Archive for December, 2012

United Nations adopts resolution in support of social entrepreneurship

Break out the bubbly in every country, in any language. Here comes a New Year’s Resolution that will resonate with all CausePlanet readers. We can collectively raise our glasses and toast! By a vote of 129 to 31, The United Nations just adopted (Dec.7) a resolution on “Entrepreneurship for Development” that will encourage all member states to increase support for entrepreneurial endeavors by reducing financial, policy and regulatory barriers that inhibit the growth of small and mid-size businesses worldwide. For entrepreneurs and social entrepreneurs everywhere, this is great news.

The resolution recognizes what many of us live and breathe every day: the important contribution entrepreneurship can make toward sustainable development by creating jobs and driving economic growth and innovation, while in many ways, it improves social conditions and confronts environmental challenges. Importantly, it stresses the positive role entrepreneurship plays in driving job creation and expanding opportunities for all, including for women and youth. Sensibly, it urges a coordinated and integrated approach, involving all stakeholders, including civil society, academia and the private sector, while recognizing the importance of partnerships with the private sector. Entrepreneurship was acknowledged to play an important role in generating employment and investment; developing new technologies and innovative business models; and enabling high, sustained, inclusive and equitable economic growth. Ultimately, it was recognized that non-governmental stakeholders (like us!) are the main drivers of entrepreneurship.

My perspective on the resolution—social entrepreneurship

I was invited to address the merits of the resolution from a social entrepreneurial perspective. I chose to illustrate the need for support, nurturing and empowerment of the social side of the equation by explaining (and showing a video of) the work of Albina Ruiz. Albina is a Peruvian who built a community-based solid waste management system that plays an increasingly important role in improving sanitation and health conditions in Peru and other countries in Latin America. I specifically chose Albina’s story because every stage of the waste management cycle has created a network of employment and income-generating enterprises that integrates business and social value throughout the entire process, exactly what I thought the resolution’s intent should address. I was very familiar with her story because I included her story in a chapter in my book, Rippling: How Social Entrepreneurs Spread Innovation Around the World (Wiley, April 2012).

Near and dear to my heart, the resolution also focuses on the value of teaching entrepreneurial skills at all levels of education, ensuring the full and equal participation of women and girls, and encourages entrepreneurship education through skills development, capacity building, training programs and business incubators. It goes one step further and acknowledges the role of entrepreneurship in enabling youth to turn their creativity, energy and ideas into business opportunities that help facilitate their entry into the labor market.

Now that’s a resolution that really rings in the New Year!

For additional information about the resolution and what it hopes to accomplish, read my article that appeared in the Opinion section of CNN.com on December 6.

See also:

Page to Practice book summary of Rippling

Up and Out of Poverty: The Social Marketing Solution

 

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Strategic planning with a 90-minute SWOT analysis

SWOT Overview – what and why

It is important for all organizations to periodically step back, assess what they are doing, determine what is working and what is not, and identify the external forces that are bearing down on them. However, many organizations have experience with strategic planning efforts that are often long, time consuming and complex. The trick is to assess your organization effectively and efficiently so that strategies can be developed, decisions implemented and course corrections made.

One quick, straightforward approach for doing this is an exercise to identify the organization’s Strengths, Weaknesses, Opportunities and Threats–in short, a SWOT analysis. In this method participants will identify, record and organize their ideas regarding these four areas in your organization. Once participants have recorded and posted their ideas in each area, they will further organize them into themes. Participants can then rank the themes in terms of importance or the urgency in which they should be addressed. A SWOT analysis generates a lot of ideas very quickly and organizes them in a way that allows for more in-depth analysis and strategy development.

This process is intended to provide information that will be used to develop strategies for moving the organization forward. These strategies should be directed at building on strengths, taking advantage of opportunities, minimizing weaknesses and deflecting threats.

We recently conducted a SWOT analysis with our board at the Bell Policy Center. It took about an hour and a half and generated a number of ideas that formed the basis for further discussion and in-depth analysis.

This method is sometimes referred to as the “snow card” technique for the way in which index cards are arranged on a wall. It is based on the work of Dr. John Bryson, professor of planning and public affairs at the University of Minnesota’s Humphrey School of Public Affairs and author of Strategic Planning for Public and Nonprofit Organizations. Ideally, it is best done with about 10 people, but it can be structured to accommodate upwards of 50.

When approaching this task, it is helpful to think of strengths and weaknesses as being current conditions that are internal to the organization. Threats and opportunities are future conditions that are external to the organization. Obviously, strengths and opportunities are positive while weaknesses and threats are negative.

SWOT Steps – how

Below is a list of steps in the “snow card” technique to complete a SWOT analysis:

  1. To get started, you will need 3×5 index cards or half-sheets of paper for each participant to record ideas. You will also need some tape and a room with a fairly large, open wall where the cards can be posted. I have found it is helpful to use felt-tip pens or Sharpies so the writing on the cards can be read easily by the group.
  2. Once you have gathered and distributed the supplies, begin by asking participants to silently identify and write down as many ideas in the designated areas as they can. For example, have them list as many of the organization’s strengths as they can, then ask them to write down weaknesses. This step is designed to give introverts the opportunity to think through the issue and develop their ideas while not constraining the extroverts in the group.
  3. After they have finished identifying strengths and weaknesses, have them narrow their lists to their five best ideas in each category and write them on the index cards. They should record one idea per card. Each participant will end up with five cards with strengths and five with weaknesses. It is helpful if they write legibly and large enough so the group can see them when they are posted on the wall.
  4. Have each participant place a rolled piece of tape on the back of each card and post it on the wall. Put all the strengths on the wall in an area under the heading “Strengths” and all the weaknesses in a separate area marked “Weaknesses.” This step provides some anonymity that allows more freedom in identifying and raising contentious issues.
  5. After all the cards are posted on the wall, have the participants review the cards and organize the ideas into common themes. Once the participants have grouped the cards into themes, have them create a title card with the name of the theme, draw a boarder around the card to indicate it represents a theme, and place it at the top of the group of cards representing that theme.
  6. Once the participants have done this with strengths and weaknesses, have them do the same thing with opportunities and threats. Have them post these cards on a separate part of the wall under the headings “Opportunities” and “Threats.”
  7. When they are done there should be cards grouped by major themes under the headings “Strengths,” “Weaknesses,” “Opportunities” and “Threats.”
  8. To help participants focus their discussion, have them rank the most important or most urgent issues. An easy way to do this is to give each participant five colored stick-on dots and have them place the dots on the cards to “vote” on the most important or urgent issues. They can spread their dots evenly, put all their dots on one card or place them in any combination they want. You can rank the importance by identifying the cards that have the most dots.
  9. Once the major themes have been identified and ranked, the participants can begin the process of analyzing the results and developing strategies to maximize strengths, minimize weaknesses, take advantage of opportunities and deflect threats.
  10. At the conclusion of the process, you can record the results by organizing the cards in order by major area (i.e. strengths), theme and ideas within each theme. The ideas contained on the cards can be typed up and distributed to the participants. You can also take a digital photo of the wall with the cards that can be sent to participants.

SWOT Usage – who

I have found this to be an easy-to-use process that helps to structure conversations and identify and rank many issues in a relatively short period of time. It helped our board focus its discussion about the strategic issues facing the Bell.

Because it is easy to use and effective, it is more likely that organizations will make the effort to assess their current operations and identify trends that may affect future operations. Organizational leaders can use this information to craft strategies to move their organizations forward.

This approach can be conducted with board members, senior managers, staff or a combination of people.

Source:

Bryson, John (2011). Strategic Planning for Public and Nonprofit Organizations: A Guide to Strengthening and Sustaining Organizational Achievement, 4th Edition. Hoboken, NJ: Wiley.

 

See also:

The Nonprofit Strategy Revolution: Real-Time Strategic Planning in a Rapid-Response World

Nonprofit Strategic Positioning: Decide Where to Be, Plan What to Do

Nonprofit Sustainability: Making Strategic Decisions for Financial Viability

 

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Improve your organizational performance by making great hires

The CausePlanet team invited me to respond to the Page to Practice™ book summary of Match: A Systematic Sane Process for Hiring the Right Person Every Time by Dan Erling. I would agree with Erling that human capital is the single most important factor in accelerating a nonprofit organization’s mission performance. His book outlines accepted and tested best practices in identifying, hiring and retaining talent. Nonprofits should not underestimate the competitive environment for the very best employees or the costs of making the wrong hire. Nonprofit CEOs who focus on hiring processes and provide leadership for these best practices will see gains in organizational efficiency and impact through a more motivated and skilled staff.

However, to many executive directors and CEOs of smaller nonprofits, this approach to hiring may sound like a process that is only suited for large organizations. Actually, the inverse is true. The smaller the organization, the more critical it is to consistently build focus and discipline around hiring processes. The cost and impact of making the wrong choice is much greater when the organization is smaller.

While having a disciplined and consistent comprehensive process for hiring is important, there are three aspects that are critical and often overlooked. When talking with organizations about hires that did not work or when interviewing individuals who have exited positions that did not fit, it is usually one of the following three aspects of the search process that was neglected:

  • The Foundation: mission, strategic direction and organizational alignment
  • Choice: sourcing to build an applicant pool
  • Results: starting with the end in mind

The Foundation: mission, strategic direction and organizational alignment

Making the right hire begins with an understanding of the mission, as well as clarity about where this organization is in it lifecycle and its intended strategic direction. During work on over twenty searches over the last six years, boards and/or staff usually articulate a need for changes in how the organization functions, key success indicators and outcomes. It’s only by discussing the mission, whom a nonprofit hopes to serve, the outcomes to be achieved and how the next stage of the organization’s development differs from the last that the desired change becomes concrete, a tangible set of skills and attributes. These discussions about the foundational elements of the nonprofit also test the alignment and support for this future direction and enhance performance on the mission. Are the board, staff and key stakeholders all supporting the same direction, strategic vision and next steps for this organization? If not, how will these differences be addressed prior to filling an important position? Clarity regarding these most fundamental elements is critically important before proceeding with a search.

Choice: sourcing to build an applicant pool

Frequently, we make the wrong hire when we feel pressured to fill a position and settle on a candidate who lacks important skills or attributes. It’s easy to talk yourself or a team into picking the best from a group of applicants who do not fit the position.

Dan Erling talks about strategies for expanding the pool with diversified advertising strategies. Researching the best websites, association list serves and social media strategies for advertising a job can broaden the pool of applicants. However, you are only reaching people who want to find a job or change jobs. In all likelihood, the most qualified candidates are not looking and will not apply for the position you posted.

To reach this highly qualified cohort, sourcing is required. Sourcing is an action plan for reaching those individuals who may be ideal candidates for the job or know where to find those candidates. Review your contacts and identify at least 20people who are outstanding at the job you are seeking to fill or know people who have mastered the skills and attributes your position requires. Send each of these individuals the position description for the job and schedule a time to talk. Solicit feedback on the job, sources for candidates, and names of specific individuals and ask them to forward the position description to their key contacts. Follow up on suggestions and continue to network. This strategy will lead to individuals who are not in the job market and may never have heard of this opportunity without these networking efforts.

Results: starting with the end in mind

How will you measure the success of this position? What would a superstar accomplish in this job during the first 6 months, by the end of year one or two? What are the most important outcomes to accomplish first? What rate of change does the organization expect and/or require?

It is amazing how often I talk with someone new to their job (and regularly these are CEOs) who have no quantified performance outcomes. Frequently they are spending their first year on the job defining the job! How often do we set up a new hire for failure by failing to define success?

Part of the task when writing a position description is to prioritize the outcomes for year one and quantify the performance. If the team (board and/or staff) working on the position description cannot agree on either the outcomes or the measures, keep working. Failure to agree on this most fundamental statement of what the job will do for the organization means there is a lack of alignment regarding the role. Until that alignment is achieved, it’s unlikely anyone can succeed in the job. Do not make assumptions regarding outcomes; quantify the results your organization needs!

See also:

Winning with a Culture of Recognition

Fired Up or Burned Out

Nine Minutes on Monday

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Are you measuring what matters?

Having just led a lively author interview with social media measurement gurus, Beth Kanter and Katie Paine, about their latest book, Measuring the Networked Nonprofit, you can imagine what a timely surprise it was to read this morning’s headline, “Why your social media metrics are a waste of time” by Ivory Madison in the Harvard Business Review blog.

“Vanity metrics” are false idols. Ivory says, “If you think page views, unique visitors, registered members, conversion rates, email-newsletter open rates, number of Twitter followers, or Facebook likes are important by themselves, you probably have no idea what you’re doing. Those metrics are the most common false idols of analytics. They’re what Eric Ries, author of The Lean Startup, calls ‘vanity metrics.’”

Ask “So what?” Vanity metrics are tempting to tout, but they don’t measure what really matters, explains Ivory. Our featured authors at CausePlanet agree. Ivory, Kanter and Paine claim you have to ask “So what?” when you look at your metrics. Before you get excited about thousands of Facebook fans, ask yourself what metric actually reflects a connection between increased donations and the prompt you provided on your social media network.

Measure what matters. In the social sector, we know that relationship building is the prequel to the main event: giving. It’s no different with social networks, says Paine. Interact with your online community just like you would at a social event in person. Demonstrate humanity, transparency and passion when sharing about your cause. Measure what matters, say Kanter and Paine. Measure how your relationships move up the engagement ladder so your community is there for you when you need them, the authors add.

Read more about Kanter and Paine’s advice in our recent posts about Measuring the Networked Nonprofit. You can purchase their book at www.wiley.com or read a summary in our latest Page to Practice™ feature of the book. Check out the summary store or subscribe to the library for full access to all of our recommended titles.

See also:
More Page to Practice™ recommended reading about social media and marketing

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7 reasons board candidates choose one nonprofit over another

For over two decades, I’ve had the honor and privilege of guiding hundreds of business executives and professionals in choosing the nonprofit boards on which they’ll serve. Each candidate experiences a personal journey exploring regional, national and perhaps global organizations, sorting through a plethora of causes and considering nonprofits that are at vastly different stages–from start-up enterprises to century-old institutions.

When making their final choice, here are the seven considerations board candidates tend to take most seriously:

  1. Am I excited about the mission? Is it meaningful enough for me to take time from my busy life, make generous financial contributions, and ask my company and friends to support the organization as well?
  2. Do I find the chief executive officer (executive director) compelling–someone I am confident in and look forward to working with?
  3. Do I find the programs compelling? Are they achieving the work the organization has set out to do? (And if the programs need to be enhanced or streamlined, do the chief executive and/or the board seem prepared to make that happen?)
  4. What is the revenue model? What are the challenges? Do the CEO and board seem prepared to address the challenges?
  5. Who are the board leaders? Do they seem to have a handle on the key issues facing the organization? Are they prepared to galvanize the board to strengthen the organization, including with financial support?
  6. What value can I add? Am I ready to do what they need from me? Do I think the CEO and board will actually engage me and appreciate what I can contribute?
  7. Is this an organization with integrity, as evidenced by their adherence to legal and fiduciary duties and responsibilities? And if they are missing the mark on a few specific matters, what are they? Are the board and CEO interested and open to making corrections?

Deal breakers: Scaring away the board candidates you most want to recruit

Board candidates that bring diverse perspectives and valuable experience and resources are not lacking for board options. People are most likely to choose boards to which they can add value, not those that could possibly stymie their efforts.

Board candidates often consider the following to be deal breakers: too big and stale of a board to allow new board members to truly engage, obstructive or divisive board members, weak or incompetent CEO or board leadership, an obsolete board structure, lackluster board participation in attendance and/or giving/fundraising, and revenue challenges the leadership is unwilling to face.

The lesson for nonprofits in building highly effective boards

The key message for nonprofit boards is to pave the way to attract andretain the board members who will add the most value in helping to advance their organizations to their greatest potential. Pave the way by assessing your board and improving your board practices and effectiveness.

For their part, business executives and professionals are most effective onboards when they have considered a variety of options, made a meaningful choice and prepared themselves to “make the translation.” That’s when the fun begins. A good nonprofit board experience leads to remarkable results for the board member, the board member’scompany, and most importantly, the community.

See also:

Leveraging Good Will: Strengthening Nonprofits by Engaging Businesses

A Fundraising Guide for Nonprofit Board Members

The Ultimate Board Member’s Book


 

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Leverage Hurst’s retooled pro bono partnerships

If you’ve been stung by a past pro bono partnership, you’re not alone. Powered by Pro Bono author Aaron Hurst has seen both the immense potential in pro bono services and the underwhelming outcomes nonprofits experience. These observations prompted Hurst to launch a movement through his Taproot Foundation. The goal? Reinvent how nonprofits go about engaging pro bono support. His book prescribes organizations follow his four stage process that’s been successfully tested with hundreds of pro bono partnerships.

We’re pleased to introduce our Page to Practice™ book feature of Powered by Pro Bono by Aaron Hurst, President and Founder of the Taproot Foundation. For the last 10 years, the Taproot Foundation has championed pro bono services throughout major communities in America with the goal of nonprofits leveraging millions of dollars in low-to-no-cost services that outpace philanthropic results.

One of the proven principles is to reach business professionals early in their careers. By doing so, they are instilled with an expectation of pro bono service for a lifetime. Consequently, an increase in the supply of donated expertise is available to the nonprofit sector. Thanks to this strategy and others explained in Hurst’s book, pro bono is becoming the norm in our society.

According to Hurst, 20 of the top 25 MBA programs in the country offer pro bono services. Additionally, the Foundation’s recent White House-adopted campaign, “A Billion + Change,” generated nearly two billion dollars in corporate pro bono service pledges. If you apply Hurst’s recommended framework, you can clearly benefit from this new talent strategy long-term. Join me in our author interview with Aaron when we ask about his views on pro bono work as well as the most common mistake to avoid.

CausePlanet: Thank you for this tremendous book and a great “hands-on guide” for revitalizing results-oriented pro bono partnerships. How does Taproot Foundation’s view of pro bono differ from what we’ve experienced in the past?

Hurst: Taproot dedicated most of its early years to making sure pro bono service could be provided in a reliable way. It’s definitely been a problem in the past, as evidenced by decades of one-off, inconsistent pro bono service. When we started up, nonprofits were reluctant to buy in, and we would hear nonprofit leaders voice their attitudes toward pro bono with gems like “you get what you pay for” or “the gift that keeps on taking.”

At the stage we’re at today, we have provided over 1,500 pro bono projects to nonprofits and have established best practices for the design and management process. We have a successful completion rate of over 95 percent, and these best practices are what we’ve tried to communicate in Powered by Pro Bono.

CausePlanet: What is the most common mistake nonprofit leaders make when engaging in a pro bono arrangement?

Hurst: Not treating it like a paid engagement. In a standard consulting engagement, clients will clearly define their need and make sure they’ve got the right team for the job. Nonprofit leaders are often too quick to say thank you before taking the time to evaluate. It’s important to check in regularly, hold the team accountable for content and deadlines, and give and receive feedback.

Watch for more interview excerpts with Aaron Hurst in next week’s blog post. For the complete interview and book synopsis, purchase our Page to Practice summary at the summary store or subscribe to our library of recommended reading. You can purchase the book, Powered by Pro Bono, at www.wiley.comApply for a service grant with the Taproot Foundation and launch your own pro bono partnership.

See also: Leveraging Good Will by Alice Korngold

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Sign up for Management Cafe virtual book club

It’s official! The next virtual book club series, Management Cafe, starts in January 2013. No time like the present to familiarize yourself with great books, best practices and best-selling authors. Register with our partner and host, The Nonprofit Cultivation Center. Incorporate new ways of thinking in 2013 while informing better book choices with these sessions you can join from the convenient location of your desk via webcast. CausePlanet’s Page to Practice book summaries serve as the primers for each meeting. Happy reading!

by Denise McMahan

For more information about Page to Practice book summaries, visit our summary store or subscribe to our library of recommended reading.

Image credit: Edmonton Journal

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Weathering the economic storm: how to boost morale

I was an enthusiastic 21-year-old recent college graduate when I arrived for my first day of work at Texas Instruments in 1981. Ready to take on the business world, what I encountered was an office of stressed-out coworkers. The day before, the company had announced its largest layoff in history. The mood at the firm made me wonder if I had just bought myself a seat on the Titanic. Since then I’ve lived through many a recession, restructuring and downsizing and I’ve learned how to cope with the normal feelings that arise in times of uncertainty.
Emotional responses
When we face adversity and colleagues lose their jobs, it is natural for us to fear for our own. Triggered are a range of emotions, including anxiety, anger, sadness and even grief. These emotions are grounded in our needs for respect, recognition and a sense of belonging at work. Meeting these needs is critical to restoring normal emotions.
Focus on control
If office morale is sinking due to the fear of potential job cutbacks, I recommend people concentrate on two areas. First, focus on what you control, that is, your efforts in carrying out your own job responsibilities. When you do this, your colleagues will see you in a more favorable light. If you mope around and complain, however, it looks immature and selfish. Now is not the time to drop the ball. If the team has been weakened, everyone needs to step up during this time of adjustment.
Connect with others
The worst thing for people going through a time of uncertainty is to feel alone. When we feel alone, we tend to become more pessimistic and may overreact. The office mood will sink even further if everyone tries to “suck it up” on his/her own. When people worry about losing their jobs or get stuck in their grief over the loss of their former colleagues, the level of the stress-related hormones soars in their bodies. A whole host of negative physical and mental effects arise when stress hormones remain high. When people feel connected relationally, however, and receive encouragement from others, their stress hormone levels fall. The connection helps them feel better and the clouds of gloom begin to clear. The second response I recommend, then, is to intentionally reach out to “connect and encourage” your colleagues.
Connecting with coworkers may include taking them out for a meal or coffee or out for a walk. As important as the time and attention is the opportunity to get them to talk about how they’re feeling. Listen closely and try hard to empathize. Our brains are equipped with mirror neurons that allow us to feel what others are feeling. When you feel someone’s negative emotions, it diminishes the pain he or she feels. When you feel someone’s positive emotions, it enhances the joy he or she feels. Also, look for ways to encourage coworkers by complimenting them on their strengths and assuring them they will be fine. Because your coworkers will feel respected by you and recognized for what they do well, it will boost their sense of belonging to the group. And when you connect with and encourage others, you will find you feel better too.
Know and do
Let me forewarn you not to dismiss these recommendations because they sound simplistic. A problem in most organizations today is that people suffer from a knowing-doing gap. They know what needs to be done and yet fail to do it because it requires the expenditure of additional energy until that behavior becomes hardwired into the subconscious parts of their brains. Once they get used to the new behaviors and they are hardwired, they become natural and require less energy and intentional effort.
Create a checklist
To begin, over the next two weeks start every day by creating a checklist of what you have to get done that day to do your job well and include at least one action you are going to take to connect with and encourage a coworker. At the end of each day, review the checklist to see what you accomplished.
You can make a difference and lift the spirits of your coworkers by getting your work done well and taking the initiative to connect and encourage the people around you. If you do this, your team will weather this storm, and the support and encouragement you show one another will make you better equipped for a bright future.

See also:

The Happiness Advantage: The Seven Principles of Positive Psychology that Fuel Success and Performance at Work

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Social media measurement: Avoid the most common mistakes

When I read a book for CausePlanet, one of my favorite tasks is highlighting great quotes or passages that underscore important themes. We call these “keeper quotes.” In Measuring the Networked Nonprofit by Beth Kanter and Katie Paine, there were so many to choose from. Here’s one that made it into our Page to Practice™ book summary:

“The most important thing to remember about measurement tools is that they will do only what you tell them to do. Collecting data is easy, but collecting the right data to answer your questions requires careful planning and appropriate tools. There are currently more than 250 tools that a networked nonprofit can choose from to measure its results.”

Kanter and Paine’s sentiments about measurement planning are paramount. In fact, when I asked them in our author interview about common nonprofit mistakes, the issue was raised again. Join me in learning from the mistakes our authors have observed:

CP: What is the most common mistake nonprofits make when attempting to measure their social media activity?

Kanter: Many nonprofits start with the data collection tools or the data. This is natural because it is way more fun to talk about the tools and collect data than to figure out what works and to really think about what your data means and how to apply it. I’ve decided I want a t-shirt that says, “Spend More Time Thinking About Your Data Than Collecting It!”

Paine: I totally agree with Beth. The worst mistake I’ve ever seen was a nonprofit that called me in to help it define its metrics. At the end of an eight-hour conversation that defined its metrics as increasing messaging and increasing engagement with employees, the staff asked me if the new “platform” – for which it had just written a  -$60,000 check would measure what it intended to measure. I was very familiar with the tool and sadly it did not.

The other big mistake nonprofits make is to not bring their different data streams together. They frequently have member data siloed from web analytics which is further siloed from media results. In fact, it is only when you bring the three together and correlate what tactic has the biggest impact do you get the real insights.

CausePlanet members: Register for our live interview on Monday, December 17 with Kanter and Paine. You can purchase this book at www.josseybass.com or download our summary and interview at the summary store or subscribe to our library of recommended titles.

More book titles about social media

Illustration credit: Rob Cottingham

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