizations can effectively use social media. She recommends taking incremental steps from "crawl" to "walk" to "run" to "fly" by starting with small pilots and increasing capacity over time. Kanter also stresses the importance of having a networked mindset and culture where leadership is shared, decisions are decentralized, and staff actively engage on social media. Organizations should establish social media strategies, measure outcomes, and learn from failures in order to continuously improve their social media efforts.
North Carolina Tech 4 Good Conference KeynoteBeth Kanter
This document discusses how nonprofits can become more networked and data-driven. It outlines a "crawl-walk-run-fly" model for increasing social media and data maturity over time through incremental steps. These include developing a networked leadership style, building staff capacity for social engagement, implementing basic measurement of analytics and engagement, cultivating a data-informed culture, and continuously learning from and improving use of data. The goal is for nonprofits to use social networks and data more strategically to enhance their impact.
Social Media and International OrganizationsBeth Kanter
This document provides an overview of a course on networked international organizations taught by Beth Kanter at the Monterey Institute of International Studies. The course covers how international organizations can use networks, social media, and measurement to drive impact. It introduces concepts like networked mindsets for leadership, understanding social networks, and developing SMART social media strategies. Examples are provided of how organizations like the Red Cross use social listening and analytics to inform their work. The document outlines the agenda, assignments, and activities for the course to help participants apply the frameworks to their internships at international organizations.
The document outlines an agenda for a workshop on developing an effective integrated social media strategy for networked nonprofits, including sessions on mapping networks, developing SMART social media objectives and strategies, listening and engaging audiences on social media, creating and measuring social media content, and answering burning questions from participants. The workshop aims to help nonprofits take small steps to improve their social media strategies and get better results.
Knight Foundation - Digital Media Center - Foundation ConveningBeth Kanter
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1. Leading on Social Platforms
Social Media Strategy for Foundation Leaders
Beth Kanter, Master Trainer, Author, and Blogger
April 2013, Knight Foundation Workshop
Photo by kla4067
6. Stand up if you are getting results given
your goals?
7. 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 Practice
15. Where to focus …
CRAWL WALK RUN FLY
Linking Social with Ladder of Network Building
Marketing Strategy Results and Engagement
Development Networks Many champions and free
Content Strategy agents work for you
Culture Change Pilot: Focus one
program or channel Best Practices Multi-Channel
with measurement Engagement, Content, and
Measurement and Measurement
Incremental Capacity learning in all above
Reflection and Continuous
Improvement
16. Four Corners of the Room
Where is your organization now? What does that look
like? What do you need to get to the next level?
CRAWL FLY
Walk RUN
17. Maturity of Practice: Crawl-Walk-Run-Fly
Categories Practices Average
CULTURE Networked Mindset 2.3
Institutional Support 1.5
CAPACITY Staffing 1.8
Strategy 1.5
MEASUREMENT Analysis 1.5
Tools 2.0
Adjustment 1.8
LISTENING Brand Monitoring 1.5
Influencer Research 1.3
ENGAGEMENT Ladder of Engagement 1.5
CONTENT Integration/Optimization 1.8
NETWORK Influencer Engagement 2.0
Relationship Mapping 1.3
C4 Atlanta
LA Stage Alliance
1 2 3 4 Austin Creative Alliance
TOTAL AVERAGE
The Alliance of Resident …
Theatre Bay Area
Arts & Cultural Alliance of Central …
0.0 0.5 1.0 1.5 2.0 2.5
18. Success happens by taking the right
incremental step forward especially
when it comes to mindsets….
19. A Networked Mindset: A Leadership Style
• Leadership through active social participation
• Listening and cultivating organizational and
professional networks to achieve the impact
• Sharing control of decision-making
• Communicating through a network
model, rather than a broadcast model
• Openness, transparency, decentralized decision-
making, and collective action.
• Being Data Informed, learning from failure
20. From CEO to CNO (Chief Networking Officer)
Feeding and tuning
professional and
organizational
networks
21. The Social CEO: Being Human
Open and accessible to the world and
building relationships
Making interests, hobbies, passions visible
creates authenticity
26. You want me to Tweet
too? Great idea but .. Who has time?
Are you thinking
this?
27. Discussion Questions …..
• What do you spend time doing as now that could be better
done via social?
• How could social improve what you already know and value?
• What are your communication strengths and preferences?
• What other foundation CEOs are using social that you
respect, feel inspired by?
28. SCALING YOUR
SOCIALSOCIAL
Social integrated All staff will
across departments connect with our
or job functions community via
social!
Yes! CEO is on
social and likes
it!
30. ALL STAFF USE SOCIAL IN SERVICE OF STRATEGY
F*CK Yes! Can finally tweet
This social media stuff is
about our programs from my
#$_)*) I have work to do!
personal acount!
31. Maturity of Practice: Scaling Social Strategy
CRAWL WALK RUN FLY
Social media policy Social media policy Social media staff All staff use social
is drafted and has been discussed position includes media effectively to
gaining support and approved by facilitating training support organization
through “road leadership. other staff to use objectives.
shows” with social networks.
departments
32. Social Media Policy: Don’t Let the Lawyers Scare You!
• Social Media policy is a living
document
• Establish Good Working
Relationship
• Track and Share Articles
• Vet Issues w/Legal
• Meet when there isn’t a crisis
• Bring in social media savvy
lawyers
33. Social Media Policy – All Staff Participate
http://www.bethkanter.org/staff-guidelines/
34. Leverage Staff Personal Passion In Service of Mission
@rdearborn works for UpWell and she
LOVES sharks.
39. Data Informed
Successful networks and
social media start with
measurement
40. CWRF: Becoming Data Informed: What Does It look like?
Crawl Walk Run Fly
Lacks consistent data Data collection Data from multiple Org Wide KPIs
collection consistent but not sources
shared
No reporting or Data not linked to System and structure for Organizational
synthesis results, could be wrong data collection Dashboard with
data different views, sharing
Decisions based on gut Rarely makes decisions Discussed at staff Data visualization, real-
to improve meetings, decisions time reporting, formal
made using it reflection process
Analysis
Tools
Sense-Making
56. Reactions to Failure
Blame OTHERS
DENY Blame
Blame YOURSELF
Saul Rosenzweig Theory
57. Cultivate Self-Awareness: The Failure Bow
1. Raise hands in the air and bow
2. Grin like a submissive dog
3. Say Thank You I’ve Failed
4. Move on and learn
60. Summary
• Success happens by taking the right incremental step to
get to the next level, but keep moving forward
• Use social media a strategy for organizational AND
personal leadership
• Scale your organization’s social culture with a living
social media policy
• Don’t let the lawyers scare you
• Allow staff to leverage their personal passion in service
if your strategy
• Place little bets, but learn from failure and pivot
Agenda for today’s session –We’re going to look at definition of a leading w/network mindset, examples of foundation/nonprofit ceos and how they’re doing it, and discuss the ideaI’m going to share a “maturity of practice” framework for networked nonprofits and have you do a little self-assessment of where your foundation isMy indicator of success – leave this session with one idea that you can implement to start leading with a network mindset – and improve your org’s current practice.
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.”
Let me tell you the story of one community foundation – going from crawling to walking ….This their new web site – they were not always out there connectingThey were not presence on social networksThere was resistance, particularly to the idea that all staff should be using the toolsFirst steps:Part of their strategy, they benchmarked all the nonprofit FB pages in their county – found that 80% were there- average 200 fans. This group was a key group they needed to reach and were missing out. If they could develop further develop their integrated content strategy and include FB with content for their audience they could expand their reach and also connect.
http://measure-netnon.wikispaces.com/file/view/CFSCC_SocialMediaPolicy_08%2017%2011.pdfThey needed a policy – so they could get everyone on staff to participate – first to make the work flow efficient – and to leverage networks and get out of the silo of communications department.This was easy … -Road shows with department-Addressing concerns – like privacy – Chuckie Cheese story – privacy workshops …
They focused on developing a robust engagement and content strategy – that was integrated with other channels, all to support objectives in communications strategy and outcomes – and used measurement. They started with one channel – FB …
With content/engagement strategy and social media policy, now more staff are participating both online/offline – bridging the two. Out there connecting in the community and on FB.
Framework to guide my coaching and peer learning design over the yearsThere are different stages of development for networked nonprofits. The Crawl StageCrawlers are not using social media consistently or measurement processes; they also lack a robust communications strategy. Crawlers can be small or large nonprofits that have all the basics in place, but they either lack a social culture or resist transforming from a command-and-control style to a more networked mindset. These nonprofits need to develop a strategy. Even with a communications strategy in place, some organizations may face challenges to adopting a networked way of working. If so, they should start with a discussion of the organizational issues, followed by codifying the rules in a social media policy. They should also anticipate learning and benefiting from inspiring stories from peers.The Walk StageNonprofits in this stage are using several social media channels consistently, but may not be strategic or fully embracing best practices—maybe they don’t engage with users, or they only share content and messaging produced by their own organization. These nonprofits need to create a social media strategy to support short- and long-term objectives, such policy change or increasing public engagement on an issue. Walkers internalize listening, and use the data they collect to improve engagement and some content best practices.These organizations implement small, low-risk projects that collect stories, learning, and metrics to help leadership better understand the value, benefits, and costs. Walkers should focus on one or two social media tools, going deep on tactics and generating tangible results and learning. They must identify low-cost ways to build capacity internally, such as integrating social media responsibilities into existing staff jobs. Capacity is built with support from leadership and a social media policy formalizes the value and vision.The Run StageRunners use more than two social media channels as part of an integrated strategy, identifying key result areas and metrics that drive everything they do. They have a formal ladder of engagement that illustrates how supporters move from just hearing about your organization to actively engaging, volunteering, or donating to your organization. This is used to guide strategy and measurement. They visualize their networks and measure relationships. These organizations practice basic measurement religiously and use data to make decisions about social media best practices.In these organizations, a single department does not guard social media, and staff are comfortable working transparently and with people outside the organization. The board is also using social media as part of its governance role.To build internal capacity, runners invest in a community manager whose job it is to build relationships with people on social media or emerging platforms. These organizations know how to create great content, and use an editorial calendar to coordinate and curate content across channels. They are routinely tracking the performance of their content strategy and adjust based on measurement.The Fly StageThese organizations have institutionalized everything in the running stage. Flyers embrace failure and success alike, and learn from both. Flyers are part of a vibrant network of people and organizations all focused on social change. They use sophisticated measurement techniques, tools, and processes.http://www.flickr.com/photos/oreoqueen/3235090633/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/jonathandesign/7031920221/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/bdfbrasil/2416260064/sizes/m/in/faves-cambodia4kidsorg/http://www.flickr.com/photos/levymh/6891554365/in/faves-cambodia4kidsorg/
The maturing of practice framework includes looking at 7 best practice areas for networked approaches and social media – and some specific indicators – and looking at what they look at the different maturity levels. If you remember the application form, it asked you questions and that’s how I came up with the scoring system. If you were “crawl” you got 1, Walk 2, Run 3, and Fly 4 – and then I average the scores for the group. I also could come up with a score for your organization overall.So, if you got a 1.5, it means that you are on your way to walking.https://docs.google.com/spreadsheet/ccc?key=0AtsV5h84LWk0dFhENWFXVzBwZ2lWOGlzazZSek5Iemc#gid=1
To work with a network mindset means embracing an emerging leadership style that is characterized by greater openness, transparency, decentralized decision-making, and collective action. It means operating with an awareness of the networks you are embedded in, and listening to and cultivating these networks to achieve the impact you care about. It means exercising leadership through active participation. It means sharing by default. It means communicating through a network model, rather than a broadcast model—finding where the conversations are happening and taking part.Individuals leading with a network mindset are prioritizing activities that are often associated with facilitative or collaborative leadership. They’re seeking opportunities to distribute, rather than centralize, responsibility and authority. They’re convening diverse stakeholders, reaching out and engaging new participants in dialogues and projects, and generating coordination, cooperation and collaboration. They’re also working with an attentiveness to the nature of networks by creating and protecting spaces that build social capital (connectedness, trust, reciprocity), by brokering connections, especially across difference and nurturing self-organization, and by genuinely participating in networks and thereby leading by doing.More concretely, leading with a network mindset might, for a funder, mean:Developing an ecosystem awareness by mapping funding flows or relationships in order to better understand an issue area.Openly asking important questions, like the Packard Foundation did when they hosted their public Nitrogen Wiki for generating input to a new program strategy.Hosting town halls for listening to stakeholders—online and in-person—like Marguerite Casey Foundation has been doing with its Equal Voice campaign.Making and strengthening connections among other funders and stakeholders in an issue area.Pooling funds like the Hewlett, Packard, and McKnight Foundations have done to launch ClimateWorks.Listening to and participating in the blogosphere and Twitter stream related to an issue area, like program staff at the Robert Wood Johnson Foundation are working to do as part of their Web 2.0 Philanthropy initiative.
Let’s look at some of the first steps of this change …The first step is to understand, feed, and tune your networksNetworks consist of people and organizationsYou have your professional network – and your organization has a network – there are connected.
But, it isn’t just a spectator sport, it’s a contact sport – you have to be presence and engage ..This is the hard part … especially for CEOs of a certain age – this shift ..
As the leader and voice for your nonprofit organization, should you as the CEO or executive director use social media as part of your organizational or personal leadership tool set? Certainly, your marketing communications staff has talked about the benefits of effective social media integration that personalizes your organization’s brand with the voice of its leader – you. But getting into the habit of regular tweeting, Facebooking, or experimenting with new tools like Instagram is another story.It’s not that you don’t think it is a good idea. But you are probably, like most who work in the social change sector, incredibly busy. Maybe you are muttering to yourself ”Who can find the time to do social media?” It isn’t a matter of finding the time, it is a matter of making the time and starting with some steps. Have a conversation with your social media team and ask these questions:What do you spend time doing now that you could do better via social?What other executive directors in your field that you respect, follow or and feel inspired by are using social creatively?What are your strengths and preferences and what is the best match in terms of social channels?How will social improve things you already KNOW and value?The executive director for the ACLU-NJ, UdiOfer, had that exact conversation with his staff when he was started last February and set up a Twitter account @UdiACLU and started using Instagramand YouTube to answer questions about marriage equality, DOMA, police misconduct, and other issues on the organization’s docket. While the communications department has suggested the idea, he was on board from the start. He does his own all of his own tweeting and as his communications staff reports, “enthusiastically at that!”Udi was not on Twitter before he started tweeting for his organization and was a Twitter novice, but he was opened to sitting down with his communications staff for a half hour tutorial where they showed him the basics of using Twitter and how to do it from his mobile phone. What did the trick was a “How To Tweet” cheat sheet that not only included the simple mechanics, but also sample tweets from other ACLU leaders around the country, subtle form of peer pressure. Says Eliza Stram, ACLU-NJ Communications Associate, “I was able to make the sometimes intimidating prospect of tweeting approachable and very doable. In other words, if your peer at another ACLU Affiliate can do it, then so can you!”Stram also says that her new boss was very open and enthusiastic in trying out this new way of communication with reporters, civil liberties activists, and their supporters. Says Stram, “Without that openness, I don’t believe he would be having nearly as much fun with Twitter as he is now.”By using twitter, the ACLU-NJ’s is not just sharing what ate for breakfast, Udi provides quotes on his organization’s most important cases and issues to reporters, in addition to their traditional press release or emailed statement. He is also publicly debating civil liberties issues with reporters, lawyers and followers. As Eliza notes, “Something that would have been impossible to do unless you were sitting with him in his office. ” There is the occasional personal tweet, but these serve to make him seem approachable and human.While Udi is the face of the ACLU-NJ in the organization’s “official” communications such as press releases or in newspaper articles or sound bytes on the evening news, Twitter has become the place where he injects warmth into the organization. Says Eliza, “This is accomplished through the “Ask Udi Anything” project, which asked ACLU-NJ’s followers to pose questions about his goals for the organization and even what his favorite karaoke song is! By answering the public’s questions in a video Udi became an accessible, humorous, and more personal face for the ACLU-NJ.”Udi is just one example of nonprofit CEOs and leaders who use Twitter and other social media platforms. Take for exampleRobert Falls who is the artistic director of the Goodman Theater he not only uses his personal Twitter account to highlight the Goodman’s shows, but also to share creative ideas, connect with peers, and discuss the art of theatre.Getting Past the Learning CurveDon’t let the learning curve get in the way of adopting social media as a personal and organizational leadership tool for your organization as Alexandra Samuel advises in this recent post on the WSJ. While learning any new skill or tool will feel daunting when you start, if you can get started with small steps and practice it daily for a short amount of time, like Udi you’ll be a whiz in a matter of weeks. Samuel also offers some ways to approach social media as a personal leadership tool. This include:Create a Leadership Dashboard: Using a tool like Mention or Feedly, you can put together a small list of leadership blogs or publications and set aside 15 minutes a day to read.Stay Focused: Use online visualize tools to mindmap ideasAmplify Your Voice: If you are sharing articles suggested your staff or colleagues “read this,” switch the channel to something like Twitter.Social Media Golf Course: Find a tool or channel that is simply fun and have some play time.If you are a nonprofit CEO, how did you get comfortable with incorporating social media into your personal and organizational leadership tool kit? What support and encouragement did your staff provide? Do you have an “ah ha” moment from social media a leadership tool that convinced you it wasn’t a waste of time?
What does your executive spend time doing now that they could do better via social? Whose work do they respect, follow or and feel inspired by?What are their communication strengths and preferences?How will social improve things they already KNOW they value?
So sharks aren’t really our focus. We work mostly on sustainable seafood and overfishing.But Ray reaaaaaaly loves sharks. This could be a big problem.
on sustainable seafood and overfishing.
http://www.ssireview.org/blog/entry/four_models_for_organizing_digital_work_part_twoHybrid is the most progressive and the most conducive to producing continuous innovation at the pace of digital change. In this model, different business units continue to build their own capacity based on their specific needs, but all digital staffers are connected to and supported by a central and strong digital experience team that directs the whole system toward long-term strategic goals. With this model, the culture of the central digital team is practicing what we’ll call “open leadership”: service oriented, highly collaborative, hyper-connected listeners, who also have the technical and content expertise to be high-value strategists. They take on leadership of high-leverage or high-risk projects themselves, but leave space for others to lead on their own initiatives. This may sound ideal, but in practice it is a more organic model than most institutions are comfortable with. It’s actually unclear whether this model can actually exist if the rest of the institution is highly silo-ized, politicized, and competitive. To be sustainable, support for this new type of collaborative leadership needs to come via a larger change initiative from the top that moves toward looser, more adaptive structures overall.Jason Mogus is the principal strategist at Communicopia, a Webby Award-winning digital consultancy that helps social change organizations adapt to a networked world. Jason has led digital transformation projects for the TckTckTck global climate campaign, The Elders, NRDC, the United Nations Foundation, and the City of Vancouver, and he is the founder of the Web of Change community. Michael Silberman is the global director of Digital Innovation at Greenpeace, where he leads a lab that envisions, tests, and rolls out creative new means of engaging and mobilizing supporters in 42 countries. Silberman is a co-founder of EchoDitto, a digital consultancy that empowers leading organizations to have a greater impact through the creative use of new technologies. Follow Michael on twitter: @silbatron. Christopher Roy is a senior strategist with Communicopia and the founder of Open Directions. He works with social purpose organizations and businesses to create clear strategies and tactical plans that harness the full potential of online engagement for creating change.
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.”
The “Crawl, Walk, Run, Fly” Maturity of Social Media practice framework is in Beth’s next book, Measuring the Networked Nonprofit. We used to help us design the program, determine process outcomes, and help us evaluate our progress.Explain modelPhotos: Runhttp://www.flickr.com/photos/clover_1/2647983567/Flyhttp://www.flickr.com/photos/micahtaylor/5018789937/
There’s another important organizational skill - data-informed this describes agile, responsive, and intelligent nonprofitsthat are better able to succeed in a rapidly changing environment and can fuel networks of networks. DoSomething.org has a big hairy social change goal: To harnesses teenage energy and unleash it on causes teens care about by launching a national campaign per week. The call to action is always something that has a real impact and does not require money, an adult, or a car. Their measurable goal is to get 5 million active teen members engaged in social change campaigns by 2015. Their use of social media, mobile, and data all strategically selected and use to reach that goal.They are a networked nonprofit with a data informed culture – and it started at the top with their board and advisors ..Reid Hoffman and DjPatil – “A Data Scientist” – have advised the CEO – Nancy Lublin – not only what infrastructure is needed to collect and make sense of data, but how she as the leader can’t rely on hunches – decisions – have to be informed by data.
http://www.flickr.com/photos/mkrigsman/3428179614/DoSomething has two data analyst positions on staff .. And they aren’t sitting in the corner playing with their spreadsheetsWhile a big part of their job is to become the stewards of the dashboard, they work with staff – so that making sense of data Is not an adhoc process, but one of continous improvement of the programs. The data analysts work collaboratively with staff to help them apply and understand their data.
One of their organizational mantra is “Spend More Time Thinking About The Data, Less On Collecting ItPregnancy Text” Campaign featured on their quarterly dashboard. This clever sex education campaign is an updated version of the teen pregnancy education program where young people carried eggs around and pretend they are babies. It was a text campaign where teens opted in to receive texts on their mobile phones from the “baby.” Once they joined (and they could share it with their friends). they received regular annoying text messages at all hours from the “baby” that poops, cries, and needs their immediate attention.The team at DoSomething.org uses data to base the program design, key performance indicators and a hypothesis to be tested. They looked at survey data from the National Campaign: nearly 9 in 10 (87%) young people surveyed also say that it would be much easier for teens to delay sexual activity and avoid teen pregnancy if they were able to have more open, honest conversations about these topics with their parents and/or friends. So, success of this campaign would be mean that participants talk with their family or friends about the issue and delay sexual activity.The basic design had those who signed up challenge their friends to take care of a text baby either by (1) going to DoSomething website and selecting 5 friends to challenge or (2) after receiving a text from DoSomething (sent to DoSomething’s 300k mobile subscribers) would opt to challenge friends after reading a quick stat on US teen pregnancy. Participants that accepted the challenge would then start receiving texts the following morning from the text-baby. After completing the challenge user were prompted to send it to their own friends.DoSomething.org also followed up with 5k of the users with a text-based survey to measure impact.Once defining success and identifying the right data collect, here’s some of the insights they gleaned according to Nancy Lublin, CEO of DoSomething and Jeffrey Bladt:SMS as a platform: They are monitoring engagement per communication channel and it has revealed SMS to be 30xs more powerful for getting their users to take action as compared to emailChallenging 5 friends: we’ve tested various group sizes for SMS experience and have found the a group of 6 (1 alpha inviting friends) leads to the highest overall engagementResearch Based Messaging: The general messaging for the campaign was based on survey findings that found (1) big scare tactics (e.g. getting pregnant = not going to college) we not as effective as highlighting who being a teen parent changes daily life (e.g can’t go to the movies because baby sitter cancelled); (2) a CDC report that found: “The impact of strong pregnancy prevention messages directed to teenagers has been credited with the [recent] teen birth rates decline.A/B Testing: They pre-tested different messages and frequency of sending the messages to smaller test groups of teens to optimize the number of messages the baby would send during the day, as well as the content. They ended up doubling the frequency and rewording several interactions as well as building in a response system (so the baby would respond if teen texted an unsolicited response). The insights from these tests pushed up engagement and likelihood of forwarding at the end.Impact: They did a survey to measure this. 1 in 2 teens said that taking the Pregnancy Text made it more likely that they would talk about the issue of teen pregnancy with their family and friends.As you can see from the above insights, DoSomething just not gather and analyze topline data:101,444 people took part in the campaign with 100,000 text-babies delivered171,000 unsolicited incoming messages, or 1 every 20 seconds for the duration of the campaign. During the initial launch period (first 2 weeks), a new text message was received every 10 seconds.For every 1 direct sign-up, DoSomething gained 2.3 additional sign-ups from forward to a friend functionality. The viral coefficient was between 0.60 and 0.70 for the campaign.1 in 4 (24%) of teens could not finish a day with their text-baby (texted a stop word to the baby)DoSomething.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.”
No addhttp://www.youtube.com/watch?v=QhgsJjNVbu0http://gawker.com/5950941/kathie-lee-dropped-a-puppy-on-his-head-on-live-tv-todayhttp://www.youtube.com/watch?v=sQzo_3yIc8M
Back in the office, the data scientists were looking at the data in real time to figure out what was driving people to their landing page and getting them to sign up.
What does your executive spend time doing now that they could do better via social? Whose work do they respect, follow or and feel inspired by?What are their communication strengths and preferences?How will social improve things they already KNOW they value?
http://www.flickr.com/photos/johnloo/4876114194/sizes/o/We get the finger …. Not “THE” finger .. But
The fickle finger of failureSome people point fingers and blame othersOthers are quiet and guess what they are thinking? Let’s go inside that guy’s head … http://www.flickr.com/photos/urthstripe/85094162/sizes/z/
Understand your type, change your stripes, cultivate self-awareness, cultivate political awareness, embrace new habits, influence others
http://www.flickr.com/photos/ruminatrix/2734602916/sizes/o/in/photostream/Funerals in Ghana are an event - up there with weddings in terms of planning, cost, and level of celebration. They can take months, even up to a year, to plan and save for. Obituaries are made into color posters and put up around town. There is music, drumming, dancing and singing as they parade through town. These processions, which occur on Friday afternoons, kick off the 3-day affairs.Momsrising also understands that learning leads to success.Fail: Some experiments bomb. Momrising staff gives themselves permission to kill each other’s projects or tactical ideas that were brilliant at the time but simply don’t work. They do this with humor to remove the failure stigma and call it a “Joyful Funeral” Before they bury the body, they reflect on why it didn’t work. Any staff person can call a Joyful Funeral on anyone else’s idea.Incremental Success Is Not A Failure: They do a lot of experiments and set realistic expectations for success. Many times victories happen in baby steps. They know from experience that many of their campaigns that incorporate social media lead to incremental successes, small wins or small improvements.Soaring Success: Some experiments, actions, or issues will see dramatic results – beyond the organization’s wildest dreams. For example, an interactive educational video ended up garnering over 12 million views and hundreds of comments and lead to thousands of new members signing up or taking action. Kristen says, “That type of success does not happen every day, but we need to try for that kind of success every day. We can only do it if we kill things that don’t work.” They also analyze game changing successes to make sure it can be replicated or wasn’t an accident