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Robin Hood Marketing, by Katya Andresen: a review

June 20, 2013 by Dennis Fischman 3 Comments

You care passionately about something.  You want other people to get involved.  You want their time, money, ideas, commitment.  How do you reach them?  Do you send out mail?  Work on your website?  Go deep on Facebook, Twitter, Pinterest, Instagram?  Sometimes it seems as if there’s a new way to reach out to people every day.  How do you figure out what will really work for you?

Robin Hood Marketing  Stop. Take a deep breath. Now, read Katya Andresen’s Robin Hood Marketing: Stealing Corporate Savvy to Sell Just Causes.Andresen, until recently the chief operating officer and chief strategy officer of Network for Good, has been a journalist, a marketer, and a nonprofit executive.  She doesn’t let the latest fad distract her.  She gets right to the point.  And the point is that good causes will not sell themselves–we have to use the most effective approaches to market them.Read the book for the “Robin Hood rules” she has robbed from the rich for-profit world and adapted for use by nonprofits.  Chief among those rules are “focus on getting people to do something specific” and “appeal to your audience’s values, not your own.”

Raising awareness is not enough: what action do you want people to take?  And making converts to the cause is too much, at least all in one step.  Get people to do something good for their own reasons (because of how the good action makes them feel about themselves, for instance).  They’ll be more likely to listen to your reasons later.  But even if they don’t, she asks, do you want to change minds or do you want to change the world?Read the book for a guide on how to plan your communications.  Step by step, Andresen shows you how to get to know your audience, your competition for support, and your potential partners, and how to shape your message to make a case that will connect with people and lead them to act.Read the book for excellent tips drawn from case studies and interviews.  Read it in order to ask yourself the right questions. For example:

  • What can we ask people to do that will be “fun, easy, popular, and rewarding”? (for supporters)
  • “Who wins when we win?” (for partners)
  • How can we supply information that is expert, fast, first, accurate, and tells a good story? (for journalists–they are a target audience too!)

I cannot give you a good enough sense of how rich this book is in a review.  It is so chock-full of detailed suggestions and examples that the best summary of the book is reading the book itself.  And it is very well organized, with bullet points up front, highlights marked throughout, and interviews at the end of each chapter.  I read the first edition of the book, originally published in 2006, and it still feels timely and up to date.  That’s what comes of focusing on the relationship between the organization and the audience and not on the constantly changing media.

My one reservation about this book is the same one that’s been coming up in my mind as I read a lot of books about communications, marketing, or psychology lately–even books I really like, such as the Heath brothers’ Switch and Made to Stick, and Beth Kanter and Allison Fine’s The Networked Nonprofit.  These books offer great ideas on how to change an individual’s behavior, or even a lot of individuals’ behavior.  But that is not the same thing as social change.

Social change generally means going up against entrenched structures of power.  Reading these books, you would never imagine that capitalism, racism, sexism, and tightly defined norms around gender affected anybody’s lives.  You would think that getting people to smoke less, use condoms, eat healthier diets, and donate to good organizations would revolutionize the way we live.

Perhaps it’s just that social change is outside the scope of these books.  But the authors market the books as if social change would come from better communications strategies alone.  That’s selling their books too hard.  They are worthwhile to read on their own merits.  People working for just causes need and should take advantage of the savvy that Katya Andresen supplies.

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Social Media For Social Good, by Heather Mansfield: a review.

June 17, 2013 by Dennis Fischman 1 Comment

You work at a nonprofit organization. Perhaps you even lead the organization. Your group has a website, an email list, maybe even a Facebook page (because everybody tells you that you have to have one). In the back of your mind, though, you have the nagging feeling that other groups are doing more, or better, with social media. You wish you had a tech-savvy friend who really gets it about nonprofits who would sit down and explain to you what the heck is going on.

Heather Mansfield is your new best friend. In Social Media for Social Good, she lays out what you’re likely doing now (and how you can do it better), what else you can do now, and what you may want to be doing soon. (Just to show you how friendly she can be, in May 2013 Heather published 33 Must-Read Updates to the book. I wish more how-to authors would do the same!)

What you’re probably doing already is what the author calls Web 1.0. You took written materials and photos you had on the shelf, posted them on the web, and left them there for people to find (the “static web”). Maybe you even got around to updating them on a semi-regular basis and supplemented them with an e-newsletter (the “broadcast web” described in the 33 Updates). Web 1.0 is still crucial. If you do nothing else, follow Heather’s suggestions on how to improve them. (You will find examples and checklists at the end of each chapter to make it easier to put her suggestions into practice.)

We are already well into the age of Web 2.0, the social web. Read the middle section of this book to figure out how to be social online: it is a new skill set for most nonprofits and it can be learned. Read this section also to learn what you could do for your mission with Facebook, Twitter, LinkedIn, and photo and video sites like Instagram and Youtube. Are you blogging? Blogs are the quiet powerhouses of social media. I strongly recommend you read that chapter.

Since this book came out in 2011, the world has moved quickly on to Web 3.0, the mobile web. Today, over 40% of the people who view your website or read your email do so on a mobile phone or a tablet like the iPad. You have to make your organization accessible and attractive to them, or else you’re losing a lot of the benefits of being on the web in the first place. Read this section for tips on how to get those people checking their mobile phones on the subway to check in on you.

Your tech-savvy friend might also be so enthusiastic, she tells you more than you want to know. Heather does that sometimes. This book also has some of the “you must” intensity that true enthusiasts bring to their subject. If you’re a cynical reader, you might wonder if, in this book (and even more in the 33 Updates, and in the highly informative webinars that Heather offers), she’s not proselytizing for more jobs for people like her.

I read the book in a different light. Heather Mansfield strongly believes in your organization…AND in the power of social media to help you change the world. It truly pains her that you’re not taking advantage of the tools that are out there. She also points out that early adopters of new media learn how to use them best, and they’re best positioned to learn the next wrinkle when it comes along. That makes sense, but not every organization has the capacity of CARE, or Partners in Health, or NPR. You have to figure out what your organization can do. So, accept her help, and use your own judgment. But stretch yourself a little. If there’s one takeaway message from this book, it’s that social media will create new possibilities faster than we think, and we need to be ready to take advantage of them.

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Three Simple Questions to Create a Communications Strategy

June 13, 2013 by Dennis Fischman 1 Comment

Do you get overwhelmed by the concept of a communications “strategy”? Does it seem so daunting that you keep on doing what you’re doing already?  Or, do you assume your strategy needs to be complete and perfect, so you don’t even start to create one? Relax! It doesn’t have to be so hard. Image

Get the people who have a stake in your communications in the same room and ask them:

1) Who are the audiences we’re trying to reach? (Hint: there is no such thing as “the general public.” You have people inside and outside your organization that you would like to do something for the organization. Who are they, specifically?)

2) Toward what end? (Once we have built up a nice, preferably two-way, relationship with the audience, what will they start to do that they weren’t doing before?)

3) What do we already know about these audiences? What do we need to find out to give them what they’re looking for?

Answer these questions first, and then issues like the content of your messages, the media you should use, what counts as success and how you measure it will be much easier to resolve.

But don’t stop reaching out and interacting with people in the mean time! “Take a sad song and make it better.” —The Beatles

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