Conducting contests that none of your online audiences are interested in, spending copious time on the newest social media features (that none of your audiences are using), measuring success by vanity metrics, and building out features that nobody is asking for…why do organizations do these things? They don’t help support bottom lines like getting folks in the door, building affinity, increasing donor support, or sharing knowledge if they aren’t relevant to your market or strategically integrated into an engagement plan…. and yet organizations brag about these useless endeavors to their boards and at industry conferences.
Many organizations seem to be feeling so “peer pressured” to be utilizing social media that they are using it to do stupid, time-consuming things for audiences that don’t matter (often, so that they may secure “innovation” points within the industry. Many museums, in particular, are guilty of this one). Your audience that does matter, however, is often left thinking something like this.
Using social media for social media’s sake is dumb. Let’s quit it. Want to impress the nonprofit next door (and also your donors and supporters)? Actually be good at running your organization and using social media to do so. A big reason for this problem is deep-rooted in how organizations view “digital” engagement. Specifically, many view social media as a tech skillset and not a strategy for building relationships with living and breathing human beings.
Doing social media for social media’s sake is like being expert at hammering a hammer but not knowing how to use it to build a house. You purposefully become expert at using the tool…but you forget that the whole reason that you have the tool is to actually build something. Hammers (social media) can help us build bigger and stronger houses (organizations) if we do something more than bang the floors with them.
Here’s why the rampant bad practice of using social media for social media’s sake is (at best) a distraction and, more likely, a stupid and capricious waste of time, talent, and resources:
1) It does not accomplish anything
Several questions should be considered before carrying out a digital initiative (or any initiative, for that matter). Some of those questions may be:
- Who will this initiative serve/who do we want it to serve?
- What do we want this audience to do in the near and long-terms?
- How does this initiative help us achieve our stated goals?
- “So what?” Or rather, what is the reason why this audience would be interested in this initiative? How is it relevant to them?
- What need does this initiative help serve?
- How will we capitalize on gains from this initiative with this audience (i.e. what will be the next step in the engagement process for them)?
- Does this initiative have value to our desired audience?
Only after contemplating these questions can one determine if an initiative is worth the required effort. If your organization has trouble answering any of these questions – or if the answers are too broad or inconclusive (e.g. “targeting all social media audiences” rather than a subset), consider altering the initiative so that it meets a strategic engagement need or opportunity. Know exactly who you are talking to with the initiative, why it is helpful/relevant to them, what you want them to do, and how you’ll keep them engaged. Most stupid initiatives have only resolved one or two of these things.
2) Providing the opportunity to participate does not mean that people will participate
The “If you build it…” mentality is categorically false. Just because you launch an initiative does not mean that people will take part in it. I don’t know why some organizations still overlook this fact. If you’re asking people to take an action that just has too high of a barrier/requires too much effort or doesn’t fulfill a relevant want for them, then they probably won’t do it.
I’m often asked things like, “How can we get more people to participate in our photo contest? We’ve done everything!” The answer depends on what you had hoped to accomplish by launching that specific contest. If you’re targeting the audience and they aren’t biting, chances are your specific initiative is just not going to provide the value you’d hoped because, well, the market has spoken and they are saying, “Nope. Not interested in doing that thing.”
3) It wastes resources
Resources can be tight for nonprofit organizations – and time is money. You may as well dedicate your time to spinning in circles in your office instead of carrying out social media for social media’s sake. In fact, that might even be better because it may cause you less stress than having to answer the question, “So…why was that strategically beneficial for us in the long term?”
4) It makes social media buy-in harder in the long run
On that note, carrying out several initiatives that aren’t strategically integrated into an engagement plan may make executives wonder what your engagement plan even is! Carrying out social media “bells and whistles” can be like crying wolf. How can executives (let alone your audiences) know which initiatives are important and which are for vanity? These types of initiatives may be especially difficult to reconcile if you don’t even have baseline practices down like social care.
5) It misses the point of social media
I refer again to my opening analogy about how social media for social media’s sake is like becoming really good at hammering, but not knowing how to use a hammer to build a house.
If you don’t know how that new, “cool” thing that you are doing on social media supports and enhances your organization’s bottom lines, then it’s probably a waste of time, money, and energy. Utilizing social media to strategically engage audiences is not only a good move – it’s increasingly critical.
Lest the signal be lost amidst the noise: The important word in the preceding sentence was “strategically” – not “social media.”
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