In 2014 Don't Let Tech Turn into SOS. #TechRevival

SOS - Save our Ship (ok, it doesn't really stand for that, but we all recognize SOS to mean something like it)
or
SOS - Same Old Stuff (or SOSDD- Same Old Stuff Different Day, yeah, I know most people say something besides stuff)

If our Tech Language and Management is centered on SOS, we will fall into the following traps.

Distress - If DISTRESSED times are the only time we talk about our technology, it will be nearly impossible for technology to have a real impact or make real change. It is seen as a necessary evil, instead of opening new potential.

Save Us - If the Tech Team is only included or called when things are broken, all we can do is treat the symptoms. In addition, IT may be seen as the creator of the problem, so they had better fix it now, which does not allow Technology to thrive.

Helpless - If SOS is called for technology and IT help always fixes it for you, how does staff ever learn from it? Give someone a fish, feed them for a day. Teach someone to fish and they end up spending all of their money at Bass Pro, err, I mean they can feed themselves.

BUT the worst of all is...

Ambivalent - Once users could go either way with your technology, take it or leave it, you are in real trouble. You don't want to hear things like:

• "Go ahead and change the tool, not like it matters, you will just change it again later..."
• "Nice Tool!" (secretly scampers off and continues to use work-around)
• "You are the IT group, just tell us what to do and make it work."
• "Our technology is fine, but I don't need it to accomplish my goals."

So what are we supposed to do?

Have a Vision and Share It!

You need to be able to tell the story of how technology is benefiting your organization and how you plan to improve it.

What if you asked an org about what they accomplished in 2013 and they answered:

"We answered our phones 11,123 times, turned on the lights each day we worked, paid our bills, had 50 staff show up each day they were supposed to and shook 4,234 people's hands."

If that seems messed up, then why do we talk about our IT like:

"Network is stable, 2,456 help desk tickets completed, 4 major projects completed on budget, 99.99% uptime, implemented 7 new tools." 

Who cares.

A real strategic technology plan. I strongly believe a Strategic Technology Plan aligned with your mission can make all of the difference. Especially if you turn it into a short digestible, visual document to be shared with all staff. 

The key is to be able to express the impact on staff efficiency, process effectiveness and new opportunities which came from your technology. What changed because of the technology you implemented?

Communicate it. Change the tone of communication about your technology, get the positive message out there. Paint a picture of the potential future.

Yeah, I know what you are thinking.  We are hesitant to share our future technology plans, because things change so fast and we aren't sure we will be able to do it all. To me the key for this is to focus on the direction and strategy, not the timeline and the tool.  

Here is what I like to do:

• Share the specific projects coming in the next year, WITH specific goals on how it will change how we work and improve our organization.
• Describe the long term strategy by talking about the philosophy and focus over the next 4-6 years.

Example:

• Next year we will implement a new CRM (Customer Relationship Management) system. Our goal is to replace many of the manual processes tracked in Excel and decrease the paperwork needed. We will be improving our intake process to allow our admissions team to focus on the client, limit multiple data entry points and not be as distracted by the tools.
• Over the next five years we will be looking to move systems to the cloud to shift internal support staff to focus on users, centralize staff collaboration tools to clear clutter and improve communication and look for ways to improve our business processes to better leverage our tools.

But the only way you can do the communication above is to be able to back it up with a Strategic Technology Plan.  You need to have the conversations about priority, upcoming projects, long term vision and have buy in with your plan before you can share it.

So a technology plan is more than just a document needed to manage your projects, it is a key to making technology a force for good in your organization.

Start 2014 right with a technology plan. 

New to Tech Planning? Read this article from Tech Soup!

Ready to add mission and strategy to your tech plan?

• I would suggest reading my resources about IT Alignment  (and if you need help, let me know). 
• Then complete the IT Alignment Assessment to identify areas to add to your Strategic Tech Plan.

All hands on deck! We Need MORE Staff! not.

“if we had more staff we would..

…engage better on social media!”
…create more content!”
…serve more clients!”
…analyze metrics and segment audiences!”

Yeah, yeah, yeah. We have all sat in breakout sessions where there are countless good ideas, perfect strategies and amazing resources. But there is always that group of people mumbling or outright yelling, we can’t do that, We DON’T have ENOUGH STAFF. Blah, blah, blah.

First, a big shout out to Kivi for an article that inspired my post! You should read it! Kivi always has terrific resources and her blog post on this topic is much richer in content. I hope I didn't overlap content too much. Some of our examples are similar, but I tried to come from the tech side.

While I will immediately acknowledge that many (if not all) nonprofits are under resourced, I do not think adding staff always solves problems. More staff = more politics, more management, more red tape, more, more, more, then you need more staff because you have more staff.

I think many of our challenges could be solved if we used a more important resource better, time. If we start to value each staff person’s time more than adding more staff, we may just solve some of the issues leading to the need for more staff.

Example 1: We need more staff to engage better on social media.

You can interpret this statement a few different ways. We don’t have a social media expert on staff, we don’t have time to manage all of those different channels, we don’t know where to start or we don’t even have a marketing staff. Whatever.

What I hear: Social Media is not a big enough priority for me to make time for it.

I would argue that this is a time issue, which could be solved with planning, a volunteer (or other staff) and tech.

1. Make time to create simple content plan (better yet, start with a template from a colleague, NTEN, Idealware, TechSoup or wherever)
2. Find someone with existing experience with social media (volunteer or staff) OR learn by DOING it, just find an easy place to start, then budget time to do it. If it is a priority you will find the time.
3. USE TECH! There are so many tools like Buffer, Hootsuite, etc that are free\cheap built to help you listen, engage post.

MOTTO: Don’t work harder. Work smarter. More staff may not fix it. Find existing experience and let the tech do the work.

Example 2: We need more staff to analyze metrics and segment audiences.

What I hear: we don’t care what our audiences want to hear, we just know what we want to tell them. (maybe a little harsh, but eh.)

I would argue that this is a time issue, which could be solved with planning, a volunteer (or other staff) and tech.

1. Make time to create a simple content plan and profile of your audience needs (better yet, start with a ideas from a colleague, NTEN, Idealware, TechSoup or wherever)
2. Find someone with existing experience with metrics and segmenting (volunteer or staff) OR learn by DOING it, just find an easy place to start, then budget time to do it. If it is a priority you will find the time. (Also check out the analysis exchange, free metrics help)
3. USE TECH! This one isn’t cheap but you can solve the segmentation with Tech. Tools like Informz or Higher Ground will do the segmenting, metrics, audience profiling and so much more for you. But you do have to pay for that. BUT that expense is still cheaper than the staff it would take to do it.

MOTTO: Don’t work harder. Work smarter. More staff may not fix it. Find existing experience and let the tech do the work.

Oh, wait, did I sorta say the same thing for both examples? Weird.

Maybe that is because that is what we do, we do the same thing over and over. We have a need, we hire more staff.

Before hiring, think about:
… your process, can it be improved?
… your staff skills, can they be trained?
… your tools, can tech solve the problem?
… your strategy, are you being purposeful?

I am not trying to say we need more tech and less people. I am saying, let's think through some of the challenges we are facing and think through all of the options.

Who Owns Social Media?

Who owns social media?

"Everyone owns social media." that is the answer that so many people seem to rally around. And at first glance I agreed and thought "Heck ya" and raised my hands in the air! We all own it, we all participate, you can't control it, IT'S ALL OF OURS!

But as I thought about that, I began to really wonder. Does everyone really own social media? Or is it really that noone owns social media? Then I thought, ok what the heck are we even talking about. What does that question even mean, "who owns social media?"

Are we asking who owns the social media strategy? Who is in charge of our social media presence? Who is the final decision maker of what gets posted on social media for our org? or who actually owns it?

Often I wonder if we are asking the right questions or are we looking for catchy blog titles that will get more people to buy our consulting services, read our article, share the link to the article without reading it or whatever. (like I did in this post?)

Is "Who owns Social Media?" the important question that we need to answer?

I personally don't care.

But I do care about questions like:

1. Who is managing our social media authors, who are the authors and do they understand our social media philosophy? (see this awesome NTEN post about philosophy!)
2. Who is responsible for managing how we use social media across all of our Marketing, Communications, Fundraising and other strategies?
3. Who owns and manages our brand across all of our channels including social media?
4. Who acts as the primary community manager on each of our social media channels?
5. If #$%# happens on our social media who is the one person we go to for decisions on quick action?

I don't think we can have multiple owners of our communication strategy and expect to have one brand voice. We can all come up with our strategies and plans to use social media to meet our groups goals and to communicate, but they should all roll up to the organization's communication strategy that has a clear owner. Or am I just whack?

While we may all participate, contribute, engage and otherwise own our activity on social media. I do not think that everyone owns social media.

But I do think your communication strategy should have an owner with a structure that allows everyone to be active in social media.

If "Who owns Social Media?" is the wrong question, that what is the right one?

Identify Barriers (Give staff a voice! Part 7 of 10)

There is a fine line between excuses and barriers. Often our role is to know the difference without pointing fingers.

Sometimes the reasons staff give about why they can't use the technology are very real, other times they are just perception or defense mechanisms.  It is easy to sit back and say "I don't know how", "I am too busy" or "That isn't my job." 

These barriers are real to them though, so you need to address them either way. The difference is what you will change. People are quick to blame the tools, but we need to pay attention to the culture, policies, procedures, knowledge, priorities and experience that surrounds our digital content.

So what are the barriers between your program staff and content creation?

Time was the most common barrier that I heard in the form of "I am too busy" or "that isn't my job." But what I usually heard under that was:
"Content won't be a part of my review, so why bother."
"I really don't see the value in creating that content, why does it matter to me?"
"My supervisor doesn't seem to think this is too important either...."
"I don't want to learn another new tool, don't I already do enough around here."
And many others.

But you need to cut through the perception and excuses to find the real barriers and start to break them down.

I would not start with asking everyone what the barriers are. This may encourage them to dig in their heels and stick to their excuses.

I would look to do a content channel inventory, author\owner org chart,  tool catalog and content creation process map before getting opinions.

Content Channel Inventory - First gather a list of all of the different channels of content that need to be maintained. (Website, Blog, Email blast, Newsletter, Facebook, Twitter, Intranet, etc.)

Author\Owner Org Chart - For each of the channels above you should document who the primary owner is and list all of the authors that have access.

Tool Catalog - Create a list of all of the tools that are used to manage, create and share the content.

Content Creation Process Map - Break down the steps, authors and tools that are needed to manage each channel and then try to give the all of the channels some sort of overall structure.

This is just a beginning to the type of inventory and process map that you should have, but it is a good start to help you identify what the real barriers are.

Set Expectations (Give staff a voice! Part 6 of 10)

Training staff isn't enough.

Just because someone knows how to do something, doesn't mean they will do it.

People need to know what is expected of them, what is in it for them and what success looks like. Training people on the steps and process does not help with this.

I have often heard it said that kids will live up to their expected potential, not their actual potential. I think the same holds true with staff and technology.

If we treat them with kiddie gloves and expect only minor activity, then that is what we will get. But if we set clear, reasonable expectations, remove barriers, reward behavior and document success, then we can help them achieve their actual potential.

Technology and soon digital content, will be a part of a majority of jobs. We are doing our staff a diservice if we ignore this and shield them from this responsibility.

As a part of our effort to enable digital efforts we worked to set expectations of:

• Posting to the website weekly as a team as a minimum
• Posting to Facebook 2-3 times a week as a minimum, prefer daily
• Update website information regularly (hours, staff, schedules, etc)
• Sending a monthly email blast that contains more than just promotion
• Balance all content (third=promotion, third=sharing stories, third=informative)
• Monitor comments and reply daily
• Reply to all contact us and tour requests from our website
• Manage any new functionality or apps added to Facebook pages
• Keep 2 staff trained as authors for digital channels for each center

And we had more. But the key isn't making a list of rules and regulations. Rather the key is to provide insight on WHY these are important and how they impact their job, plus make it easy for them to meet these expectations.

Also make it very clear what support they can get from IT, Marketing and other management resources. This has to be a shared responsibility.

Beyond listing the tasks they are responsible for, you should set the tone for behavior.  Most places have an employee policy that lists all of the things that staff can NOT do.  But do you have a list for your digital content of what they SHOULD do?

You can look over our manual and policies which attempted to balance these different things. But we used regular emails, metrics, reports and trainings to keep these expectations clear and in the front of the conversation.

Anyway, the point is we can't just train and give a set of rules. We need expectations to be set.

Recruit your team, define the roles (Give staff a voice! Part 4 of 10)

Social Media is marketing so they will do it. 

Nah, Social Media is all Tech so they will do it.

Wait, we are raising money right now so let the Fundraising team do it.

Nobody steps up, takes leadership and establishes a rule book, so eventually something bad happens or there are conflicts in what gets posted. Then all collaboration breaks down and one person or a small team controls everything. All posts have to be approved and everything gets filtered. In some ways that may seem appealing. And if that is the accepted culture in your org, then you may as well stop reading this post because you won't be enabling anyone...

But if you are ready to collaborate within defined roles with the same playbook, then read on.

First document who will be on the team, heck maybe even have tryouts or an application process. There are a number of ways to go about this. You could collect everyone that is interested and then determine what role and permission they will get. Or you could establish the structure and roles, then identify the people to fill them. Another approach would be to start small with some experienced players and grow as you learn what works.

But the key is to know who will play each of the roles.

• Listening- who will be out there actively scanning for what is being said about your org, cause or brand
• Monitoring- who will watch your channels for questions, comments, problems, inactivity, etc.
• Managing- who will keep the tools working, identify tech changes, administer permissions, etc.
• Planning- who will create the content calendar, define themes, focus the communications, define content frequency, etc
• Posting- who be creating the content, keeping the pages updated, etc.
• Promotion- who will spread the word about your social media efforts, run contests, create custom pages\content

And there may be more roles, but that is a good start. You might enjoy this article from the Content Marketing Institute to dig deeper.

Once you have the team and the roles then you need a Playbook. The glue that will hold this together is a content calendar (editorial calendar). As possible to supplement this content calendar there should be content templates. As the themes and business goals are defined, you can create standard text, flyer formats, images and other reusable content for others to pull from.

Here are some awesome articles on creating an editorial Calendar and process:
How To Create the Online/Offline Editorial Calendar - Razoo
DIY TOOLS FOR SOCIAL MEDIA MANAGEMENT - Amy Sample Ward
11 Editorial Guidelines Every Business Blog Needs - Hubspot

10 Steps to a More Successful Blog Editorial Strategy - Content Marketing Institute

In my next post I will talk about the Comment Escalation Chart and how to make people comfortable with responding.

Program Staff as Digital Editors

Content requires work and skill. Lots of people just ignore that fact. They get all excited about content strategy, communication plans and social media. But they hardly ever spend time talking about how to equip their staff to be content creators.

Some orgs look to hire copywriters, publishers or whatever. But I like to look for ways to build up all staff with the skills that they will need going forward with every job of the future. Here is a presentation that I did about this topic. I hope it is useful.

Program staff as digital editors

View more PowerPoint from Steve Heye

I dont care what you want to hear!

Sometimes when I look at a website, read a status or check out an article and I think to myself wow, they have a lot to say but the really dont care about what we want to hear or what we care about.

For example, my blog was started for me to have a voice, think through some thoughts and just share some of my ideas.  I am not looking to build up a huge following, become famous or tailor to what my audience wants (of course that assumes I have an audience at all). I write my blog posts so that I can process a thought from start to finish. By putting my thoughts into words online and publishing them publicly I am forcing myself to make a statement and allow people to react (whether that is bad or good reactions). Some of my posts people have actually enjoyed and shared.  Others I enjoyed a lot and no one seemed to care.

The danger that I see here though is when this attitude or thought process crosses over to an organization, company or any other website that is driving toward a goal.

This blog is for fun and sharing, there is no mission to be met or sales to be made.

But when you are planning your website, social media, emails or whatever communication you are working on, is your thought process too focused on what you want to say? Well you might just be telling your audience that you dont care what they want to hear.

I'm just sayin.....

Building communication to collaboration.

Ok, so simply put, do you think that the following is true?


I know that is over simplified but maybe that is what we need. I see so many great visualizations out there and complex diagrams of how involvement grows. Maybe what we need is to keep this simple. We need to communicate effectively so that our members want to have a conversation with us. Once we engage them in conversation, then we can ask them to collaborate with us. If we jump to collaborate and ask people to build a wiki, will it work? Hmm.

I think building an online relationship with people is just like a real relationship. You have to earn their trust and build off of your communications and conversations to get to collaboration.

Any Hoot, have a great week! I know this is probably not an original thought posted here, many others have had, but it just sorta clicked again for me today.