the groupery blog

Focus – the final frontier of social media

 

 

Today we are being pulled into swarms of new styles of communications and sometimes it feels like we are in the eye of a twister.  I propose that we live not in the culture of dread, but take the time to allow the winds to gust, but keep ourselves ‘focused’ and allow our philosophy, mission, vision and goals in mind that will guide all of our actions.  So ask yourself – does learning about new communication technologies or approaches allow us to support the overall mission?  If it does in some way – you are able to then take a step back and think about how to stay focused on the mission, while allowing yourself to spend incremental amounts of time on the future – thinking about new forms of approaching the same old problems.

Often non profits are scared to get started as they are afraid of the swarming, they are afraid to make mistakes, be pulled into the madness without strategies and all of those things are well founded.    They need not feel paranoid, but rather seek out help – there are many free resources on the internet to help non profits ‘focus’. Yes, many people are interested to sell ideas, products and themselves, but in your research and pursuit of knowledge, you may find along the way techniques in joining communities of practioners that are thinking about the same issues that you are regarding ‘how to get started’ – what to use and how to approach it.  What I propose you do is to join a community of like minded individuals that are also in this stage  - this will allow you to focus on just understanding the landscape and asking for insights in a safe way.   

If you have a strategic plan in place, that will help you during these difficult times to stay focused and make sure all the staff working with you are working toward those goals.  Do you have quarterly business objectives setup for everyone including yourself that includes the key business initiatives that you want the team to stay focused on for the next 3 months?  Do you review these with the team every three months?  It’s about communication really and yes it takes what some people perceive as extra time away from client facing activities – but if you are able to that focus – it becomes a catalyst.   

We need to stay aware of new social media and communication techniques so that we can continue to learn from others, through observation and/or periphery involvement in another community that is practicing and eating their own dog food.  So what are you waiting for … jump in …… but stay focused..

SVAMA's “Social Media Trends for 2010” with Jeremiah Owyang & panelists

Last night Jeremiah Owyang and panelists: Rob Fuggetta (Zuberance), Ed Terpening, (Wells Fargo), Maria Poveromo (Adobe) and Jeanette Gibson (Cisco) held a great discussion on “Social Media Trends for 2010.”  Owyang cited that one of the major challenges companies and organizations face is speed: the market is running much faster than companies can move.  So what does this mean for anyone devising social media strategy? 

Owyang and the crew focused on four themes

1. Don’t fondle the hammer – In terms of culture, process and technology, remember that technology is the easy part.  Don’t get caught up in the tools.

Forget the “facebook strategy” focus on a clear customer strategy.

A clear understanding of socialgraphics should be an ongoing effort: 

o   Where are your customers online (have a list of urls)?

o   What are their social behaviors?

o   Where do they get trusted information?

o   What is your customer social influence?  Who trusts them?

o   How do your customers use social technologies in the context of your products?

Focus on building the house not fondling the hammer!

Action: understand your customers & focus on objectives

     2.     Live the 80% rule & make sure your organization is ready for the shift.

Social media implementation is 80% process and labor, and only 20% technology.

Typical roles you’ll need in your organization to make it happen: 

Social Strategist – responsible for the overall program, including ROI

Community Manager – customer facing role; trusted by customers

Action: Prepare your organization to scale and support the 80%

 

3.     Customers don’t care about what department you’re in, they just want their problem fixed!

Every customer touch point matters – so your organization (the front line at a minimum) needs to have the information and permission to support and respond to the public.

Action:  Distribute the support network; enable people across the organization to be a part; central strategy but decentralized action is a good first step (some organizations start with a central model but move to distributed/coordinated model over time).  Empower folks on the front line.

 4.     Real time is “not” fast enough.

You will never be able to scale fast enough to keep up with your customers.  Creating and maintaining a solid customer advocacy program is crucial.  Let your customers come to bat for you because you cannot go at it alone.

Action: Identify and nurture advocates in your community.

Bottom line sentiment was that the direction of social media in 2010 is “getting back to basics”  --  it’s all about customers and relationships, technology is the enabler.

 

Relevance: How meaningful content drives action

Pulling the community into the action

 At Grand View Elementary in Manhattan Beach, CA eNewsletters are nothing new --  Grand View’s weekly “Gator Gazette” has been distributed electronically for years.  But as any leader/publisher will attest, traditional newsletters (whether electronic or hard copy) are one-way broadcasts that have little or no ability to take a “community pulse.” It’s virtually impossible for the publisher to know whether the communication is read and if it’s compelling to the community. 

Grand View hosts one major fundraiser annually:  the PTA Membership Drive.  Proceeds from the drive fund key programs such as field trips, dance classes, music lessons, new equipment, etc.  Generally, the drive is a great success but questions always remain: 

·   Could we have publicized the event more effectively?

·   Did we reach our entire constituency?

·   What resources/extended networks are we not reaching?

·   Are there specific programs our parents feel strongly about?

·   Basically, What’s working and where could we improve?

According to leader Pam Damarillo, via the groupery, the Grand View PTA is able to deliver email communications more efficiently by utilizing “micro-channels" or groups. Grand View members belong to groups or channels based on their interest or family involvement, so they know that emails that arrive in their inbox is pertinent to them rather than having to wade through large messages with content that is not relevant.

In addition to ensuring content is relevant, groups can “survey” their community on an ongoing basis to determine what ideas/programs/events are most meaningful (and who cares about what).  Every group email Grand View sends is customized with the school’s logo – ensuring immediate recognition by recipients.  Banners feature one-line bulletins (announcements, reminders, queries, etc.) that can be updated in minutes.  Furthermore, bulletin click-throughs are tracked so “attention grabbers” receive immediate follow-up and “duds” are discontinued or modified.

Through effective leadership and online tools, Grand View Elementary is not only asking parent community to embrace the following New Year’s Resolution, they’re making it easy!

I resolve to be more educated about my child(ren)'s education and make an impact!  :-)

RELEVANCE AND CONNECTION

Moving from Audience to Engaged Community

Every presenter knows the value of popping a few quick questions prior to deliverying the message to see which “direction” will best engage their particular audience.   This ability to tailor the content and ensure relevance is lost in traditional communications such as newsletters and email blasts which are essentially “one-way broadcasts” into the atmosphere.  Not only is the communicator left wondering what part of the communication was most compelling (and to whom), but also, she/he wonders if any of it mattered to anyone.

 

Bonafide community engagement is a struggle!

the groupery is helping leaders transform passive, silent audiences into engaged, sustainable communities that add real value to the organization.  Through the groupery’s online tools, platform and “next practices” (developed in conjunction with hundred of volunteer leaders) volunteer leaders like Anne Siple of Vestavia Hills Elementary Liberty Park (VHELP) School and Kimberly Cook of Liberty Park Middle School (LPMS) have transformed their parent communities.  By providing a range of options through which parents in the community can connect and contribute to the goals and by making it easy and appealing for all parents to “jump in,” these two leaders have created high-value, sustainable communities.

 

At VHELP, 99% of the school’s parents participate in their online community via the groupery.  This community receives communications from the principal, parent leaders and the other parents via group emails and online newsletters.  Importantly, parents can control their involvement (what they want to “hear” about), ensuring that the communications they receive are relevant.   Group emails allow for dialogue and easy-participation so everyone “has a voice.”

 

According to Anne, “Quite simply, online communication and dialogue via the groupery is making people really happy.”  “People who don’t feel invited, don’t step up.  Everyone needs to feel like they’re needed, they’re invited and their participation and support will make a difference.”  VHELP’s online community directly and consistently supports the needs of the school.

 

At LPMS, 94% of the parent community has jumped into the online community.  According to parent leader Kimberly Cook, “As the parent community at LPMS began to receive consistent, reliable, relevant communication from the school, they became hooked.”  With Kimberly’s leadership and the groupery, parents know what’s going on, who to direct questions to and where resources are most needed. Kimberly no longer worries about adequate resources.  Whether it’s donations, volunteer time commitments or an unexpected volunteer need, the parent community is informed, engaged and willing to step up and contribute.   “the groupery has been phenomenal,” Kimberly says.  From volunteer recruitment to event planning to email lists designed to deliver global messages to the whole community or specific messages to the parents in a particular classroom,  the groupery has significantly increased parent participation by allowing visibility and reliable two-way communication throughout the community.  Not only has Kimberly noticed a significant increase in the diversity of volunteers – “not the same 10% who always show up” but also the increased percentage of parents who are active, engaged members.

 

Via the groupery, these volunteer leaders have created engaged, sustainable communities that provide valuable resources and directly contribute to the overall mission.

Managing Technology Changes

 

 

This week during a webinar with NTEN, I had the honor of learning from Dahna Goldstein and Victoria M. Grady, PhD during their webinar titled, “Technology Meets Psychology in Your Organization”.  In the consulting field, we talk about this as change management – like a new snowfall, it continues to be problematic – despite all the strides we have made in technology, which never ceases to amaze me.  So – I suppose what I continue to be reminded of is that it’s human nature that people are human – we all have different speeds in which we can accept change.  We are resistant, fearful and cautious with anything new, especially if we have unrealistic expectations.

Nowadays, not only does the IT person need to be asking everyday customers how their experience has been with the technology, but what could make the process easier to adopt as we start to embrace more social media.  Through an open communication approach, anything we as an organization ask our customers to change in terms of behavior may be not always perceived as a ‘gain in time or energy’ – so we need to talk with our customers and think through areas that are lost in terms of their time to re-learn process, log in, navigation or process.  We always need to keep in mind as IT advocates our customers’ perspectives as they are the ones that are out there advocating for the cause and/or committed to making change in the world.

Important Change Management Approach:
Rather than going directly to making a change relating to technology without our customers input – make sure that we include them in the process along the way.  Ask them for their input in a focus group, invite them into a design or testing process, invite them to review any critical user documents or communications.  Work with key active members to give you the feedback that you need to your communication of technology changes effective and useful to the end users.

Consider spending more time to get to know your customers through their patterns of behavior, through their preferred interaction methods and customize, customize, customize.  Because while we live in a technology rich environment today – we need to be conscious of the rate of change that our targeted audience can accept and make sure to involve them along the way. 

 

Extending Trusted Networks

Last night at the Ambassador in San Francisco, Citizen Effect held its Launch Event.  Previously called 1 Well, Citizen Effect goes way beyond water & sanitation in its collaborative effort to "change the world, one community at a time."  Not only does the organization ask everyday folks to "be the solution," it passes the reins.  Through its member-centric approach, anything Citizen Effect gives up in terms of control is gained times over in key areas that are lost in more traditional frameworks:  members' time, expertise, commitment and (perhaps the most valuable) extended trusted networks.

The super smart approach:
Rather than going directly to financial donors and asking for a check or credit card, the organization "empowers Citizen Philanthropists" to take on this crucial but often daunting "chunk of the business."  Who needs in-house experts when you have a community of experts to fill a phone book ready to volunteer their time?  Additionally, and this is the part I really like, these volunteer fundraising leaders approach their existing network of friends, families, colleagues to secure financial support.  This goes beyond tapping previously untapped resources to securing altogether new resources! 

The analogy that comes to mind is the wrapping paper fundraiser my daughters participated in to raise money for their school.  We live miles from the school and miles from town.  Many of our neighbors do not have school age children and are not thinking about the budget shortfalls the school faces.  So, when these generous neighbors purchase wrapping paper, it is NOT about the wrapping paper, it is NOT about the school's financial woes, it is 100% about supporting neighborhood kids who are going to the effort to raise money for something they care about.  Likewise, when I approach my network of friends and family as a Citizen Philanthropist to help with a childcare center in Dungra Village, I do not need to start from scratch:  finding contacts, developing trust, educating potential donors about the need/value of their contributions, then asking for donations.  In my trusted network (that took me years to build),  I start way ahead of the game. 

By entrusting members to take the lead, Citizen Effect lives what they believe:  the power of the individual to create change.  And, in doing so, the organization enables the passion of any one person to create significant, sustainable change in the lives of many (some of who they know well, some who they will never meet).

 

 

Lynne has over fifteen years of product marketing and management experience, an MBA from Dartmouth (Amos Tuck School), and an AB from Stanford University. Mom of four girls, Lynne has been PTO President, producer of several school plays, is a Lacrosse and basketball mom, is active in Surfrider Foundation, SurfAid International, USA Triathlon, and the Waverly Writers.  

Simplification – a Framework for the Future

 

Are you left wondering how you can possibly embrace another technology that supports communication with all you currently have on your plate?    Does it feel like you are trying to find that unique piece of "food" that may have washed up on the shore?  It’s daunting the idea of another tool that may require additional resources and skills.  Beth Kanter, in a recent blog post with MomsRising.org mentions how this organization “is there to support the members, not the other way around.”  Given its “member-centric” focus, MomsRising recognizes the need to employ “multiple ways to listen and engage in a dialogue with a diverse range of mothers across the country.”  Furthermore, the organization is constantly monitoring and tuning what’s working.  Active dialogue across demographic sectors is crucial to MomsRising’s mission; consequently, there is a high priority on ensuring adequate resources (including utilization of multiple technologies) required for the success of these “channels.”  MomsRising.org is recognized as a stellar example of a “new” model for issue-organizing – in fact, the organization is almost an unorganization in that it is not bound by traditional constraints.  Which leaves more traditional organizations wondering:  how can we successfully employ more communication tools without compromising what we’re already doing?  Now, here’s the part where you need to put aside your doubt and just keep reading…  enabling true dialogue (not just one way communication) with your constituents does not necessarily mean a whole new undertaking complete with additional resources. Engaging your community in meaningful, sustainable dialogue starts with commitment and simplification on behalf of your organization.

Does your organization have strategic plan that directly supports your mission?  A clear, concise strategic plan accessible to your entire organization will help your team (including your constituents) stay focused on the end objective(s).  Your strategic plan is invaluable when it comes to evaluating technologies which will best serve your organization.  Instead of ignoring or haphazardly employing new communication tools, everyone in your organization has the ability to ask:  “Does this technology facilitate the execution of our strategic plan?”  This systematic evaluation greatly increases the odds that the tools that pass the test will be a good fit and no one wastes time on tools that will not ultimately support your group in achieving its mission.  Importantly, a strategic plan will call out technologies you are currently embracing which are outdated or ill suited for your mission.  It may be time to retire some of the old and bring in the new – a process which could greatly enhance your efforts without requiring additional resources.  So, while the strategic planning process is not necessarily simple in and of itself, it leads to tremendous simplification for your organization as a whole.  Including highly effective dialogue with your constituents.

At the groupery, we recognize the increasing need for organizations to access and employ effective communication tools that pull supporters out of the bleachers and onto the field.  Being informed isn’t enough.  True engagement of individuals is now a requirement for both the short term and long term viability of communities.  Moreover, highly functioning communities are encouraging and providing the tools for more than just financial contributions – they seek previously untapped ideas and expertise from their constituents.  We also recognize that when it comes to existing and emerging technologies that allow for interactive/collaborative communities there is a lot to choose from.  How is your organization navigating this process?  Do you have the resources to take on new technologies and constituents who can jump right in?  Are you effectively “delivering” to all your constituents or are some left behind due to technology hurdles or broad messaging that feels like more noise?  What are your challenges and what are your successes?  How could you simplify internally both through strategy and technology selection to stay focused on your mission?   We’ve shared some thoughts but would like to hear yours. 

Give them what they want

In the back of my head is a little voice saying "this is obvious", but I'm going to tune it out and share some thoughts that have been seeded by a couple forums today.  The two forums are Beth Kanter's Can Small Nonprofits Reap Success With Social Media? blog post and NTEN's Ask the Experts webinar with Seth Godin and Beth Kanter.  The comments on Beth's page and the back-channel chat in the webinar are raising concerns of time-constraints pertaining to how (or if) NPO's should engage in social media:

• "I think non-profits are over-worked and under-staffed and that's why we're not using the tools enough or maybe properly."
• "Time is the #1 biggest problem I hear from small nonprofits about social media -- not so much fear of change, fear of much longer to-do lists when already overworked."
  
• "It really is a resource issue. They try but they only dip in their toes and get frustrated and retreat because they don't have the resources to maintain the effort and do it well."
  

So there's an obvious desire to be very focused and efficient, and despite Seth's claim that he's never known a NPO to make decisions based on ROI, I think ROI should be part of every decision on where to focus your precious time.  Regardless of which tools you use, I think the starting point for prioritizing your efforts has to start with an in-depth look at the groups of people around your organization (whether non-profit or not) and what shared affinity they have with your mission (or brand or products).  When you group people in terms of donors, volunteers, partners, recipients, and so on, you become aware that what drives them to connect with your organization's mission differs in very important ways. 

When you communicate with the different groups of supporters, are you giving them what they want?  Where does their affinity with your organization differ from one another?

Here's an example of what I mean.  In a recent discussion with James Otieno of Silicon Valley Education Foundation he identified teachers as the highest priority group in the SVEF network for them to reach effectively in order to realize SVEF's mission, although they also care a lot about donors, partners, parents, students, school district staff, etc.  James mentioned that teachers are frustrated by increasing standards requirements along with growing class sizes, but being given no tools to help them counteract these trends.  Is SVEF doing anything specific to cater to the needs of teachers in their communication framework and tools.  The answer is "not yet" - they receive the same eNewsletters, Facebook and Twitter posts, blog entries, and website updates that the rest of the SVEF community receives. 

By ignoring the specific affinity that people have with your organization's mission you are training them to tune out of your messaging.  If a donor to the Sierra Club cares specifically about the project to change logging practices to align with saving endangered owls in the Sierra Nevada, then you'll increase their loyalty and engagement to your organization by giving them access to information about that specific project and the people involved in it.

In the webinar someone asked "what's the special sauce needed to get people to interact?"  Beth responded "by asking good questions."  Have you asked what your most important supporters are looking for and focused your attention on addressing that need?  If not, then at best you're missing an important opportunity to increase their loyalty and engagement, and at worst, they may be ignoring you.

The next questions are:

• How do you add more communication channels and also simplify? 
• Which social media tools are best suited for aligning your communications with the specific affinity and interest of your most important supporters?
  

Baby steps in social media for nonprofit organizations

Last evening's Government and Non-Profits 2.0:Social Media-Best Practices event moderated by Alan Silberberg, and including Debra Bowen, Beth Kanter, and Gwyneth Galbraith covered a lot of ground in one hour.  But Lynne and I found the discussion surrounding how to get nonprofits to take baby steps toward social media to be of primary interest.  Beth listed the typical barriers (or excuses if you prefer) provided by nonprofits to avoid participating in social media.  She mentioned that nonprofits just don't have a culture for social media.  Some the top-level baby steps that were discussed included wallowing in the problem, creating a social media policy, and taking small yet comfortable steps toward embracing at least one tool, perhaps Facebook or Twitter for starters.

We have been openly wondering if a more comfortable baby step might exist - one that allows the organization to leverage existing tools and involves their existing community.  The goal would be to create a positive feedback loop, confidence, and a sliver of a social media culture before moving on to more open and uncontrollable pastures.  In other words, create a really nice entryway to your organization's landscape before tearing the fences down.

So what are the existing tools?  Our experience has been they consist of hard copy newsletters, eNewsletters, mailing lists, and maybe a blog.  Despite the fact that email is starting to feel like driving your grandfather's Buick, it's still the lowest common denominator for online communications.  So what if the existing publishing activities practiced by most nonprofits could result in push-pull engagement and participation by the community, rather than just pressing send and watching the Buick drive off into the sunset never to be seen again?  How can we better address the challenges of taking the baby steps, such as publishing in the right format, publishing to the right people, and tracking the impact?

As a concrete example, I'll turn to a recent example blog/eNewsletter created by Beth discussing network weaving.  I receive Beth's blog posts as an email compliments of Feedburner, but this could just as easily be a typical eNewsletter being sent by a nonprofit to their mailing list.  Beth wrote "My question: Is there a network of peers who do network weaving for nonprofits to support external communications?" 

Taking that question to the next level would be allowing the community to respond on the spot and share with the other members right within the context of the email or blog posting.

 
And a step further would be providing the option for people to see some comments from other readers to encourage their response.

 

Further into Beth's blog she writes "For starters, I'm going to ask Holly Ross at NTEN that we have a birds of a feather table at the NTC10 or if I get ambitious I will sign up to lead an affinity group meeting." 

This could be followed up with:

 
A yes response would place the person into a new group that could be leveraged as an immediate communications channel and collaboration point.  Beth's blog entry closes with some questions:

• Are you practicing network weaving skills in your nonprofit or network?
• What are you learning about network weaving?
• What inspires you about network weaving potential?

All of which could be replaced by a short survey in the email.

 

Now every email communication, no matter how formal or informal, could leverage best practices for encouraging participation, feedback, and more contextual dialogue.  Commenting on a blog has a few of the above capabilities, but is reliant on the reader filling in the context and doesn't provide for the option to show the results of what the rest of the community thinks in a nutshell.  For example:

 
The eNewsletter and the aggregation of results, comments, etc. at a single destination web page has an opportunity to provide evidence of a (hopefully) vibrant and caring community of supporters, donors, volunteers, and recipients.  The organization has taken a baby step using publishing-related activities with which they are comfortable and familiar. But after a few of these transactions, allowing for less controlled conversation and dialogue may start to creep into the organizational culture.  Not to mention that the dialogues are great initial content to point at when they do engage with Twitter, Facebook, and other social media channels.

If these tools existed in the way I've described then I'd be using them in this blog posting.  So I'm stuck asking for your comments here:

• Does it make sense to extend a nonprofit's existing publishing tools in this way (assuming it can be done without too much time and pain)?
• Are there any success stories out there where email is being used to bring polls, surveys, and conversation to the forefront in real time?  Maybe inserting a Google Form or other 3rd party survey into an email?
• Does this feel like a baby step that might be a good tool to add into a social media starter toolkit?

Non-Profits and Social Media - An Eruption in the Making

 

Alexandra Samuel, the CEO of Social Signal is onto something with her recent blog post.  

We too at the groupery are seeing great passion amongst volunteer leaders and non profits who today are primarily in synchronous client relationships hungry to take the social interactions into an asynchronous relationship.  They are interested in leveraging, reaching and extending their reach with social media.  They want to embrace these open technologies and often aren't sure where to start, who to have involved or scared that the task will require too much time and money.  It's unclear to many leaders what will really 'come off' the plate?  

Questions that arise are: Is it really secure?  How much time does it take to learn how to use it?  How will we ever be able to keep up with all the comments and feedback, etc.

We are talking with groups and leaders about shifting the conversation.  Spend time as teams to think through how to take an existing task off someone's plate to making space for social media.  Why not?   Consider making it as easy as this five step process:

Step One:  Talk in with volunteer teams about your where your customers live today in social media?

Step Two:  Discuss areas that are time intensive and involve communication, public relations, marketing and business development.

Step Three:  Converse around possible areas you would like to save time or resources from existing tasks or programs?

Step Four:  Consider taking small steps as group to practice internally "walk the talk" in a safe environment that builds everyone's confidence and experience. 

Step Five:  Launch one small social media program that allows you to be responsive to your customers, invite them into conversations and see the benefits of how adapting into this new environment can be fun, social and rewarding.

Hopefully in taking on these five easy steps, groups can see that social media does have its advantages and you can find the resources and time to commit.   We're particularly interested in the answers that NPO's and volunteer leaders arrive at for step one.  Do you believe you can reach and continue to engage your customers via Twitter and Facebook?  Or do your customers really live in eNewsletter land?  Do you have to pull them into conversations from their Inbox?  What's working for you?

Beth's Blog is another great resource for organizations at all stages of adopting social media.