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?

LinkedIn is not a game – by a Star Wars expert

I decided to use my full midichlorians and force to prove my expertise in Star Wars. I tried tweets, posts and jedi mind tricks to influence my contacts to endorse my skills in Star Wars.

I had a few people play along and endorse me in Star Wars just because I asked. A few of my contacts know that I am a big Star Wars fan so they endorsed me. One person gave me a 3 question quiz to see if I was qualified.

Star Wars is now my third most endorsed skill with 12, Social Media with 16 and nonprofits with 31 beats it out.

But more interesting to me, was the reaction by many of my colleagues. Many of them questioned my intentions and refused to endorse it. My efforts to make it fun, get it retweeted and gather some muster were very ineffective.

I think many people still respect the validity and professionalism of the platform. I know I do. Having been laid off twice and faced with unexpected job searches, LinkedIn was a resource of value beyond question. My response, interview and job process was directly enhanced through my LinkedIn network. I asked connections for recommendations to get my resume looked at and considered, which really worked!

I hate to see something as valuable to me as LinkedIn “jump the shark” so to say by reaching for the gamification buzz.

LinkedIn is not like other social networks. And in many ways I would argue that it isn’t a social network. But LinkedIn recently launched their new “endorsement” functionality. This allows you to list the skills you are good at, then people can “endorse” that you are good at those skills.

First point – games are typically fun, LinkedIn isn’t. We all saw R2-D2 and Chewbacca play chess right? Chess is a game and fun for many. However, if you are in a situation where you have to let the “wookie” win, it isn’t as fun.

LinkedIn should know that they are playing against “wookie’s” like Facebook and Twitter. They should know to focus on what they do best and leave the silly games to the others. LinkedIn should know what games they can win and who their competitors are. Don’t pick a fight on someone else’s turf.

There are numerous blog posts out there talking about the sillyness of this functionality and how it may cheapen LinkedIn into a popularity contest. I would not go that far at all, but it may dilute it.

My favorite article is the one by Debra (the comments are the best part!):

LINKEDIN ENDORSEMENTS – ENDORSING WHAT, EXACTLY?

My favorite comment comes from my friend, Peter Campbell (someone you should hire right now!)

Anyway, I guess my thought is that the endorsements may bring something new, sorta fun and somewhat worthwhile, but at what cost?

Now go endorse my "star wars" skill (as I wave my hand and use my jedi mind trick....) 

And yes, eventually I will finish my series on "Giving staff a voice", just be patient my young padawan.

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.

Prepare your staff (Give staff a voice! Part 5 of 10)

Imagine sending one of your staff members to a press conference without any notice, without telling them what to talk about. Just train them about what a press conference is and how it works. Then hope for the best.

Yeah, it's like that.

It is easy to memorize a speech and post prepared content. It is not easy to manage a community and reply to the tough questions.

We can spend as much time as we want training people how to use social media, how it works, how to create good content, but do we prepare them for the questions, flashing cameras, criticisms and onslaught of a press conference?

In social media you have to expect some unhappy people, some trolls (people who like to complain and start fights) and some mistakes.  Do we do enough to make our staff ready?

In our trainings we focused on what our staff were already comfortable with. We started with talking about what people call about the most. We then talked about what are the most common and most difficult questions they get in their onsite comment boxes.  We asked them to think through their replies that they use in person. Then we helped translate those to an online situation.

The big trick is deciding when to reply, how much to say and knowing when to take it offline.

One big thing we emphasized was to not to jump to deleting a post or banning a user. Can you say backfire?

Our training was two parts.
Motivation - First we used the Air Force blog response chart to talk about how to understand WHY people are commenting. Because understanding motivation is key to the reply.

Respond - Then we had a comment response chart of our own to help them to decide if and how to reply\act.

That was our idea of how to prepare them.

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.

What Gets Measured, Gets Done (Give staff a voice! Part 2 of 10)

"What gets measured, gets done." I have heard that said many times from a number of different people. It is so simple and true. HOWEVER, numbers and data are not as useful without a tie to goals and without context.

The first step in our process to enable digital editors was to create a set of metrics. We decided we wanted to keep the number of metrics fairly simple, balance reach vs. engagement and allow for comparison. We also set a goal for each of the metrics based on nonprofit benchmark reports, similar org stats and some simple math.

So our spreadsheet ended up with a row for each location, one section of columns for reach (size of audience) and one section of columns for engagement (audience interaction). The numbers do not paint a comprehensive picture for a detailed analysis, but they do provide enough insight to identify trends and gage performance.

And recently we have added a new section for Post Frequency. We are showing the # of blog posts on the website, date of last blog post, # of posts by admin on Facebook page and date of last admin post on Facebook. A key to our strategy is consistent and current content. The addition of these columns allows our leadership to easily review progress.

So we are measuring the work. So now what? stay tuned...

Surf the crowd or create a mob? (Part 8 of 11 NetNon series)

“The inmates are running the asylum.”

“We know what our audiences want.”

“We have been doing this for 20 years.”

“We need to control the quality and protect the brand.”

“Crowds are one spark short of a mob.”

Can’t you just hear the conversation now, you just asked leadership if they would allow you to crowdsource your next campaign. Yikes.

The conclusion to Chapter 8 in the Networked Nonprofit says it like this:

‘Some critics may sneer at what they believe to be amateurs bumbling around in territory formerly the reserve of professionals. And organizations are still ultimately responsible for how their efforts unfold.

But at its best, crowdsourcing is a marriage between professionals and volunteers who have the goodwill and passion to work together to benefit an entire community. Leveraging crowds  is an important and inexpensive way to lift the oppressive weight that so many staffers feel on their shoulders. And by microplanning, organizations can reduce the risk and fear that traditional planning processes create and enable more people to participate in more meaningful ways for social change.’

The book does a great job providing real examples with real results, plus very actionable steps to make this reality.

The part I really clicked with is the microplanning.  “Microplanning is an iterative process of small experiments that lets organizations change, scale, or scrap them easily, quickly and inexpensively.”

So instead of long drawn out plans, with lots of research, steps, stats, industry standards and time spent coming up with one awesome plan, you just start with small ones and see what works. Then build from there.

As you run these small tests you learn about your audience\crowds. You learn to plan your goals, the actions the crowd will take, who to target and what you will do with the crowd input.

"The inmates wont run the asylum, but they may tell you what to improve."

"You may know what your audience wanted yesterday, but they change."

"We have been doing it right for 16 out of the 20 years, not so much in the last 4."

"You can’t control the brand and quality doesn’t matter if noone cares about it."

"Crowds will teach you to be a better organization and yes there may be a mob out there."

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 8 (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.

If you hide your struggles, how can you get help? (Part 6 of 11 NetNon series)

Family Restaurant may have to close after 75 years of operation. In the days of fast food and big chains, small restaurants depend on their community to support them. The Family Restaurant is the poster child of this impact. If you want us to stay open we need you to visit us.

How many times have you seen a story like that, remembered the place fondly and then went to visit to support them?

Budget shortfalls, program delivery challenges or even mistakes can be opportunities to garner support for your organization. But we treat them as shameful things that expose weakness. We hide our problems, we mask the truth and we put on a happy face.

Now don’t get me wrong, there are things that have to be and should be confidential, but at what point do you tell the truth. I know what you are thinking, why do we have to tell the truth, why open up our books and share our dirty secrets? Can’t we just come up with a good slogan, rally a cause and raise money?

That might work, but what if you are missing a different opportunity by hiding information from those that want you to succeed. What if money isn’t the only problem? What if you allowed your supporters inside your walls, get their hands dirty and fix the root causes, not just give money.

Obviously this is easy for me to just type and say, reality is a lot harder. But here is what I would challenge you with. What is your organization’s first thought when it comes to information? Is it, noone can see this until it is approved? Does the question even get asked, should we share this?

The Networked Nonprofit Chapter 6 is all about transparency and a culture of sharing. The point of sharing your struggles isn’t the focus, but it was the core thought that I grabbed onto. The book does a great job of talking about the different types of orgs with sharing: the fortress, transactional and transparent orgs.

Sharing numbers is super easy

Sharing stories takes time

Sharing who you are and the challenges you face takes courage

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 6 (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.

Social media doesn’t create friends, people do (Part 5 of 11 NetNon series)

Listen, converse and build strong relationships. There are many different variations of the basic steps of social engagement, but they are all very similar. But how does that fit in with reality?

The reality is that many orgs have a couple designated people that are allowed to speak on behalf of the organization. Those people “know the party line” and can answer properly. We have been burned before so staff are asked to not reply on behalf of the org. This causes a direct conflict with the listening and conversing steps if the people starting your social media aren’t one of the “designated people.”

So we stumble across some mentions of our org, but we don’t reply because we don’t have the authority and it isn’t a big enough deal to pass up the food chain. Strike that up to missed opportunity.

Social media gets launched and so begins the next internal battle, will we use our powers for good? Do we start with the intention of being social or are we so focused on the end goal that we miss the party? Do we try to maintain control so tight that we push everyone away? Do we create a sense of trusting the good in people or are we always braced for the worst?

So many people think that the reason starting or running good social media is hard is because the tools are technical, technology is advanced or above their skill level. But the real challenge is in why you are using it, is your org really ready to be social?

Social media doesn’t create friends people do.

Don’t just read that sentence and move on. Really think about it. The social media tools don’t mean anything without the people behind it. So are there people behind your social media strategy or a set of processes, programmed responses and one way communications?

If every conversation has to start with YOU saying something, I will get bored. If you let ME start a conversation and YOU reply, that means more. You actually wanted to know what I have to say and replied.

Think about it, don’t have that friend that always wants to drive the conversation, you have to talk about what they want…. They are so annoying. Maybe I have something to say about a different topic.

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 5 (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.

YMCA of Metro Chicago shares Facebook Resources

Detour again... So I have been too busy with silly videos and work to keep going with the #netnon posts, but I do promise to get back to them next week. But this week I have to share something from the IT team at the YMCA of Metro Chicago (my job).

We recently launched 15 Facebook pages for our YMCA membership centers. And on our new YMCA of  Chicago IT blog we have shared a PowerPoint case study, which is cool, but...

Even cooler is the Facebook Manual! No sorry, it does not teach you how to use Facebook. Rather this is what we created to help guide our authors.  Notice, I said guide our authors, which is slightly different than just rules.

Anyway, here is the link, go check it out NOW! 

http://ymcachicagoit.wordpress.com/2010/11/02/facebook-launch/

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.

Say hello to Networked Nonprofits - (Part 1 of 11 NetNon series)

I am going to share my thoughts about the book "The Networked Nonprofit" by Beth Kanter and Allison Fine over 11 posts (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.

First, what is a Networked Nonprofit? Here is a bit from the book about that. But it is hard to get the real picture from these words.  Reading the examples of how this plays out in the real world is awesome in the book.

"Networked Nonprofits are simple and transparent organizations. They are easy for outsiders to get in and insiders to get out."

"Networked Nonprofits don't work harder or longer than other organizations, they work differently. They engage in conversations with people beyond their walls - lots of conversations- to build relationships that spread their work through the network." 

So what were my thoughts from the chapter? - I am glad that I asked myself.

Our staff and organization are too overworked. We dont have the resources, time or staff to do it all. However we are unwilling to give up any control. We use excuses like Brand Management and Quality Control to hide behind, saying that we need to control the message and only our staff can do the work right. We are very official in everything we do and proud of it. In case you dont pick up on my sarcasm, I would question how this needs to change.

Making the changes is not an easy task for many organizations though. Large organizations can have long histories and deeply rooted cultures, couple with org charts that reinforce silos within the organization. If an organization cant effectively communicate, network and share within its own structure, how can it ever be transparent and open to others.  If I had the answer on how to fix this, I would share it, but I dont have a silver bullet here.  Maybe the book will have these answers.

"Networked Nonprofits are not afraid to lose control of their programs and services, their logos and branding, messages and messengers because they know that in return they will receive the goodwill and passion of many people working on their behalf."

OK, now those are just fighting words. We are afraid of this. We see the brand challenges that others have faced because of corrupt leadership, misused funds, staff behavior, and so many other reputation disasters. Many of us have seen or heard a message on behalf of a nonprofit that is off course, inappropriate or misinformed. So we must fight to keep control and own all of this, right? Right? Hello, arent you listening? We need control. --- No actually we only think we have control.

Thinking that you have control of your brand and message is like thinking you can hold jello in your hands forever, eventually it is oozing out of control.  People are shaping, impacting and changing your brand everyday, whether you give them the control or not. So why not embrace those that "get it", give them information and get them involved?

This is not an easy change to get started. Nuff said.

The chapter continues by "busting" some social media myths:

• Our constituents aren't online. Busted.
• Face-to-face isn't important anymore. Busted. (IRL FTW!)
• Social media isn't core to our work. Busted.
• Using social media is hard. Busted.
• Using social media is time-consuming. SPOILER ALERT - Confirmed to a point.

 I love the thoughts that went into this part. Try to address the resistance upfront.

"Conversations activate the natural creativity and passion that people bring to causes they care about."

 So lets stop talking to ourselves or at our constituents and really engage and empower them.

The metrics of fishing

How much did you catch? That is the first question people ask when you go fishing. And they expect you to have counted. But you cant just say how many you caught, you also are expected to know their weight, length, type and what bait you used. That is all so obvious and straight forward, but let me tell you a short story.

I am in my late 30's, ok fine really close to 40. And my two oldest sons are 17 and 18. These are years of big change for them. I dont seem to get enough time with them. All I have enough time to do is talk to them about being responsible, making the right choices and what did they do now...  I talked to Grandpa and we arranged to stay out fishing with just the older boys. We had the gear, the weather was great (a lot dark though, which doesn't mix well with sharp hooks), we had our bait and we had a fishing plan.  When the fishing trip was all over, everyone asked the obvious questions stated above.

Now if you hadnt heard that very short synopsis of my story, you would think that the measure of success is how many fish we caught, right? But I hope you see that my measurement of success in this scenario was me spending time with my sons and whether we connected. Did they see that I am more than a mean face that says "no" and pushes them to be who they could be?

Dont you think we should be measuring our social media activity with this type of lens? Yes, you need to be able to report on where you fished, number caught, size, type and what bait you used. However, maybe it is time to stop focusing on the fish and look at what made the trip special and the connections you made while fishing?

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.....

Facebook Comments Again

I was excited that John Hayden shared our YMCA's comment escalation flow chart on his blog! It seems that many people can identify with it.

Here is John's post:

http://www.johnhaydon.com/2010/08/org-facebook-page-decision-flowchart/

Here is a quote that I liked the most from his post:

Five reasons why a decision flow-chart makes sense

1. Scalability – Staff can be brought into the social media workflow quicker with simple directions.

2. Consistency - A simple response policy means that you’ll more likely respond as one voice, instead of many disjointed voices.

3. Alignment - You can ensure that tactical responses on social media aligns with your over-arching business goals.

4. Speed - The quicker foot-soldiers understand protocol, the quicker comments get responded to.

5. Smarts - Granting the ability for staff to make decision on how to respond means that legal council can spend time on genuine legal issues.

I will be running a training this week for about 45 Facebook authors for the 20 or so pages that we will be launching on Aug 23. John Haydon's points really made me think through how I was going to convey the importance of replying to comments to our authors. I need to be more deliberate about explaining that there is no silver bullet to replying, but you need to have a plan. You cant just wing it, especially when there are multiple authors and you are replying on behalf of the organization.

"We already know what some of the comments are going to be from some of our members. We already see them in comment cards, email, phone calls, conversations, etc. So how can we be ready to reply to those?" That remark came up during a recent planning meeting. And it is true, we will get some of the same comments. My thought is, you would respond in the same way as when you received the comments in the other means, except maybe look for some brevity and give a way to follow up.

One of the biggest push backs we get from our staff is that they are already so busy that how are they going to fit in yet another task to reply to comments.  That is why we really need this structure to help them respond quickly, professionally and confidently.

Thanks for the mention John and for the extra inspiration to keep thinking this through.

Facebook Metrics! Measure from the start

August 23, 2010 is the planned date that the YMCA of Metro Chicago will be launching about 20 Facebook pages, one for each of our membership centers.  In about 2 months time we have created a process to build the pages, train the authors, drive the strategy and make it happen.  But we recognize that we will need to measure our progress. So this is when I turned to Beth Kanter for advice, well her blog, not her personally.

Spreadsheet aerobics is a blog post from Beth that talks about how to measure your Facebook work and experiments. I took her advice, but I am doing it one step at a time. 

We have created a set of trainings, materials and steps to rapidly deploy our social media sites.  Our first effort is Facebook for our membership centers. Our first goal is to establish our presence and provide the foundation to begin to connect with our members.  We want to be where our communities are and communicate with them they want to.

Once we have the basics working, authors trained and a presence established we will work to equip our YMCA staff as authors to begin to create engagement with purpose. But we have to start somewhere, which for us will be creating the presence, training our staff and just getting it rolling!

In that effort, we will just be tracking the basic stats straight from Facebook Insights.  Each our Facebook page administrators will download the interactions stats into Excel and send it to us.  We will then copy those numbers straight into this report format.  Our hope is to be able to show the correlation between those actively interacting on their page with the increase in participation of fans.

Anyway, here is spreadsheet report, based on concepts from Beth Kanter.

Facebook metrics

View more documents from Steve Heye.

Social Media Comments Gone Wild! What to do?

What if someone says something bad about us on social media? We cant do that!

Isnt that one of the bigger hesitations of orgs using social media? It is easy to think through what to do if the comments are just wrong, but what if the comments are bad but correct, just plain mean or pose a real risk?

I am a huge fan of the Air Force Blog Assessment chart! This is what we used to guide the discussion around how and when we should reply to comments on our social media sites.  This visual worked great to allow non-tech staff to think through and understand all of the options.  It also helped leadership to feel more comfortable with our ability to reply.

But what do you do when the same comments start to cross boundaries and exposure your participants, your members or your organization to real risk?

So in addition to the Air Force Blog Assessment we decided to create a comment escalation flow chart.  This is intended to help our social media authors decide what action to take in addition to the reply.  We wanted to have a documented process for our employees to use and to find a way to keep our Communications & Risk Management departments in the loop.  So here is what we came up with.  We are also working on documenting the actual steps they take but wanted a visual to make it understandable and simple.

What are your thoughts on this?  Do you have similar things in place?

Here is why I decided to share this.  Moderating comments may seem like just another task that has to be done by our authors.  But in this particular pilot launch the authors are working with Teens.  So when they take action on an inappropriate comment, they are actually working toward the goals of their program. By having a conversation with a program participant about responsible behavior online, they are reinforcing the program goal of strengthening self image and how you present yourself.

Facebook yes, social media no - Social Media sidebar

"We cant approve a social media strategy, but we should be on Facebook."
"No our communications plan doesnt specifically integrate social media, but why dont we have a Twitter account?"

So I have heard statements like this a lot recently.  It seems to be easier to get approval to launch a Facebook page than to get a conversation started about social media as a whole.

My initial ideas around getting social media started were met with questions and resistance.  Everyone would agree it was important and had lots to add.  However nobody is willing to step up and approve something as vague and misunderstood as social media. So we end up asking for approval for something that isnt tangible enough to make a real decision on.

I have seen others have success in a very different approach.  In the background they create a master social media plan and tie it to their communications plan.  But when they seek approval, they talk at a more tactical level that is easier to visualize and quantify. They pick the first tools, participants and campaigns they want to launch. Then they pitch for approval of these trials, not a big approval of a social media strategy.

So all of these big pushes and "experts" that push for a very deliberate big social media strategy are correct that you should have it.  However, maybe the approach shouldnt be to get leadership to approve that strategy.  Rather you should seek approval of your first tactics that are derived from your plan.

Not sure this post is a complete thought and it lacks any flair\images\etc.  But it has been nagging me and I needed to post it in order to get it off my brain. Someone please help me complete this thought.