Try it and fix it as we go (Part 4 of 11 NetNon series)

"Try it and fix it as we go" Hmmm. That is one idea. Or we could make sure we have the right strategy, do a deep risk analysis, get the right staff, run an RFP process for a consultant, build some "must follow" processes, have a committee write a plan and vet all decisions through senior management. We should wait until we are ready.
I know many of you are thinking, yeah, you are so right Steve. "Try it and fix it as we go" isn't a good idea, we should think this through. We should make sure we are ready.  Wrong, ok well mostly wrong.

We tend to use phrases like:
"Go big or go home"
"Failing to plan is planning to fail"
"A consultant knows best."
"There is no try, only do or do not."
"The risk outweighs the benefit."
"Always be prepared."
"We've always done it that way."
"My experience tells me..."

OK, I think you get the point with the quotes. Sorry I got carried away there. But do you see how our old way of planning, strategy and decision making has to shift in order to use social media well?

Yes, "Try it and fix it as we go," is a good way to think about creating a social culture. And here is another favorite quote from the book. "Failing Fast." OK, seriously we don't want to fail, let alone fail fast.

Does this mean we don't plan or think this through, we just start? NO. Rather we plan and think through a methodology to allow for experimentation and ongoing changes tied to a set of goals that are measured with agreed upon metrics of success.  We also clearly state expectations of appropriate behavior in a social media policy for all staff. We help clarify the role of the individual vs org, public vs private, personal vs professional. We spend time crafting what we want the voice of the organization to be. We think through how we will react to and learn from failure, because it will happen. We come up with ways to encourage staff to grow and share in a positive way.

The plan isn't about the steps, tools and getting it right the first time. It is all about how you manage the culture, experiment and keep moving forward.

This chapter spends some time thinking about a social media policy, which is a great opportunity for conversation about social media across your full organization.  But a social media policy shouldn't be a list of do's and dont's. It needs to set the tone of your social culture. It needs to provide the framework to encourage you to "try it and fix it as we go" and "fail fast". (and here I thought the words try and fail should never be in our policy.)

I am going to share my thoughts about the book "The Networked Nonprofit" by Beth Kanter and Allison Fine over 11 posts, this was part 4 (one for each chapter).  But rather than just tell you what the chapter is about, I am going to share what I learned from it, any reactions and extra thoughts that I would add.  However the big caution I have with this, is that I am just not as smart and experienced as Beth and Allison, so you should probably just buy the book.

Understanding Social Networks (Part 3 of 11 NetNon series)

"Traditionally, organizations have viewed themselves through an organization centric lens. Envisioning oneself and one's organization as the center of the universe with other people and organizations circling around it---providing it with funds, attention and volunteers as needed---is at odds with a world energized by social media and connectedness. Other organizations and individuals are not waiting for instructions for what to do; they're talking, doing and connecting based on their own needs and interests. Networked Nonprofits know this and are reorienting themselves to engage with individual free agents and organizations in their networks."

"How can I use social media to do fundraising, get attention for my organization, promote my event?" Those are the questions that I hear a lot. But if you are still working from an organization centric lens, which the questions above suggest, then you misunderstand the structure of social networks. The real question may be, "how do we incorporate social networks to be ready for people to get involved in the way they want to?"

Taking time to understand how a social network works, what it is used for and by who will greatly enhance your success but may also shift your goals and plans.  Chapter 3 does a great job of explaining the structure of social network. A network basically consists of two things; nodes (people\orgs) and ties (connections between them). The book goes on to describe how people connect, share and form groups.

Slight detour below.

"I've got some loose ends to tie up." We have a tendency to want control. We have a tendency to want to hang out with those we are closest to. We have a tendency to want order. We may have to rethink this.

Loose ties is what it is all about.  Within your organization's social network map you will have some strong ties to key supporters, which you have always been able to tap. But with social networks you can directly tap the LOOSE TIES. "Loose ties are lighter connections that friendly acquaintances have with one another."

"Tell your friends about..." Isn't that what we always add to the end of any pep talk? Now with social networks we have a more direct route to tell their friends or arm our friends with an easier way to tell their friends.

Detour was meant to have a point, not sure if I made it though. So like a fairy tale book, I will just say it. The point is, It is important to know who your strongest ties are, but don't loose focus on those loose ties. In order to do this, you may have to loosen control, hang out with your friends' friends and allow a little disorder.

Back on the road.

Social Capital. At the end of the chapter the focus turns to social capital. Here are some ways to social media builds social capital:

• People are easy to find online and on many channels
• Talk is cheap
• Serendipity is enhanced online
• Reciprocity is incredibly easy 

 Reciprocity is incredibly easy. That point struck me hard! It is so true. And reciprocity isn't just easy in social media, it is so powerful. A public thank you, compliment or positive interaction that people can over hear is incredible!

Anyway, my thoughts were really scrambled and random on this chapter. But in the end, understanding the structure of social networks, knowing your role\network, leveraging your ties and building social capital is how it starts (not asking how do I promote my cause.)

I am going to share my thoughts about the book "The Networked Nonprofit" by Beth Kanter and Allison Fine over 11 posts, this was part 3 (one for each chapter).  But rather than just tell you what the chapter is about, I am going to share what I learned from it, any reactions and extra thoughts that I would add.  However the big caution I have with this, is that I am just not as smart and experienced as Beth and Allison, so you should probably just buy the book.

Challenges & Trends of a Networked Nonprofit (Part 2 of 11 NetNon series)

Free Agents. When you dont know who else can you turn too? Your team is almost complete, but you need to bring in that one player from the outside who will push you over the top. You need a Free Agent. They know they are good, they know they are in demand, they want to help.  Free agents is a great term and I love how it plays out in Chapter Two of the Networked Nonprofit.

Paraphrased from chapter:

We are facing a leadership crisis arises from:

1. Rise of professional staff, replacing volunteers
2. Funders focused on professionally staff org, not volunteer staffed
3. Orgs looked to budget and staff growth as indicators of success

Things rings so true to me. Resources were abundant, growth was everywhere. Training and leveraging volunteers was not as effective as just hiring the staff.  I have actually said those words so many times. But in the midst of this, you lose involvement of your supporters, you lose connection to the community and so much more.  We built structures, policies and big budgets: we were building empires to serve a cause.

Revolutions are often started by a single person with a simple idea and they use their influence to build a movement, they are Free Agents. (I hope that doesn't go too far from the books definition).

Free agents are those that take it upon themselves to make a difference, take action or start a movement because they care. They have some sort of connection, passion or personal reason driving them, so they act. But they don't always want to join forces with some org that will just slow them down.

Free agents today have a secret weapon in social media. A single person can spark the hearts and imaginations of hundreds, thousands or millions of people. However, our organizations are not always ready to work with that Free Agent, we just want to hire them. But many of these Free Agents will come and go, a cause will attract their attention only until they are satisfied and then they move on.

Many orgs are scared of this type of relationship.  How can I trust, work with and equip a Free Agent when I cant control them and I have no idea how long they will stay involved? How can this one person or group of people do anything better than our org that has the best staff and years of experience? We are so busy how can we possibly focus our time on Free Agents?

I think I need to go back to the point from Chapter 1 where we talked about that we have already lost control. We don't want to control the Free Agent. They have something we need, influence within the community.

Maybe the next time we have a need, require fresh energy or look to hire more staff we will turn to a Free Agent to save the day.

I am going to share my thoughts about the book "The Networked Nonprofit" by Beth Kanter and Allison Fine over 11 posts, this was part 2 (one for each chapter).  But rather than just tell you what the chapter is about, I am going to share what I learned from it, any reactions and extra thoughts that I would add.  However the big caution I have with this, is that I am just not as smart and experienced as Beth and Allison, so you should probably just buy the book.