An organization’s social media initiatives are every bit as important for the membership department as they are for the marketing team when it comes to the long-term solvency of your organization.
It’s not news that social media is an every-department job, but changes in Facebook algorithms seem to have increased the desire to develop social media postings that go “wide” with reach instead of “deep” with constituents. This distraction of focusing on the quantity of those engaged instead of the quality of engagement is hurting organizations – and may be particularly challenging for membership and development teams trying to integrate their functions.
I was recently asked by Blackbaud to conduct a webinar that addressed the role of social media in engaging key constituencies. I developed “Get Strategic: How to Engage With Members in a Digital Age” to help Blackbaud share my thinking on this popular topic. (Click on the link to hear a recording of the webinar – It’s free!) Here’s a link to the slides.
I also thought that it might prove helpful to summarize a few takeaways from the webinar that may be particularly urgent for membership and development departments to consider as they plan their organizational futures. The importance of various departments beyond marketing and communications strategically contemplating how they best engage their current and emerging audiences can be a difficult topic for many organizations to tackle for two, unfortunate reasons:
- Many professionals (especially in the nonprofit sector) still ignorantly invoke “not my job” on many matters concerning digital communications to the detriment of both their professional functionality and the efficacy of the entire organization.
- The “siloed” and increasingly outdated structure of more traditional organizations (including many visitor-serving organizations) is challenged by the need to work collaboratively among departments to create the kind of cohesive strategy that is prerequisite for successful digital communications.
In my estimation, development teams generally aren’t any more guilty of these organization-hurting offenses than any other department. However, a lack of collaboration between development/fundraising and marketing/communications comes at perhaps one of the most extreme expenses for a nonprofit organization.
1) A member online is a member offline (and vice versa)
Too often, organizations create membership or donor cultivation strategies (or even marketing strategies) and then develop completely independent digital membership and donor cultivation strategies (if they have them at all). A member online is a member offline. You wouldn’t get to know somebody at a party and then completely ignore them and all of the things that you learned when you see them again at a different party. That would be rude and particularly confusing for your new acquaintance (or old friend) – and yet organizations act like this all the time when it comes to melding online and offline experiences. This miss seems to stem from one, basic misunderstanding: that digital strategies are somehow about technology or skillsets and not about a means of engaging people.
Hint: Communication on digital platforms operates a lot like communication in real-life. Membership retention is about PEOPLE – not technology. In real life, we expect people to be transparent, express human sentiment, listen, and be responsive. Those same communication expectations exist on social media.
2) Social media is not only valuable at the start of an engagement funnel. It is arguably even more important in the middle where members reside
When folks talk about social media and digital platforms – perhaps especially the marketing department – it’s often discussed as a starting point in an engagement funnel that hopefully leads to visitation (and, then, perhaps membership or donor cultivation). And, social media does aid in reaching new people and support relationship-building at the beginning of that funnel. But it’s also critical that an organization utilizes social media to deepen connections with your mission because people on social media operate at all levels of an engagement hierarchy – not just at the beginning. If your organization is only putting out content that goes “wide” (or helps to increase reach), and not “deep” (or, content that deepens affinity with your cause), then it’s going to be difficult to turn folks from visitors into more consistent supporters.
Members are in the middle of the funnel – which is a particularly interesting place for a group to reside. They are supporters beyond a basic visitor, but who also hold the promise and potential of becoming donors. In a lot of ways, this is a make-or-break group to engage! They could go either way – and often (in fact, more often than we admit) their decision to renew or not to renew is based upon our own strategies for membership retention and how successfully we engage with this key audience.
3) Not all social media followers are equal
In fact, social media inequality is a best practice among successful organizations. Simply put, your organization’s fans and followers are not all of equal value to your nonprofit’s relevance and long-term solvency – and treating every “like” or opportunity for social care the same way means purposefully sabotaging your ability to achieve organizational goals through social media.
Social care (or social CRM, which is responding to inquiries and taking steps toward active community management) is one of the most important and overlooked aspects of social media communications and brand engagement – and it is increasingly expected by your audiences. It’s a good idea to prioritize social care across the board, but active engagement may be particularly important when it comes to keeping stakeholders like members and donors satisfied online.
4) Those likely to be members (of cultural organizations) profile as being particularly connected to the web
High-propensity visitors (HPVs, as we perhaps unfortunately refer to them at IMPACTS) are folks who display the demographic, psychographic, and behavioral attributes that indicate an increased likelihood to visit a visitor-serving organization (museum, aquarium, zoo, historic site, symphony, theater, botanic garden, science center, etc.) These are the people who profile as likely to visit your organization – and also to become members. We have some fun facts about HPVs, but perhaps one of the most critical of all is this: High propensity visitors (and thus likely members) are 2.5x more likely than the composite market to profile as “super-connected.” This means that they have access to the web at home, at work, and on a mobile device.
No matter how you cut it, your members are a connected bunch (Even more so than the composite market, which also places a great deal of value in digital communications.) Ignore this unassailable fact at your own peril.
5) The desired membership product is changing
I saved the most important thought for last. Data suggest that (aside from the free admission perk) the desired membership product may be changing from the more “attraction-oriented” benefits of the past (access to member-only events, other discounts), to more “mission-oriented” benefits (a feeling of belonging, supporting the organization). This is especially pronounced among Millennials – or members of Generation Y. (You can find more information on this in my slides from the webinar)
If your membership is struggling among younger audiences, it may be because you (a) don’t offer the desired membership product; or (b) you offer it, but continue to be communicating it in an incongruent “sales-y” way. In sum, know what matters to your potential constituents – and make sure you are not only offering a membership product based upon the correct motivating benefits, but that you are communicating them in befitting manner.
To the folks thinking, “Nope. Nope. Nope. Millennials don’t want to become members.” I say, “Data suggests that you’re wrong. And your defensive way of thinking indicates that you may be ineffectively communicating the motivating benefits of membership.” It’s time organizations get on this. There are young members to be cultivated!
6) Make sure social media posts often aim for depth of engagement instead of breadth (because Facebook changes are distracting organizations from doing this)
In the midst of the frenzy associated with Facebook decreasing its organic reach for organization pages, folks seem to be very preoccupied with their ability to utilize content to go “wide” (get a lot of engagement) instead of going “deep” (get the right kind of engagement from the right kind of people). A healthy social strategy includes both content created to get new folks in the engagement funnel AND strengthen the “passion-connection” that ties an individual to your organization online. (In marketing jargon terms, we call this “strengthening affinity.”) While there are many things that may be done to cultivate members online, making sure that you’re posting the right kind of content is perhaps the most critical.
Next Wednesday (August 27th) I’ll post about immediate opportunities to more deeply engage members that will include ideas from the webinar and some other near-term opportunities to better connect with your digital audiences. If you want to make sure that you don’t miss it, you can subscribe to Know Your Own Bone and receive emails when there are new posts. (Already get these emails? Keep your eyes peeled next Wednesday…and thanks for being a consistent reader! I deeply hope that KYOB provides helpful thought-fuel for you and your organization!)
The web has changed our organizations more than simply “adding a social media arm.” It affects every department within an organization – and because digital engagement strategies are about PEOPLE, it arguably most affects those departments that work directly with audiences. It’s time for organizations to work together to ensure that their digital endeavors are doing more than getting people in the door. We must also be aware of how digital engagement impacts the experiences that members and higher-level constituents have with our organizations. There’s work to be done!
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About the author
MPA. Chief Market Engagement Officer at IMPACTS Research & Development. Nonprofit marketer, Generation Y museum, zoo & aquarium writer/speaker, web engagement geek, data nerd, marathoner, nomad, herbivore