But wiser heads than I, are there to advise. So for the sake of a non-specialist opinion and a memory of a pub conversation here’s my recipe for online campaigns that achieve a step change in the volume of people interacting with a campaign. There’s also a nagging something that this is something an organisation gets one go at, and once they’ve had their big splash it’s much harder to do a second – especially if you relentlessly phone those signups for money – but a different diatribe.
1) Great campaigns – If you’re inspired by your campaign then others will be too. If it has a wow factor, of a 'WTF you did what' moment when you explain it then even better. If it’s focused on some technical EU legislation that you don’t really understand then don’t do it. More importantly you need to be able to explain why someone’s support will actually help achieve change - ideally in under a minute. Big companies do listen to their customers; politicians listen to their constituents but artificial constructs and generic pledges don’t really convince anyone and are much harder work. People powered campaigns are only convincing if the people actually have power to effect change.
If you’re running a big petition campaign and you don’t know what to do with the petition then you’re in trouble. If in doubt ask the people who sign it, what they want to do with it – send it by FedEx, or project it on the side of Sydney opera house. Ideally do several things with it, at key milestones and give people an incentive to tell you what to do next and then to get the numbers to that point. Oh and you can probably cost benefit doing big stunts vs the number of fundraising leads. If in doubt crowd source your campaign plans.
2) Capture the moment – either be reactive or lucky or plan to be reactive. BPs deep water horizon create a storm and the right campaign launching at the same time captured the energy of that storm. Organisations like Avaaz, 38 degrees, Get Up etc , do well at this and are optimised for such ambulance chasing – but anyone can do it. Care 2 and MoveOn do it as a buisness model. But ambulance chasing is a mean description, maybe it’s more like hitching your horse to the bandwagon.
The difficulty is in being reactive, and spotting the opportunity. Tools like ControlShift or Greenpeace X, do a good job of grabbing the space for others to create the opportunity. And I wonder if one can have a couple of campaign packs on standby waiting for the hook and theme. i.e. you desging your innovative digital campaign, stick it in a box, and then open the box when you need it. One could probably do most of the build in anticipation.
3) Unity of focus – in my experience the big numbers come from doing one thing well. And this really does mean one thing, so not a priority with lots of little whippets biting at its heels. But absolute unity of focus. And no you can’t do your rapid response, pet project as well - often as not rapid response is simply the argument for poorly planned, and if it is a rapid respone what are you actually going to achieve or is this simply the need to be seen to do something, to justify the salary.
The old FoE Big Ask campaign had this kind of focus and fro what I understand so did the Argentinan forest law campaign. When the office empties to go out on the streets to collect petitions. When the ED is campaigning next to the volunteers, when every single staff member is working on the one big project and all other output is on hold as the comms channels genuinely reflect the urgency of the situation. Then people pay attention.
4) Cool creative shit – clever new ideas like the Turkish fish game go viral because they’re clever. So giving people the space to surf around, looking for inspiration and then the confidence to build it works. Plan something that creates a buzz, by being buzzworthy. Drowning your talent in day to day Facebook updates, competing campaign meetings, dull legal arguments about risks, and awkward sign off processes doesn’t just clip their wings, it breaks every small bone in their bodies. Let them fly and again do one thing awesomely.
5) Long term capacity building – sometimes the illusion of the moment, and the step change in the numbers of people involved is that an illusion. Cf Kony 2012 or the Obama campaign. After years (usually 2+) of legwork, or building groups, and doing grassroots outreach to build a strong, sustainable network of people the moment comes to deploy that network to magnify the issue 10 fold, and attract new people doing so.
The difficulty comes from building and maintaining that network, which despite what senior management believes is neither easy, nor something that sits on a shelf waiting to be used - we do not have a warehouse full of grassroots activists waiting for the call. If you want a sustained network you have to put the energy in to keep, what is after all a collective of people, sustained.
6) Blind luck – sometimes big numbers just happens. You can plan the above, or do something dull and the story changes, or you’re the last one standing when the media come looking on a dull news day – or the phase of the moon generator is working overdrive, or to be honest to make any of this stuff work you kind of need to just get lucky. Reputations are built on one off successes and often lighting doesn’t strike again.
7) The other stuff – ok buy that lists of leads, spend loads of money on a video you want to go viral, adopt every last celebrity you can find, take on that paid ad on prime time TV. Test your tech and emails to death, try the little ideas and do the best practice – with an eye to list growth as a weekly necessity – what are you doing this week. But don’t expect the great leap forward simply from doing what everyone else is doing – but do this anyway.
So I reckon I've got examples for all of these, and maybe this is to be continued, if I ever get that break from the machinations of management to propose that new vision, instead of doing any work.
