Nonprofits and Pinterest: A Tactical Guide

Two weeks ago, Pinterest became the fastest growing website…ever.  I consult with and teach social media for nonprofits and before each semester I try to find a new thing to add to the curriculum.

This semester, Pinterest.

First, what is Pinterest?  I like to say it is the Internet, but curated.  It is essentially a visual bookmarking tool with a social media angle. (WikiHow has a general overview of Pinterest).

It started out to be fairly female dominated but over the last six months men, brands, and a few nonprofits have started migrating over.  So in the mix of everything you need to do as a nonprofit, is pinterest worth your time?  The easy answer is probably yes.

Why?

It really depends on your organization’s ability and need to tell your story.  Pinterest would be perfect for a museum, garden, a humane society.  If you are already using a visual storytelling engine like Tumblr or Flickr, pinterest would be a great and easy tie in.

How?

For detailed examples and a list of 7 ways you can use Pinterest, download the Tactical Guide for Nonprofits, posted on Milston Consulting.

A Global Perspective

Three weeks ago, half of our team was holed up for an international affair. John, Debra, Cara and Tina all put their heads together to provide strategy and facilitation solutions for ChildFund International.

Over the course of a week, they worked with dozens of ChildFund representatives from all around the globe. Sponsorship managers from Germany, Zambia, East Timor and India – 23 countries in all – all touched down in Richmond for a week of strateg ic facilitation.

In 1938, Dr. J. Calvitt Clark originally founded ChildFund as China’s Children’s Fund right here in Richmond. Fast forward to 2012, and the organization has expanded to providing a voice for impoverished children around the world.

Esther James from ChildFund India said the week helped her learn more  about the importance of meshing together with representatives from other ChildFund teams in different countries.

“[ChildFund] is truly a unified global sponsorship team. Cross-learning from the various methods each country functions though keeping the vision/goal as the focus,” she said.

Although ChildFund is an international organization, Floricane's Debra Saneda found that many of the core problems were similar to organizations that Floricane previously worked with.

However, one of the unique challenges for ChildFund International lies in the global make-up of their organization.

“One key takeaway was that the Sponsorship Division is now a global team, with their own vision and their own leader for the first time.  This is a big departure from seeing themselves as a group of dedicated individuals in separate countries doing their own thing,” said Debra.

Davies Chisunka from Zambia noticed the extra planning effort made by the Floricane team, and remarked on the detail and care that our team put into working with ChildFund and how smoothly the entire operation ran as a result of that.

Both our team and ChildFund walked away with new lessons on bettering organizations and working with people from different cultures. More importantly, eyes were opened! Minds were refreshed! And a global perspective was born!

“I've traveled all over Europe, and parts of North Africa and the Middle East, so it was just wonderful spending time with this diverse group. Being able to spend time learning with professionals from such a mix of cultural backgrounds was eye-opening,” said John.

It was evident at the end of the week where we at Floricane really clicked with the ChildFund folks: we both just want to change the world.

“Values Based Leadership” Pinpoints Core Values

As the newest member of Floricane I am still wrapping my head around the culture of the business. From the intriguing jargon of the InSights program to the oft mentioned planto change the world, it is a true deviation from any company for which I've worked. It's a process to adjust to such a different environment, and sometimes I'm not sure I'm gettin' it. Yet, more and more I am sipping the Koolaid and finding it pretty undeniable. Last night at my first Hype Ed event I had my first opportunity to not only sip, but to really gulp down that sweet fruit flavor, and I must admit, the sugar rush was intense!

In his energetic talk entitled, "Values Based Leadership," Tom Epperson (no relation) encouraged a room full of mostly strangers to ask that most basic and meaningful question: Who am I? It was as uncomfortable as it was exciting. The mere proposal of such an inquiry is, for most of us, something left for the solitude of sun wreathed mountain tops or long drives in the company of John Mayer. Yet, with full exuberance, Tom brought us together with this most challenging question.

His approach was to focus on what we defined as our core values. Not the values we show off at dinner parties or impress our in-laws with, but those basic this-is-who-I-am bed rock aspects of ourselves that make us individuals. With practiced vulnerability Tom detailed his own experience in discovering his core values. From his perception of himself as the relaxed surfer dude to the realization he was more of an A-type educator, Tom brought us into his world of self-discovery. Here was the thing John was always talking about: values discovery, creatively facilitated. As Tom's wife, Susan Epperson, illustrated a visual representation of the talk, we were encouraged to share our values with those around us. It was fun, a bit unnerving, and an eye opening experience.

The goal for Tom was to inspire us to use our core values to guide our work, and be leaders for others to do the same. As part of Luck Companies, as I read in his handout, Tom's goal was to ignite our potential, and as I watched the line of folks wishing to thank him after the talk, I imagine he ignited quite a few of us.

This values based thing is something that led me to Floricane, and it's the juice they got runnin' through the pipes at the office. The message is challengingly simple: Figure out what you feel is important, and let it guide everything you do. What Tom made clear was that with the right process we can all reach that place of fulfillment.

As I adjust to Florican'es values-based culture, I see myself wanting to spark the potentials of others everywhere I turn. I want to fill my days with that message, and do work that will inspire people, businesses, and the world.

The Koolaid is tasting better everyday, and I think I'll have another glass.

All The Right Notes

Take Beethoven’s Fifth Symphony, add the personality and passion of the Richmond Symphony’s Music Director Steven Smith, and mix well with leaders and managers from an organization interested in creativity and change. Oh, and don’t forget a splash of design and facilitation support from Floricane.

These are the ingredients for a new collaboration designed to create a powerful and visceral creative experience for organizations and teams.

Participants and performers will sit elbow-to-elbow on stage in the historic Carpenter Theatre at CenterStage during the entire experience. Facilitated discussion about organizational culture and business realities will blend into an appreciative inquiry of classical music and the modern symphony. Beethoven’s Fifth will be put into historic and creative context.

The lights will dim...

The choice of Beethoven’s powerful Fifth is no accident. The Fifth represents a sense of a heroic life struggle, and emerged over four of the most productive years of Beethoven’s career. It’s not a serious leap from there to the intensity of business in transition, or a team of leaders exploring reinvention and change.

The idea of helping a group hear one of the most familiar pieces of music in history in a new way is exciting. Even more exciting is the opportunity of using Beethoven’s Fifth, and the story of its creation, as a metaphor for creativity, challenge and change – and as a vehicle for self-examination for as many as 100 leaders at a time.

At the end of March, the Richmond Symphony and Floricane will facilitate, examine and perform Beethoven’s Fifth Symphony as part of a unique experience for one such organization. We’ll have more details as the date nears, but we can say with some confidence – it’s going to be an intense experience.

Take Beethoven’s Fifth Symphony, add the personality and passion of the Richmond Symphony’s Music Director Steven Smith, and mix well with leaders and managers from an organization interested in creativity and change. Oh, and don’t forget a splash of design and facilitation support from Floricane.

These are the ingredients for a new collaboration designed to create a powerful and visceral creative experience for organizations and teams.

Participants and performers will sit elbow-to-elbow on stage in the historic Carpenter Theatre at CenterStage during the entire experience. Facilitated discussion about organizational culture and business realities will blend into an appreciative inquiry of classical music and the modern symphony. Beethoven’s Fifth will be put into historic and creative context.

The lights will dim...

The choice of Beethoven’s powerful Fifth is no accident. The Fifth represents a sense of a heroic life struggle, and emerged over four of the most productive years of Beethoven’s career. It’s not a serious leap from there to the intensity of business in transition, or a team of leaders exploring reinvention and change.

The idea of helping a group hear one of the most familiar pieces of music in history in a new way is exciting. Even more exciting is the opportunity of using Beethoven’s Fifth, and the story of its creation, as a metaphor for creativity, challenge and change – and as a vehicle for self-examination for as many as 100 leaders at a time.

At the end of March, the Richmond Symphony and Floricane will facilitate, examine and perform Beethoven’s Fifth Symphony as part of a unique experience for one such organization. We’ll have more details as the date nears, but we can say with some confidence – it’s going to be an intense experience.

Playground Perspectives: February 2012

This is the moment I've dreaded in parenting - and one I thought that I could somehow avoid. Yes, I am now the proud father of a princess-obsessed daughter.

As she charges toward her fourth birthday in April, a combination of genetic messaging and unintentional influencing from her preschool community have brought us to a bright, sparkly and pink moment.

The Princess Moment. How serious is her obsession? I brought her to tears one recent night when I made the mistake - while composing and performing the obligatory "Goodnight Song About A Princess" - of having said princess climb a tree and splash in mud. Between tearful sobs, I was alerted to a simple fact: Princesses do not like to get dirty. "But I like to climb trees," I protested. "Dad," she replied, between tearful sniffs, "you can't be a princess."

Playground Perspectives Feb 2012

True to form, Thea's version of being a princess is distinct - combine her love for layering clothes, wrists and neck laden with plastic jewelry, and a bright pink head kerchief, and you've got a much cuter version of Johnny Depp, pirate princess.

On another (though related) note, would you be surprised to discover that our active child loves to dance? She walked out of her first dance class (appropriately named "Dance for the Spirited Child") giddy and excited beyond belief.

From the time she was born, I have reveled in long moments of spinning and dancing around the kitchen with our wee (no longer) girl in my arms. We have gone through Ella Fitzgerald, the Clash, Fugazi, ABBA, the Waterboys, Pavement and more. It is a delight to see the same joy on her face as she discovers movement and her body on her own terms.

There are lessons here about change, about influence, and about acceptance. There are opportunities - always, always - to stop and ask myself the most important of questions, like "What's my role in this relationship right now?" and "Is this about Thea, or about me?" Especially that last one.

As Thea continues to step out into the world, and through the many iterations of self that she will embrace on her journey, it will be increasingly important to know when to intercede, or influence, or advise, or get out of the way. While I'm at it, I'll try hard to hit the pause button occasionally and make sure my best parenting moments are about her success, not my own.

Letter from John: February 2012

Exactly 12 years ago, I took my first, my second, and my third yoga class - one right after the other.

The first two classes were disasters, which said as much about me as the instructors; I had spent too much of my life moving to be still, and not enough time understanding the relationship between my mind, body and spirit.

And then I found Kelly Trask, and a home for my practice. Kelly taught me to slow down, and to connect with aspects of my self that had become invisible in the rush of day-to-day.

For six years, I was a weekly participant in Kelly's trave ling yoga classes as they moved through studio spaces in the Fan, Oregon Hill, Downtown and Shockoe Bottom. My practice centered me through divorce and death.

A new marriage, a tough pregnancy, an active baby, and a new business all colluded to push yoga to the bottom of my priorities.

Last month, I returned to my practice. I sat cross-legged on a mat in a Shockoe Bottom studio with my eyes closed, my spine extended.

As Kelly instructed the class to focus on our breath, to gently disengage from the day, and to explore the natural tension between our breathing and our posture, I realized how much I had missed my practice - and how similar our work at Floricane is to the practice of yoga.

That was reflected back to me two days later during a strategic planning session. Our clients were growing uncomfortable with ambiguity; they were hungry for concrete, actionable results. They told us as much.

"Notice what your body is telling you," Kelly says. "Breathe into the tension."

We listened. And we let the tension remain in the room, even as we quietly redirected our approach for the afternoon.

"Respect your body," Kelly says. "Adjust your posture and your practice in response."

During a break, two participants took me aside. "We were just talking about how valuable this process has been for this group," they said. "Taking time to slow down and step out of the game, to reflect on the long-term, is so important for us to do."

"Lengthen your spine," Kelly says. "Deepen your breathing, and let your thoughts slow and focus on the here and now."

Helping organizations slow down and listen deeply is an important part of our work at Floricane. But it's not the only part.

Like good yoga practice, our best work helps organizations slow and center, strengthen and stretch - it takes them into surprising, sometimes challenging, postures. In doing so, it often reminds them that our organizations, like our bodies, need our constant attention.

Fables of the Reconstruction

We’re rebuilding our approach to strategic planning. Call it our 37 Signals play – or just call it strategic.

The folks at 37 Signals, recently decided against upgrading their premiere web-based collaboration tool for a third time. They decided to rebuild it from the groundup.

“About a year ago, we began discussing how we might improve our best-selling product,” 37 Signals president Jason Fried wrote in a recent issue of Inc. “The more we talked, the more it became clear that the only way to significantly improve Basecamp was to start over.”

We’re not quite there, but John, Sarah and Tina are spending the next several months actively rebuilding our strategic planning process.

An influx of strategic plans over the winter has kept a portion of the Floricane team moving at a sprint. Between laps, we’ve discovered gaps in our process, and opportunities to better engage our clients in our work. In the past, we’d tinker and adjust. Not this year.

Polishing around the edges or procrastination aren’t part of our agenda for 2012. That serves no one’s interests – particularly not those of our next 30 strategic planning clients. We’d rather take one or two key lessons from our first 30 strategic plans, and reinvent.

And so during the first part of March, we’re sequestering ourselves away to do a little Strategic Replanning. We anticipate introducing a more robust strategic process this spring. It’s going to be more adaptable, and much more dynamic – and it will allow our team to be more effective using a process that allows our new clients more flexibility.

We think your organization is going to like it.

Letter from John: January 2012

Our team is alternately excited and astounded by the emerging landscape that stretches ahead of us in 2012. It's the 21st Century version of loading everything you own into a wagon and joining your neighbors on a westward migration.

Collaboration will be the appropriately overusedterm of the year at Floricane. There is almost nothing visible on our business horizon that doesn't involve a clear and exciting partnership with other organizations.

• We are at the beginning of a fascinating conversation with the Richmond Times-Dispatch about how to turn extra r eal estate into an active business laboratory that drives new ways of thinking and working downtown.
• Thanks to a willingness to engage in an exploration of possibility, the Richmond Symphony is actively working with us to develop a new concept at the intersection of music, composition and organizational culture. A large leadership group from HCA will be among the first to experience this new way of exploring organizational culture and change this spring.
•     A group of 20 pioneering young professionals, including our own Sarah Milston, are set to begin work in the Greater Richmond Chamber's new Leadership Lab, a collaborative venture with Luck Companies and Floricane. It's exciting to see Luck's decade-old investment in transformational leadership go public.
• We're getting the old band back together, and adding a horn section. One among many projects we're tackling in 2012 related to the I.e.* innovation effort: a forward-leaning series exploring the history of innovation and change in Richmond. Floricane will be joined by the Valentine Richmond History Center, the Library of Virginia and other leading history organizations to shape and deliver this cool program this spring.

Those are just four of a growing handful of collaborative spaces we're entering in the coming year. We're increasingly embracing the old-fashioned idea that many hands make light work, and responding in new ways to a continuously changing business landscape. It's what we've been preaching to our clients for three years running.

We're certainly not standing still. New clients, new projects and new teammates form the foundation for the new year, and all of those demand new approaches to our work.

If you are working with Floricane in 2012, I hope you will actively experience what we've been working toward for more than a year -- a genuine team approach to helping your organization bear new fruit. My challenge in this new space is to let a core group of exceptional performers move into position and apply their unique talents in our work. Scary, gratifying stuff -- and more of what we've been preaching for a while now!

So, welcome to 2012, where collaboration is the new black, and Floricane begins to actively operate like a new business. Here's where our strategy meets reality, and the journey begins anew.