Making Waves

As the "do-good" conference season sputters and slows in the mid-summer heat, here are eight new social media tips and takeaways from the recent National Conference on Volunteering and Service in New York:

* Message shorter. There is one big "missing" in the use of social media, says Twitter co-founder and Chairman Jack Dorsey. Too many groups get their messaging wrong, he says. "You're more successful if you focus on simplifying your message," he told NCVS conferees. "Make sure the message is in as few words as possible."

* Get analytical. Many nonprofits, social enterprises and social service organizations don't have a good sense of analytics, Twitter's Dorsey adds. "Ask yourself: Where are we today? Where do we mark today and where do we plan to go? If you don't know where you're coming from or going to, it's hard to figure out if anything is actually moving or not inside your organization. On the outside, your members and supporters want status updates. They want to know -- before they throw money over the wall -- that you're making progress. It's very, very important to constantly show a sense of momentum and a sense of movement. It can be as simple as updating people in a simple message."

* Compete harder. Sure, collaboration is all the buzz and today's holy grail. But Joe Rospars, a founder of Blue State Digital and on the social media team that put President Obama in the White House, says that for him, two questions come into play for organizations having trouble mobilizing people -- especially "during these in-between times between crises and big moments." His advice? Make sure you're adequately communicating "not only the reasons people should be involved in your cause -- but also why people should choose your organization over another fighting for the same cause." Rospars says most groups get the first part right but miss the second.

* Work harder. Your supporters want to help but they don't want to phone it in -- nor want you to do that, either. "Oftentimes, signing a petition isn't enough to ask," says Rospars. For some people, it's too insignificant. People know when their time is being wasted, Rospars says -- "when things are being phoned in by the staff who aren't thinking about things very deeply." Rospars says if you lose your enthusiasm, so will the people you're trying to engage. "Even on the worst, most busy days, it pays to remember that your responsibility is to the people out there who only have an hour to give," Rospars adds. "Don't waste their time. Make it worthwhile. People will know the difference if you're passionate and urgent and authentic about engaging them."

* Get clear on ROI. "The term, ROI, is widely misused," says social media marketing strategist Paul Gillen. "It's a financial metric. It's not a number of followers, or number of page views, or number of unique visitors. Those things are results, not returns. A return is a financial metric." But don't despair. According to Gillen, anything that can be expressed as a result can be expressed as a financial metric. Next time you're asked what the value is of raising your organization's visibility, do a standard marketing study called a "lift study," Gillen says. "If you have historical data that says that the last time your organization's visibility increased by 5 percentage points, the amount of giving increased 20 percentage points, then that is an ROI," Gillen says. "You can say that if this social media campaign to boost visibility succeeds in raising your visibility by 5 percentage points as determined by a lift study, then you can expect X amount of return for each speaking engagement. It's all in the math."

* Measure the dollar value of your donors. To see how much money a member or a donor is worth over the course of their lifetimes, says Gillen, take the total value of giving to your organization in a year and divide it by the total number of members/donors during that same time period. "If you can draw X number of new members as a result of a social media campaign, you can say that the campaign will yield a specific lifetime value," Gillen says. "When you start to think in those terms, ROI becomes much easier to forecast."

* Measure the dollar value of your followers. Look at the total number of visits to your Web site per tweet stream over a given period, then look at the percentage of those visitors that converted into donors and the value of their donations over any given amount of time. Says Gillen: "Move all of that back up the spreadsheet and see that the value of a follower is, let's say, 2.5 cents. It's a matter of mapping the numbers that you use to see the impact they have on your bottom line."

* Push or pull leaders into the pool. Don't keep social media in a corner. Make it everybody's business, starting at the top. According to Twitter's Dorsey, organizational leaders need to be participating in social media use every day, to make it a part of the culture. "Your leader will make mistakes and will learn from them but what's most significant is that he or she is sharing the learning curve and the lessons throughout the organization," Dorsey says. "Assigning someone else to look at social media can only go so far; it won't speak to the spirit of what your organization is trying to bring to the world." Dorsey also said that leaders must be willing to try new things themselves, both in their personal lives and in their organizational leadership. "It's an attitude and a willingness to jump in that makes all the difference," says Dorsey. "A leader's passion is clear and contagious. Don't shut out the leader or underestimate his or her power, both outside and inside the organization."

Got any tips to add? Let us hear from you.

-- Marcia Stepanek

(Illustration: fotolia.com)

Fear Factor

Corporate social media? If that's not an oxymoron at your company or social enterprise, then social media can be scary, difficult stuff -- requiring a ton of courage and patience to deploy effectively, according to corporate social media strategists for Target, PepsiCo, Gap and Facebook.

"It's very, very scary," Claire Lyons, Pepsico's corporate brand program manager, told a packed room of nonprofit and CSR activists attending a panel at today's 2010 National Conference on Volunteering and Service. Social media represent "a huge shift in the way companies operate," she said, "because they [social media] shift the locus of control of a brand, which was always controlled by brand managers, and blows it up. ...It is changing the whole way that brand architecture is considered."

Lyons, one of the lead architects of the company's Pepsi Refresh campaign, said she finds social media "exciting." But using social media to engage employees and stakeholders is "very different. We really don't have control" of the conversation, she said. "This [social media] is a total quality management feedback loop par excellence."

Target also has discovered some uncomfortable moments moving to social media. Jill Pete, a member of Target's national community relations team, said it was hard at first to simply "step back, listen and not react to what was being said" on the company's Facebook page. "We were hesitant to step into this realm, especially Facebook, because Facebook's power is dialogue," Pete said. But the risk has paid off, she said. Target's decision to stay quiet and listen has been "a huge step for us because we'd been seeing some stuff on there that was inaccurate and we really wanted to correct it right away." Turns out, said Pete, the company didn't have to. "all inaccuracies so far, all of them, are usually corrected no more than two or three days after it has been asserted," she said -- by people Target doesn't know but who follow the company on Facebook. "It's testing our strength as a brand," said Pete. "If you're strong as a brand, you listen -- and you learn."

Joshua Rahn, New York Director of Facebook, shared an anecdote of how early Pepsi traffic on Facebook included one comment that simply made the statement: "I hate Pepsi but I love Coke." This triggered a swirl of internal communication at Pepsi, he said -- "the lawyers had a field day" -- but before the company could respond, one of its Facebook "friends" quietly posted a short note telling the detractor that if he didn't like Pepsi, to go to Coke's Facebook page, instead. It worked. End of story. "Before Facebook and Twitter," Rahn said, "people still bad-mouthed products. They always will. You will never be able to control for that. Never. But now, you have the opportunity to shape the responses."

In other highlights, panelists agreed that companies and organizations should:

* Get clear on "who owns social media" inside the organization. "Don't make the person who owns social a second-class citizen," Rahn said. "Your social media person shouldn't be a person who sits in on every third meeting andhas no authority and no independent power. This should be a person who has a voice. Where should the person sit? In your marketing team but they have to be able to make decisions." Rahn cited Starbucks as a good example of a company that "gets it" about social media's internal role, putting its social media team in marketing but giving it autonomy "and the same amount of say as its TV team."

* Consider setting up a private, branded employee social network. Abby Frost, manager of employee engagement and community partnerships at Gap, said the company has launched Sketchbook ["our employee Facebook," Frost explains]. On that social network, she said, employees share the highs and lows of the workplace expeirence, share team projects and communicate socially. Recently, Frost organized an "Ultimate Happy Hour" on Sketchbook, which included a video content among employees to celebrate the company's 48th anniversary. She said prizes were given out to the best employee stories and participation on the network remains high. So do employee retention rates. Said Facebook's Rahn: "As much as companies think of using social media to raise awareness, they also need to be thinking of creating engagement around it."

* Remember that ROI rules. But don't look for magic. Facebook's Rahn said that far too many companies, in their efforts to create a social media strategy, waste too much time trying to get something ready for release. "These are companies that need to consider their 'return on energy' instead," Rahn said. Gap's Frost agrees. "You need to move fast, not perfect," she said.

* Be clear that social media are a must for employee retention. If companies have hired someone to craft their social media strategy but won't let them use the tools on the job, then don't be surprised if you can't hire anyone good -- or keep them once they're on board. Target's Pete said Millennials expect to be able to use social media on the job "If you encourage your employees to engage online, they will engage in your favor; if employees see how you're connecting online and see how effective it is, they will become your biggest ambassadors," she said. "But if you don't let them engage, you may lose them." Rahn called it "social retention."

Erik Darby, vice president of business development for The Experience Project, which just launched TwitCause -- a new offering that helps companies engage Twitter users in their pet causes -- offered attendees "5 Things Your Corporation Needs to Know About Social Media." Here they are, briefly:

1. Know why you're going into social media. "Just going for fans on Facebook and followers on Twitter is not going to cut it," Darby says.

2. Know what ROI metrics you're measuring.

3. Be consistent with your social media engagement. "Don't expect to see results if you send out a tweet once a week," Darby says.

4. Be human. "Don't exploit your audience. Care about them. Ask their input on things."

5. Go where your audience is. "'Build it and they will come' isn't true anymore," Darby says. "If you're a pet company, for example, don't just do Facebook. Go where your customers are. Go on Dogster."

Okay, readers. It's your turn. Got any pointers to add?

-- Marcia Stepanek

(Illustration: istock.com)