. Nonprofits have spent years promoting Facebook and get rewarded with a 3% organic reach.
Millions of nonprofits worldwide have been asking supporters and donors to “Follow Us on Facebook!” or “Like Our Facebook Page!” for nearly a decade. We’ve emailed, we’ve tweeted, we’ve given shout outs at events, and prominently placed calls-to-follow in our print materials. Our sector has provided billions of dollars of free advertising for Facebook. Our reward? An approximate 3% organic reach (and still no Google Adwords-like advertising program for nonprofits). Facebook’s organic reach is equivilent to sending 100 donors a fundraising email and having 97 of them classified spam and consequently blocked. That’s a wasted use of time and resources and that’s how many nonprofits are feeling these days about Facebook. Yes, Facebook’s new donation tools could be awesome, but only if we promote the donation tools to our supporters and donors which many nonprofits are unwilling to do at this point. With reason, nonprofits are skeptical of Facebook’s motives and long-term objectives.
2. Nonprofit social media managers are bombarded with depressing content.
If you have manged to get through your morning cup of coffee without having seen an elephant murder crime scene, an injured, sad-faced puppy, or a child ravaged by war, then that’s a morning of blissful ignorance. Nonprofit social media managers live in a social media bubble of depressing tweets and posts and while we’ve chosen this profession, the toll of such content on your mental health and general outlook on humankind is real and needs to be managed.
So, how do you squeeze some much needed you time into an already packed schedule?
1. Have lunch away from your desk
That one hour or even 30 minutes is not going to make any difference at all to your to do list, but it’ll make all the difference to your body, your brain and your mind.
Give this a try – ask someone to go to lunch with you (as long as it doesn’t turn into a meeting) If you’ve arranged to meet someone chances are you’ll turn up.
2. Take a break from email (or social media) every night
You know what your weakness is, whether it’s social media or e-mail doesn’t matter. Give yourself a holiday when you get home from work, and aim to re-charge yourself by doing other things.
Give this a try – tell people that this is what you plan to do, and ask them to keep tabs on you to make sure you stick to it.
3. Go for a walk
Having a walk every day is so good for you, and will really help you re-charge your batteries and re-gain your focus. It doesn’t have to be a long walk, just a quick walk round the car park or building is just as good.
The key takeaway, which she underlines and bolds for emphasis: “I do not believe that “power pose” effects are real.” But Carney goes into some really interesting detail about how she came to that conclusion. She notes that while some of her skepticism stems from the recent replication attempts, there were also decisions she, Cuddy, and Yap made as researchers that she regrets in retrospect. For example, she writes that in the original study, one of the outcomes “of interest was risk-taking. We ran subjects in [chunks] and checked the effect along the way. It was something like 25 subjects run, then 10, then 7, then 5. Back then this did not seem like p-hacking. It seemed like saving money (assuming your effect size was big enough and p-value was the only issue).” Elsewhere, she notes that “The self-report [dependent variable about feelings of power] was p-hacked in that many different power questions and chosen were the ones that ‘worked.’”
Let’s translate: “P-hacking” is a prevalent but increasingly frowned-upon method of making one’s results appear sturdier than they are. To oversimplify, it involves taking a “throw everything at the wall and see what sticks” approach to data analysis, running all sorts of different tests and then only or primarily reporting the ones which come back as significant. Carney is admitting that the original power-posing experiments were conducted in a manner that allowed the researchers to, in effect, overclaim the significance of what they had found (Gelman and others had long suspected as such).
Many businesses, particularly in the software and hardware space, have been selling to specific customer segments and enterprise buyers for years. As they reconfigure their products and services to offer more flexible consumption options, it presents an opportunity to sell to other customers they may not have actively served in the past. For example, large enterprise information technology (IT) vendors are accustomed to selling multi-million dollar software implementations to corporate IT departments of major corporations. Now, with the move to flexible consumption, customers can pay as they go for cloud-based services; they no longer need to shell out large amounts of money up front for licenses and on-premise installations or upgrades. They can create on-line accounts and sign up for specific services without the need for major vendor involvement.
This creates a far broader universe of potential clients for solution providers. For instance, a pay-as-you-go model fits within the smaller budgets of business-unit IT departments, and increasingly these groups are making purchase decisions about software that meets their specific needs. Small-to-medium-sized businesses are also within reach. With the simple self-service, no-touch model that characterizes flexibly consumed cloud solutions, providers can sell more cost effectively to these smaller customers.
From augmented and virtual reality to blockchain, emerging technologies offer the government new avenues for providing services, engaging employees, and serving citizens.
Mobile, social, cloud, analytics, and the business of IT—these macro forces are behind many of the digital technologies that are fueling innovation today. As these technologies advance, so do expectations around user experience, process transparency, and instantaneous access to information. In addition, augmented reality, the internet of things, robotics, and quantum computing are reshaping every corner of organizations by transforming business as usual.
In public sector organizations, defining “business as usual” can be challenging. Government agencies are broad and complex, with priorities and processes that differ markedly from those of their smaller, leaner, for-profit counterparts. The emerging technology trends that are disrupting the status quo in business will also drive change throughout the public sector, but in very different ways.
Despite clear indications that insider attacks are on the rise, most organizations remain ill-equipped to prevent them. And even though the potential costs of mitigating such attacks can be staggering, the majority of companies don't appear to be allocating additional resources to address the problem. Such are the findings of a recent survey of 500 cyber-security professionals in the "Insider Threat Spotlight Report,” co-sponsored by behavior analytics and monitoring vendor Veriato and other organizations. No longer can organizations afford to take a passive approach to insider threats: The survey findings make it clear that they need to invest in efforts to prevent such attacks. "Your organization is, and will be, compromised by insiders, and to prevent attacks, you need to have some controls in place that are specifically focused on the insider," said Mike Tierney, CEO of Veriato. "Trust is a strategy for failure." Tierney said that companies need to train employees on what data they can share or take with them outside the network, and ensure that departments are working together to detect and prevent attacks
Values and belief in one's work, teams, and in building a culture of creativity and excellence, can lead to extraordinary things... and life. There are many lessons in leadership, quality of thought and courage of action we can draw from the difficult moment.
Anyone who's ever started anything that became any good knows how it can take three years to make a product work. This is commitment.
The most remarkable among the many observations Catmull makes about Steve Jobs is his consistent focus on the problem itself rather than making the people the issue. And how, over time, he learned to become more articulate and observant of people's feelings... learning to read the room.
Genuine, authentically great leaders possess character. The word itself comes from a Latin root meaning “engraved.” In other words, a person’s character, etched with care and concern, shows their true worth. A character gouged or hacked out with recklessness might turn out wonderfully, but it might turn out to be a pile of rubble. The thing about character is it can’t be dressed up or cosmetically improved into something good. It must be intrinsically strong and positive. There are 6 key elements of character, which we’ll consider in turn:
Courage is intrinsic to character. Genuine, noble, spontaneous self-sacrificial concern for the defenseless is true courage and not fanaticism. Courage doesn’t mean feeling fearless, but being willing to act out of conviction. A person can feel fearless, but sometimes act cowardly. Similarly, I have worked with executives who behave with incredible courage despite being fearful.
It’s also important not to confuse heroism and courage. Acts of heroism occur every day that are acts of impulse rather than character. True character has consistency. We have all learned of “heroes” in whatever field (athletics, politics, business) who ultimately have feet of clay. Controversy, financial ruin, and criminal charges can follow heroism. Courage isn’t just bravery at a single point in time, but a catalytic agent that underpins every virtue in the face of crisis.
A new study from the Pew Research Center shows Democrats and Republicans differ greatly on their perception of the value of higher education in the nation's positive forward movement. A majority of Republicans (45%) say that higher education has a negative effect on the country, while 72% of Democrats believe colleges and universities have a positive impact. The disparity in impact perspective was the second highest in the survey, behind the differences of opinion on the impact of the national media. Dive Insight: It is possible for citizens with two different ideologies to be correct at the same time. For people with a liberal perspective, it is correct to believe that higher education and its role in creating wealth, prosperity and independent thinking is helpful to the nation's fortunes. For conservatives, the increasing student loan debt, politics and widening opportunity gap in higher education are legitimate reasons to feel negatively about the industry.
For both sides, much of the perspective may be shaped by the current administration, and prospects for the next candidate to occupy the White House. But even with those variables, college leaders should view this information as a chance to gain further insight into the minds of their future donors, customers, sports fans, vendors and community members.
A shocking number of the software applications acquired by companies are considered "waste," meaning they go unused for one or more months at a time—and sometimes longer, according to recent research published by 1E. The accompanying report, "Software Usage and Waste Report 2016," defines software waste as any piece of software that has been deployed to a desktop but is not being used. Such practices cost businesses millions of dollars a year. The report states that software waste "is immensely costly. Indeed, a single enterprise of a few thousand seats will likely be wasting millions of dollars on this area of IT. … In addition, for the first time, [our research reveals] the applications that are the most widely deployed among the survey's participating businesses, the applications most likely to go unused, and [those that cost] businesses the most money because of high levels of deployment and waste." The research is based on an analysis of an estimated 4.6 million machines from nearly 150 companies in the United States and the United Kingdom
Platform companies are playing an entirely different game with a new set of rules, requiring them to do more than alter their technology approach. Instead, it mandates companies to run their business off of different economic principles. There are three rules that underpin the Platform Economy which can help companies better understand how to maximize its copious opportunities:
*Network Effects/Two-Sided Market: When two user groups (typically, producer and consumer) generate network value for each other, there are mutual benefits that generate demand-side economies of scale. The network effects of platforms, with more connected users and transactions, drive value creation and scale.
*Distribution Power Law: Platform business models that enable scale allow others to generate profits in the “long tail” of the distribution curve, avoiding diminishing returns associated with traditional (linear) value chain models.
*Asymmetric Growth and Competition: The demand of a core market is driven through complementary markets, which are often subsidized (or free) to users and which often cross industry lines. Asymmetric competition exists when two companies go after market opportunities with very different approaches and resources.
The Platform Economy represents a decisive economic shift–from supply-side to demand-side economies of scale. This results in companies creating value by tapping into resources and capacity that they don’t have to own. Apple, for example, has mastered demand-side economies of scale with the iOS App Store. Launched in 2008, the iOS App Store is an ecosystem of nearly 380,000 developers that created 1.5 million applications that have been downloaded more than 100 billion times. They have generated $33 billion in sales by the end of Apple’s fiscal year 2015. Based on Apple’s 70/30 split with developers, the App Store has generated $10 billion for the company, enabling Apple to harvest the resources of the ecosystem–resources it does not need to own.
Whether a company “owns” a platform ecosystem or is plugging into another’s, what matters is having both a platform strategy and the business expertise to exploit it. Progress starts with a clear understanding of which parts of the business are prime for adaptation to platform business models, along with those that are most vulnerable to unforeseen attacks from other platforms.
To survive and thrive in today’s digital economy, companies must master the strategic use of digital technologies to build successful platform business models. Their business’ future depends on it.
The thing is, stories have power. If they're meaningful, they can touch something deep inside of us. We carry them long after we're done reading. They materialize at random moments, ghosts of another reality that's just one step sideways from the one we inhabit.
Our challenge as marketers, particularly on the B2B side, is that we live in a world powered by stats and facts instead of stories. Our prospects want hard data proving our products and services will be worth their investment. They're hungry for stats that point to broader industry trends. They want quantifiable ideas they can use to support their business objectives.
So it's no mystery that data visualization has taken off in a big way in the content marketing community, since people tend to be visual learners. But how does that mesh with storytelling?
I'll let you in on a little secret. The key to great data visualization isn't a pretty design or clever concept: it's a great story. And it's actually pretty easy to tell a compelling story backed by stats and facts.
Our internal teams must maintain their soft skills and build on their hard skills. We’re seeing rising demands for resources and philanthropic giving that are taxing the capabilities of the nonprofit. Now more than ever, nonprofits must think and strategize like for-profit businesses, even as we improve our agility in order to remain viable and competitive. - Peggy Smith, Worldwide ERC
2. Taking A Holistic Approach To Goal-Setting
We’ll soon see more nonprofit leaders not only being able to only identify the organization’s next destination but to clearly explain why it’s headed there. Goals don’t matter if you’re not clear on what “there” means. If you can’t explain why reaching your goal will improve the organization as a whole, scrap the goal or rework it. Goals without context (or that exist merely for the sake of having goals) are a waste of time. - Chip Rogers, Asian American Hotel Owners Association (AAHOA)
Most business users experience frequent delays while attempting to use software apps at work, and that downtime is costing U.S. companies billions of dollars a year, according to a recent survey from Oxford Economics and Nimble Storage. The resulting report, "Mind the Gap: How Application Delays Affect Company Performance," indicates that a significant share of users waste more than one-tenth of their workday due to these issues. Some employees have even started to avoid using certain apps because they run too slowly. Yet, despite these productivity issues, very few IT decision-makers believe that employees are unhappy with the situation. With the rapid pace of business and tech changes today, such an impression puts organizations at a competitive disadvantage. "In an innovation-powered economy, ideas need to travel at the speed of thought," according to the report. "Yet, even as our ability to communicate across companies and time zones grows rapidly, people remain frustrated by downtime and unanticipated delays across the increasingly complex grid of cloud-based infrastructure, data networks, storage systems and servers that power our work." Nearly 3,000 global business users and IT professionals took part in the research.
Employee engagement, the psychological engine that drives corporate performance, is at an all-time low. A recent worldwide Gallup poll shows that employee engagement – broadly defined as a state where employees are inclined to feel and speak positively about their workplace is an abysmal 13%. In fact, roughly double that number are actively disengaged at work and have little problem badmouthing their employers. Contrast this with the case of a company such as Unilever with a workforce of 170,000+ that has an employee engagement score around 80%.
How do they do it?
Well, for one, Unilever and few other companies have successfully implemented a sustainable business model that puts environmental and societal considerations front and center along with growth and profits – and such a model taps into the higher sense of purpose that we humans have, and that currently many employees yearn for, as noted author Daniel Pink writes in his book Drive.
The model of partnership and compromise trickles down to the rest of the workforce
Co-leadership requires you to listen to someone else’s opinion and sharpen your own opinions based on fact. And if everyone is doing that, you get better solutions and better results in the end. It is a shining example for a company to have that kind of collaboration at the very top. But, you have got to want to do it. You must want to improve yourself, and you have to believe there are other good ideas people have and that you’re not the only source of good ideas. You need to know someone else has your back and that everyone is thinking about the same team goals. Partnership is so empowering because you don’t create divisions, silos or factions. Partnership allows people to work together toward common goals. It proves that people are better together -- everyone can bring their strengths to the table, figure out how to make decisions together and align them with common values and goals. For any two leaders thinking of pursuing a co-leadership structure, it is imperative to start with the same foundation.
Blockchain, the technology backbone behind bitcoin, has the potential to serve as an alternative to the current infrastructure necessary to create institutionalized trust. The distributed public ledger protocol can serve as a trusted intermediary, verifying transactions and providing confidence to all involved parties. While blockchain efforts are still in the early stages, some financial services institutions are already working toward using the technology to transform long-standing business processes.
Establishing Trust in Real Time
With 16 million clients worldwide and operations in 36 countries, Royal Bank of Canada (RBC) executes large numbers of cross-border payment transactions each day, including bank-to-bank, business-to-business, and peer-to-peer remittances.¹
The traditional processes used throughout the banking industry to execute such transactions can be cumbersome, often involving multiple intermediaries, customer fees, and lengthy reconciliation tasks.² Recognizing an opportunity to increase efficiency and reduce operational costs, two years ago RBC began looking for technologies that could help it develop a new approach to cross-border transactions.
Why are marketers, despite the wealth of information at their fingertips, struggling to understand their audiences?
The problem partially stems from the numerous promotional platforms and reporting tools marketers rely on. Promoting the brand through various channels can make it difficult to understand what's working for whom, not to mention to fully understand customers across channels, platforms, and devices.
Another factor is other departments within the organization, such as sales and e-commerce, that also affect the buyer journey.
If you don't know how other departments affect your customers' decisions to make purchases, then you can't claim to have a holistic view.
But mostly, marketers struggle because a customer's journey usually doesn't involve one sole brand touchpoint. Most people go through about six to eight touchpoints before deciding to purchase. Between hearing about a product and deciding to buy it, customers could compare prices or read reviews on multiple sites. You can't put blinders on them and steer them toward checkout.
The big misperception: Conflict arises from miscommunication
No matter what the problem, people tend to blame it on poor communication. However, contrary to popular claims, miscommunication is not the biggest source of conflict in organizations. Ironic as it may seem, the biggest source of conflict is clearly communicated information and ideas that stimulate a values conflict. Clashing values that don’t get explored or resolved are the culprits behind most conflicts. To begin developing a language of values, begin by understanding ends and means values.
Distinguishing between ends and means values is not only helpful for understanding your own values, but also for discovering the source of most values dilemmas and conflicts. Let’s say that you and your spouse both have a value to raise honest children. This is an end value -- it describes the future outcome or final state that you desire for yourself or others. You and your spouse agreeing on the end value of raising honest children is a good thing. But end values do not dictate means values. A means value describes the way you want to go about achieving an end value—it is your belief about the best way to bring your end value to fruition.
Five Below associates recently completed the first values survey, which allows employees to rate their bosses on how well those leaders demonstrate Five Below's values and behaviors. More than 70 percent of the targeted audience completed the survey. Functional teams are reviewing the data to outline successes, action plans, and follow up items. Anderson says, “The only way we can maintain our unique, customer-driven culture is to define it, model it, and measure it as we grow." Don’t leave your team or department or company culture to chance. The proven path to a purposeful, positive, productive culture is to be specific about both performance and values then hold everyone accountable for both, every day. How well defined are your company’s values? Are they observable, tangible, and measurable -- as much so as performance metrics?
“Your products are great, but your competitor gives me what I’m looking for,” the client replied. As they talked, the CEO realized that closing this deal — and other deals — didn’t come down only to product price, quality, features, or sales capabilities. The competitor spoke the language of the customer. Its salespeople knew how to anticipate the customer’s needs, work closely with its leaders, and come up with solutions to problems that hadn’t even been voiced yet. The CEO now saw that his company lacked one key ingredient necessary to deliver what its clients needed most: a deliberate, well-designed, and perceptive customer strategy.
This real-life scenario is all too familiar. The conventional approach to gaining customers, which was based on picking a segment of purchasers to target and developing products for that segment, is no longer enough. A customer strategy goes further: It is the articulation of the distinctive value and experience your company will deliver to a chosen set of customers over three to five years, along with the offerings, channels, operating model, and capabilities you will need. Earlier in 2016 a team of researchers and advisors from the customer strategy practice at Strategy&, PwC’s strategy consulting group, conducted a global survey of 161 executives, and the findings indicated that having a customer strategy was high in importance. More than 80 percent of the respondents said their investment in customer strategy during the next three to five years would be equal to or greater than the amount invested this year.
A well-designed customer strategy will coordinate many different functions, skills, and practices. For example, it should encompass data analytics; go-to-market and channel choices; and the delivery of products, services, and experiences.
Have you ever fantasized about being your own boss—cutting the chord to full-time employment to embrace the life of a contractor? If you follow through with such plans, you may find that taking the hired-gun route isn't always what it's cracked up to be, according to a recent survey from Deloitte. In fact, most of the contractors surveyed said they wouldn't choose to work independently in the future, and only a minority reported that they are very satisfied with the experience. Many of them miss the steady paycheck of a full-time job, as well as the other benefits of full-time work, such as health insurance, training and mentorship. They also find it difficult to understand and connect to a company's internal culture when working in the gig economy. The takeaway: Given that full-time employees are now enjoying more flexible arrangements at the office, there's less incentive to take the plunge as a contractor. "Today's workforce wants the ability to choose how they work—full-time or contract work," said Mike Preston, chief talent officer at Deloitte. "Regardless of what they choose, they crave a holistic experience that combines good compensation and benefits with a focus on well-being and career development." Nearly 4,000 professionals who work or have worked as independent contractors, along with those working full-time jobs, took part in the research.
The 4 Key Areas of Enterprise IT Renewal *Ensuring the proper strategy for an evolving flexible technology landscape is critical. Companies must have a strategy that is designed to address issues that face companies today, including how quickly requests can be assessed, how decisions are made within the business and how IT aligns to business objectives.
*Cloud technology enables companies to build for scale. Cloud infrastructure and technology gives companies flexibility, which is how you build value in your technology delivery team. Technology, especially cloud applications, must align the overall shareholder and business vision and objectives in order to drive measurable improvements.
*In order to maximize the ROI of new and emerging technology platforms and ecosystems a company must have a clear vision and communicate the purpose of these changes to the entire organization. Doing this properly will shape the future and invent the next wave of cutting-edge business solutions.
*Companies that focus on implementations at a “constant speed” simply cannot keep pace with demand. Whereas companies that understand that it is now necessary to innovate at multiple speeds, and take advantage of business opportunities as they arise in the market, will succeed.
When enterprise architecture and cloud governance architectures are properly implemented and viewed holistically, executives can look beyond cost containment to full business collaboration with IT. Alignment between business and IT will encourage a more holistic path towards innovation and growth by offering a more agile, focused and flexible IT strategy.
In the hopes that other nonprofit leaders don’t get caught in Amy’s predicament, here’s a quick three-step process for calculating the financial value of your time as a social change expert, based on the financial value your organization assigns to your time.
Determine Your Annual Cost: Take your annual salary and add the monetary value of your annual benefits (healthcare contribution, social security contribution, etc.). Typically benefits are calculated at an additional 25% of your salary. So, if your annual salary is $85,000 you would multiply that by 1.25 to get the total of your salary plus your annual benefits: $85,000 x 1.25 = $106,250.
Determine Your Hourly Cost: Then, divide that salary + benefits number by the average number of working hours in a full-time position (so 52 weeks a year at 40 hours per week is 2,080 hours per year). I know you probably work more than 2,080 hours in a year, but this is just a general full-time number of hours. So, in this example, your hourly rate would be $106,250 / 2,080 = $51.08. Or $51 per hour, just to make it easy.
Determine Your Hourly Value: If you are feeling bold, you can add a profit margin to this number, just as anyone who is paid to offer their expertise (lawyer, consultant, doctor) does. The idea here is that if someone pays you $51 for an hour of your expertise, you are only breaking even. But if you actually want to make a bit of profit that you can plow back into your organization, you could add in a little margin. So perhaps you round up to $65 per hour.
Sharing your scoops to your social media accounts is a must to distribute your curated content. Not only will it drive traffic and leads through your content, but it will help show your expertise with your followers.
How to integrate my topics' content to my website?
Integrating your curated content to your website or blog will allow you to increase your website visitors’ engagement, boost SEO and acquire new visitors. By redirecting your social media traffic to your website, Scoop.it will also help you generate more qualified traffic and leads from your curation work.
Distributing your curated content through a newsletter is a great way to nurture and engage your email subscribers will developing your traffic and visibility.
Creating engaging newsletters with your curated content is really easy.