What Do We Mean By "Capacity Building"?
We work on capacity building for organizations seeking to align their organization with the revolution in modern communications. In fact, we think this is so important that it has become a central part of all of our consulting work and this work on capacity gives the best long-term ROI of any activities we can do. But what do we actually mean by capacity building? What does capacity mean in the context of a nonprofit organization?
The Tsunami of Tactical Advice
All of us are overwhelmed every day by articles, blogs posts, slide presentations, emails and workshops that focus on the tactics of communication. Whether it is about image size or frequency of posting on Facebook, or whether Pinterest is worth investing in, or the top donation page design, there is no shortage of information about the latest thinking in digital communications tactics. And while this information is useful —it is not the central difference between those who win online and those who think they could be doing a lot better. It is hard to absorb all that information and rarely do we see the information we need when we most need it. Overlooked in all of this advice is the capacity of organizations to make use of it, to integrate it into their plans and to see the bigger picture about how tactics ladder-up as part of strategy.
When we talk about capacity, we mean PPTC, which stands for People, Process, Technology and Culture.
In order to have the capacity to be effective, you need to align these four areas of your operations. Once aligned you don’t need to sweat the tactics because they naturally flow into the organization through the people paying attention, the continuing improvement in process and the technology you’ve adopted to get the job done.
Let’s look at each of these areas a little more closely:
Having your 20-something office admin who loves SnapChat does not mean you have capacity to succeed with social media. The people who can do a particular body of work are critical and it is almost never one person. Your whole team needs to understand how digital communications is part of a “theory of influence” that moves your issues forward. An important rule of thumb: don’t let front-line staff make business decisions on the fly. Imagine, for example, you have a crisis and this needs to be communicated. The young intern who knows how to use social media would be great to post things and respond to people asking questions — but only if the leadership decided what to say, how to say it and how to navigate the minefields and nuance of the story. Bottom line: When we talk about People and capacity, we mean the whole organization understanding the principles behind these new digital communications tools and being able to give organizational leadership on the approach. And we mean having strong, technically savvy front-line staff able to execute and understand tactical best practices and analytics.
While “rock stars” can have a lot of success with heroic efforts — all nighters, last minute deadlines, a brilliant idea — it does not represent capacity. Capacity is about enabling the same high quality results over and over again. And this consistency of results can’t be achieved without process. Process sets a baseline where we ask the same questions, have check-lists and a well-honed step-by-step approach. The content changes, but the process remains consistent.
The process also has a built-in feedback loop for continual improvement. What worked on this campaign? How can we do better? We ask these questions every day and when we find ways in which the process can get improved, the improvements get incorporated.
Nonprofit communications and operations require technology. Technology is used from the basic — can we answer the phones? — to the complex — can we share data between online and offline donors? Having technology that is aligned with the business goals is an important part of capacity. Sometimes, organizations are spending far too much money on technology that has marginal benefit and not enough on technologies that are core to the long-term vision of success. For example, there is simply no way to treat your donors and constituents as individuals without technology that allows you to monitor, track and be able to respond to them individually. If your content management system doesn’t allow for updating critical content in a timely way, you have a business problem. In the world of dominant digital communications, this technology is critical.
For many consultants, they don’t see culture as a capacity issue, but we do. In fact, we think it’s the most important one. In many ways, the people, process and technology are a prisoner to the organizational culture. A culture that is old-school and slow, timid in its approach to communications, and where employees fear risk and failure will never be a top performer in digital communications. They can hire the best people, publish books of standard operating procedures, and buy top-of-the-line technology and it won’t do them any good. The new initiatives will collapse under the weight of an outdated culture.
Here, we create plans that help organizations:
-Find and train the right people as well as educating people through-out the organization
-Institute continuous improvement processes
- Support and manage the time consuming and sometimes painful process of technology alignment
But how, you might ask, can we influence culture? We’ve given that a lot of thought and field testing. For us, it’s similar to the military counterinsurgency “oil spot” theory. In this approach, the military seeks to hold a small territory, build trust and commitment there, and then build out from those strengths until it encompasses the whole town or society. Similarly, we focus on the design and implementation of strategic projects whose often unstated purpose is to create new pockets of culture inside an organization. Often, we label these projects as experiments, which takes the pressure off of them and allows for a greater range of action. These pockets of new culture energize the organization and become a magnet for people wanting to get involved and other internal investments. The follow-on projects bring the culture change to more people internally and eventually, it’s the tail of the new culture wagging the dog of the old organization.
Culture change also benefits greatly from leadership buy-in and the bully pulpit that encourages a set of new values, such as taking risk and failing fast. But we cannot overstate the challenge of bureaucratic silos, where incentives are aligned against change and cross department projects are the exception. The bottom line is that if you really want to win in digital communications, if you really want to become high performing and raise more money, if you want your cause to be one that people rally around, you have to go headlong into the complex world of organizational culture.
Portions of this blog were cross posted on the See3 blog.
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