SLI Social Media Action Learning Presentation

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SOCIAL MEDIA ACTION PROPOSAL 2012 SENIOR LEADERSHIP INITIATIVE

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Orlando, FL October 2012

Transcript of SLI Social Media Action Learning Presentation

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SOCIAL MEDIA ACTION PROPOSAL 2012 SENIOR LEADERSHIP INITIATIVE

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OVERVIEW GOAL Develop a deep understanding of Cru’s U.S. digital landscape and identify the primary roadblocks preventing digital media and tools from achieving their maximum impact.

RESULT Every U.S. ministry can better harness digital tools to reduce operational costs, build a more consistent, well-defined brand and empower more evangelistic efforts

RESEARCH METHODS •  26 personal interviews

•  780 staff surveys

•  100 case study analysis  

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CARING STAFF

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CARING STAFF

STAFF INSIGHT Cru staff have limited time and energy to try new digital tools because they have three times more relationships than the average person. LEADERSHIP INSIGHT Digital media connects organizational leaders with staff who are in the field and geographically distant from the leaders.

INDUSTRY EXPERT INSIGHT Digital content intended to care for others is the most viewed and shared online.

Cru staff want digital tools that help them improve their existing relationships with donors, staff friends and ministry contacts.

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PASSIONATE STAFF

STAFF INSIGHT Many field staff have not witnessed the impact digital media can have in face-to-face ministry, and they lack passion when talking about the value of digital media in ministry. LEADERSHIP INSIGHT Organizational leaders passionately believe Cru needs to change in order to progress along with the evolving digital culture.

INDUSTRY EXPERT INSIGHT In order to be effective, digital content and resources developed for Cru staff must match the passion they have for the gospel.

Cru staff will adopt new digital tools and resources only when it’s clear that they enhance their ability to be more effective at connecting others to Jesus.

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EFFICIENT STAFF

STAFF INSIGHT Despite potential benefits, Cru staff do not devote time to learn or use digital media in their day-to-day ministry.

LEADERSHIP INSIGHT Digital media provides Cru staff the opportunity to connect with more people in the same amount of time than traditional outreach methods.

INDUSTRY EXPERT INSIGHT Cru staff cannot centralize their digital information without help. Large organizations recognize that managing data is a full-time job.

If digital tools are perceived as multiplying or saving time, staff will learn how to use them.

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EFFICIENT STAFF If digital tools are perceived as multiplying or saving time, staff will learn how to use them.

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CRU APPS ANALYSIS

CURRENT SITUATION •  IT Council •  Keynote New Media Labs Team •  Cru Apps in development MISSIONHUB MissionHub has seen sporadic adoption as staff struggled to understand how it saves them time and maximizes their current ministry efforts. TntMPD While it is not innovative, TntMPD continues to be used because it provides vital information and has been sponsored by Cru’s organizational leadership for more than a decade.

Stability, longevity and efficiency often trump innovation and creativity when staff select digital tools to help their ministry.

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RECOMMENDATIONS

Digital decisions should focus on technology that is staff focused, data driven, consistently branded and integrated with key U.S. ministry strategies.

REDUCE OPERATIONAL COSTS IT Council should develop specific criteria for all future digital tools related to user-focus, data-driven and integration with overall U.S. ministry strategies BUILD A MORE CONSISTENT, WELL-DEFINED BRAND Align and build trust and credibility of Cru with digital tools that amplify the Cru brand.     FACILITATE AND EMPOWER MORE EVANGELISTIC EFFORTS Staff will adopt tools when they are sponsored by Cru’s organizational leaders and used by a majority of their staff peers.

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ALIGNMENT

IT COUNCIL Armed with the preferences of Cru staff, the IT Council can identify the best emerging digital tools and resource them effectively.

LEADERS OF DIGITAL TOOLS Coordinating development efforts, leaders can move toward a new, consistent Cru brand identity and reduce the number of hours web developers spend maintaining digital tools. KEYNOTE The digital media team at Keynote can provide leadership and training necessary for U.S. ministries to adopt digital tools and strategies to greatly increase evangelistic effectiveness.

Align key leaders within Cru to advocate on behalf of centralized, branded digital tools for evangelism. Leaders will need to be educated on how staff make technological decisions.

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OBSTACLES Cru must overcome the independent operation of many digital tools, the assumption that staff prefer innovative tools and the lack of continued national oversight for digital tools.

DECENTRALIZED, INDEPENDENT DIGITAL TOOL OPERATION Most digital tools are managed independently of one another and have their own distinct branding and communication that is not aligned to the overall U.S. strategy. MISINFORMED ASSUMPTIONS ABOUT INNOVATION PREFERENCES Cru’s organizational leaders underestimate how much staff value stable, trusted digital tools over flashy, innovative technology.     LACK OF NATIONALLY-SPONSORED DIGITAL COORDINATION The coordination and alignment of these resources under the IT Council and one key leader could lead to significant changes in Cru’s overall evangelistic effectiveness.

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CONCLUSION Cru’s impact in cities around the world will exponentially increase as digital tools are further coordinated, aligned and resourced with the goal empowering millions of volunteers.

NATIONAL LEADERS With digital tools centralized, national leaders will have more influence over the direction of digital tools that directly impact their organizational strategy. REGIONAL LEADERS Through improved insight into staff realities, regional leaders will be empowered to capture, track, mobilize and resource ministry efforts with ease.     FIELD STAFF With consistent branding, field staff will adopt tools that will improve their personal ministry and Cru’s ability to connect with volunteers beyond college.

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WHAT WE LEARNED

•  Ryan McReynolds

•  David Hand

•  Ryan Sather

•  Brian Barela

•  Megan Soderberg

•  Jeff Ammons

•  Matt Brubaker

It’s invaluable to spend time identifying as many key organizational stakeholders as possible when leading organizational change.