How embracing possibility and enrolment leads to better campaigns

Recently I’ve been listening to Seth Godin’s excellent Akimbo podcast on enrolment and possibility. And these two concepts are so valuable when you’re thinking about new campaigns, products and content.

The crux is, to change culture, to find your core believers who will support a campaign or use a new product, you need two things. Possibility, how you sell the potential to have impact and change the culture, and enrolment: the system to facilitate buy in and to take people on that journey.

Why are these important?

Going beyond the same-old, same-old

They’re important because all too often we forget about what we are really trying to achieve through our campaign or with our product and so we fall into habitual behaviour: we focus on employing the same old tactics that we have used before and are expected to do now.

As a result our campaigns and our products are not as effective as they should be.

For example, let’s pretend we are launching a new online campaign.

(And a quick note: I’m going to use “campaigns” from hereon in, but a lot of this is applicable to thinking about new products too.)

If we’ve done online campaigning before we might think it’s a good idea to daisy-chain calls to action together (“sign this pledge”, then “thanks for signing the pledge, now can you share the campaign on Twitter?”, then “thanks again, now how about signing up for our mailing list?” and so on).

By why are we doing this? And if we are going to offer different levels of participation – because that’s what we are doing – what’s the best way of doing it?

Moreover, how can we treat people who participate respectfully, and not repeat the same old tactics that are done to supporters by so many other campaigns?

Now is a good time to think about possibility and enrolment. By doing so we can refresh our attitudes and be more effective in our ways of connecting with people and mobilising change.


Possibility is the potential you have, your campaign has, to bring about real change.

Of the two concepts, possibility is the simplest to consider.

And of the two concepts, possibility is more important than enrolment because no matter how easy it is to take part in your campaign it won’t matter if it seems like the end change is an impossible one to achieve.

So ask yourself:

  • How might your campaign and the messaging around it sell the idea of possibility?
  • How might it evidence what is possible?
  • And how might the campaign make the possibility seem attainable?
    Because (and this is a glib example), a campaign that aims to “end world poverty” feels like it is overreaching. But a campaign that aims to, say, put a new kind of safety net in place “to help prevent vulnerable people from falling into inescapable poverty”? Well, that sounds like it might be possible. It’s a future that we can visualise and a campaign that we can back.
  • how might your campaign convey the increasing possibility of success as the campaign unfolds and people take part?
    In other words, how might it ratchet up its own chance of success?

If you can think about these questions when formulating your campaign, and if you can consider them when you’re crafting the language around it, then you can make sure you’re building possibility into your campaign for your audiences.


If possibility is the most important, enrolment is the most difficult to get working effectively. But done right it can be your engine to deliver the possible.

In short… how can people get started? How might the system you create facilitate their participation? How might the system you build help people deliver the possible in an engaged and active way?

This is why the idea of enrolment is so important. To be enrolled means to be an active, contributing part of the system. Enrolment is a way better analogy than sign up. Sign up is passive. Sign up is ‘take my email and maybe I will do something with your newsletters and updates’.

Showing up and doing the work

Enrolment recognises people’s role in the change they want to bring. It rewards commitment and effort and encourages being part of an active community.

And if you think the word ‘enrolment’ evokes college learning and working together: that’s the point.

At its heart, enrolment is about connecting people.

Let’s take an example.

LendWithCare is a fantastic campaign that gets people micro lending to small, local entrepreneurs in the global south. You can lend people £5 to help them start a new brick oven, to buy a new market stand, to purchase a motorbike to increase their distribution, etc.

You can browse who to support, see their photos and read their life and business stories. You get updates on the progression of their repayments. And when they have repaid you you get your money back, ready to reinvest with another person.

It’s fantastic in connecting you to those you are supporting.

And it connects you to others like you. You can create groups of lenders and come together to back people you believe in. You can gift LWC vouchers to get friends and family lending (which is the start of some great person-to-person conversations about the campaign and its possibility) and the LWC team are always present and on hand to chat.

As a result, the people who support LendWithCare are a fantastically enrolled and passionate bunch. The team at LWC could run a ‘what shall we do next’ event next week and they would have a room packed full of supporters, many of whom would have gladly travelled far to contribute their advice.

Give supporters the value they expect from their involvement

Which brings me to my final point about why people support campaigns.

We must recognise that when people contribute to a campaign, even if it’s a charitable one, they rarely contribute freely.

People usually give because on some level they expect to get value back. Deep down it’s worth more to them to give than not to give. This is true whether they are making a pledge, giving time or donating £100.

The value they receive from giving is emotional, spiritual or social.

Value comes through storytelling

And the value returned comes via the story they tell themselves about their own contribution. About their impact on the world and their personal role in delivering the possibility.

If you’re struggling to see what I mean, think about the LendWithCare supporters and the stories they must proudly tell themselves (and those around them) about how they’ve helped people in developing countries grow their own businesses and build their own livelihoods. This is worth so much more than their £5 loan.

So, as campaigners, we have an obligation to recognise that supporters who give us their time or money hope for something in return, and that this is perfectly fine, normal human behaviour.

Going beyond the daisy-chain

Which brings us back to the idea of daisy-chaining calls-to-action.

It’s not enough to just escalate calls to action. It’s not enough to just say thank you in the web browser, and gradually feed supporters towards subscribing to your email list. What story can they tell themselves and others about that?

So be kind. Give them the value they seek. Whatever type of campaign you are running, ask yourself:

  • How might the system we are building give supporters the emotional, spiritual, or social value they seek?
  • How might it help them to tell the best possible story about their own involvement?
  • And most of all, how might the campaign help supporters to be enrolled, to reward their contributions, to actively connect with others and deliver a change that’s possible?

How to run effective Design Sprint workshops

Recently I’ve been lucky to run a range of design and product workshops with Outlandish, the worker-owned tech agency. It’s something I love doing. From 5 day Design Sprints based on the Google Ventures handbook approach, to one day MVP planning, design sprint-in-a-day sessions and more.

Through this there are a few simple techniques that I’ve come to appreciate that can significantly improve the experience of those in the room and the output of the day.

Some of these have already been recommended by Jake Knapp, John Zeratsky and Braden Kowitz in their book Design Sprint. I reiterate them here because, when you’re reading the book prior to running your first sprint, it’s easy for their importance to be overlooked.

Others have been learnt the hard way or developed with input from Outlandish colleagues.

Okay, in no particular order, here we go:

If you say sketch, then sketch

In a design sprint there is a lot of sketching. There needs to be. However some people don’t feel comfortable sketching because they’re worried about presenting their drawing skills to their peers. Also they’re concerned they can’t capture what’s in their head.

They will want to write their ideas instead.

But you should avoid your participants writing instead of sketching at all costs.

A written response feels clear and complete. But the beauty of sketching is that it IS crude and unfinished.

A sketch invites more contribution and engagement. It leaves space for the idea to be explained by its drawer and interpreted or elaborated upon by the listener. Because of the space around a sketch the potential feels larger, and more gets opportunities are seen within it.

Sketches, crude flowcharts, stickmen – these are all fine. But written responses should be discouraged.

Reassure your participants that no-one is judging, we are seeking to be inspired. Use the explanation above if need be. Explain why sketching is so important.

Make them stand

There’s something about tables that puts lead in people’s butts and makes them want to sit. This is murder for a collaborative process.

Keep the space more space than table. Give plenty of room around the whiteboards.

Take as many tables out as you can. Leave enough for people to sit at and make notes, but ensure that it’s light on tables. Even a little cramped. People will feel inclined to get up and out of their seat.

Equally, direct them. Don’t be afraid to explicitly ask people to stand up. Ideally before explaining the rest of the activity instructions.

Tell them directly: “Okay, for this next activity I need everyone out of their seats. So, please stand.

“What we’re all going to do is take one sticky note, write on it a user type, and post it on the board. And we’re going to do that for as many user types as we can think of for the next 2 minutes.”

And know where to stand during their feedback

As the facilitator and someone who’ll probably doing the majority of the speaking during the session, attendees feel naturally inclined to address any feedback to you. Be aware of this. They need to be feeding back to their peers, not ‘reporting to teacher’.

So when people are feeding back, try to stand in the midst of the group. Even better, stand behind them, so others are between you and the person at the board explaining their work. This way eye contact is made with their peers, group engagement happens and feedback is taken board.

Two people standing, drawing designs on a board.

Be aware of the power in the room

The main client has a lot of power. They’re probably an important decision maker too and it’s important that they’re invested and involved.

However they’ve got a team with them, and some of them in that team have a very different status. The intern. The assistant. The new hire. The student help. And the reality is they’re likely to have just as valid input.

It’s probably imperative, in fact, that new thinking is required on this project – and perhaps even they’re closer to the product’s target user than the CEO.

However it’s easy for the CEO to have a louder voice and the intern to be excluded. So, ensure that everyone is given full chance to speak and participant. And make sure that the intern, the assistant don’t just get a turn at the end of an activity, after everyone else has spoken and now the clock is ticking to move on. But rather, mix them up. Mix everyone’s turn to speak up.

As an aside: Outlandish, where I spend much of my time these days, uses a consent-based decision making process on their projects called sociocracy. Using it in design sprints is a great way to help level the playing field. They offer training in how to apply sociocracy in your own work here.

Make those sticky notes work for everyone

There’s a reason why sticky notes are sticky, and that is so they can be unstuck. And moved.

The process of design requires that people form associations and take action.

Writing notes and sticking them to a wall allows us to immerse ourselves in the chaos of information. Our brains kick in and try to form associations, and soon enough we find ourselves making connections and spotting common themes.

Moving the notes and resticking them elsewhere allows us to spark ideas and conversation, and so on.

If an activity requires sticky notes (e.g. for an idea generation activity, or capturing insights and research), make sure that they go on sticky notes. And insist on one idea or insight per note. Then get them up on the wall.

Really, do push your team to do this. They’ll find it unusual at first, and you’ll need to guard against over-talking and discussion of the notes as they’re created, but soon they’ll see the value of doing this.

A woman looks at a wall in the street, covered with sticky notes

Use the board to cut down discussion

A simple yet effective trick: partition a slice of your board off at the start. Draw a line to make a column to one side of your board.

This is your park board.

Here you’re going to park any questions that are taking up too much time.

In my experience they’re usually questions about what-ifs. I.e. other things that the project may or may not need to connect with in the future and how this challenge might be resolved; what other stakeholders who are absent might say; and risks.

Although these can’t be resolved in the room right now, you will find that one or more people will start discussing it like it’s part of the output of the day. It isn’t

I like to capture these things as questions, and refer back to them in the Design Sprint How Might We…? session, if you’re running one.

And when the day is over, you should also refer back to the park board to see if any of the issues and questions parked are still valid and actionable after the sprint.

You can also use the park board to list vocabulary that your team might be unfamiliar with, key dates, or other headline insights, and so use it to reduce the cognitive load on your participants.

Show the running order

Let’s think about the setup for a minute.

In the Design Sprint book Jake Knapp recommends showing the agenda at the start of the day, indicating all the different stages and activities you’ll be running.

There is something so fundamental about doing this, but it’s easily forgotten as you strive to get everyone settled and to get going.

Sure you can just launch into the day and try to take people on a creative journey, but attendees derive confidence in you if they know there is a grand plan. That things are heading in a certain direction – even if they don’t understand what the items on the running order mean or what they’re going to be doing.

Showing a topline running order means they relax. They give themselves over more to the activity. And your day just got a lot easier.

Ask permission

Another simple win. After the introductions and showing the order, check the understanding of your guests. Then, explain your role and the desired outcome of the day.

Finally, ask your attendees to allow you to lead. That’s all. Just ask your attendees something along the lines of “if I have your permission, I will be running through these activities and taking us towards this goal. How does that sound?”

They will say it sounds good – yes, you have their permission. And of course they’ll say this. But in this moment there is a transaction that takes place and trust is imparted to you.

Speak less

It’s scary to speak to a room, to lead a workshop. There is the fear that you won’t be understood. You feel a pressure to fill the air and over-explain. You feel that people expect you to have all the answers.

But that’s not true. It’s mostly in your head.

So breathe. Take a moment before you speak. Talk a little slower than you usually might in a conversational setting. Actively listen to yourself as you talk.

And when you’ve said what you have to say, lean into the pause. Leave it hanging in the room.

Generally your attendees will want to help you or rise to your challenges.

And as for questions: recognise that you don’t need to have the answers. If someone asks a question, open it to the room. You are there to help the day run beautifully and the attendees to be as productive as they can be.

When you do these things, you pay more attention to what you’re saying. You see where your tongue is taking you and how to finish the idea you’re halfway expressing.

Prepare. Prepare prepare prepare…

And finally, preparation is key.

When I was teaching English, I liked to have a running order, by the minute. For example, prior to running a class I’d make notes like this.:

  • 3 minutes – warm-up activity the ‘eee’ and ‘i’ game
  • 5 minutes – write past-perfect example sentence; elicit other examples; elicit grammar points
  • 15 minutes – set questions
  • 5 minutes – check answers and understanding
  • … etc

At every step I would also prepare what I needed say, almost like a script.

And I do the same thing with running workshops.

However I know that we will probably stray from this. I know that I can’t keep referring to the running order every few mins – it’s impossible. I accept that I will get sidetracked, or I’ll forget something.

But that’s okay, because the act of preparing helps me really get comfortable with the activities and feel relaxed. And in the room, it helps me have a better awareness of time.

So there you are! A few tips to help you run sessions. Hope they’re of use 😉


Update vs. innovate – knowing when is best for your company

What version of operating system does your phone run? Is it the latest? If not, do you even care?

The change in life that an upgrade makes, is it even still noticeable? Compare that to how it felt when you first bought a smartphone. Or your first car?

The impact of successful products

As a product actually develops from idea to reality, the potential directions it could go in rapidly narrow. The potentialities evaporate as decisions have to be made and things start to be laid in place. Once build begins, the cruft – the assorted debris, the complexities, leftovers and impacts of design and build choices – increases.

Gradually it becomes harder and harder to improve upon the product, and the effort required to continue to develop new features or apply improvements increases.

Meanwhile, something worse is happening.

The addressable market for your product is shrinking. Or because I like to focus on people rather than market numbers, I prefer to phrase it another way: the potential emotional value that your product supplies is shrinking.

The product value / product development trade off

The users whose pain point you solved with the launch of your MVP and first few iterations, are still around, but their scale of problem has reduced. You’ve (hopefully) already addressed it somewhat and provided some level of solution.

And therefore the emotional value that updates to your product can deliver is steadily shrinking too.

Gradually, the effort to update your product is going to greatly outweigh the emotional value updates can bring.

So what’s to be done?

Innovating whilst managing expectations

As CEOs of product based businesses, you should be looking to diversify and innovate. Find new problems and deliver solutions.

As Product Owners, you should keep updating your roadmap but beware of the diminishing returns that your product is likely to deliver. Feed this up.

And don’t feel bad! Feel good for every bit of value delivered in this increasingly complex situation.

As suppliers and agencies building products, you’re in a difficult position.

On the one hand you’re trusted to improve a product on behalf of a client. On the other hand, you are at risk of being viewed increasingly unfavourably over time (quietly, unfairly blamed?) as your work fails to bring the same returns as those early, giddily successful releases.

The best approach for you is to be open and supportive of your client. Highlight the diminishing returns they will eventually face. Help them avoid the risk of ossifying, losing out to new, smaller, focused products whose teams can move faster and deliver more emotional value than your clients 18th update can.

Encourage your clients to diversify, look for new emotional problems and product opportunities, and work with them to ideate and build these new products.


How AI will change the game for digital campaigners

Are you a digital campaigner? Are you keeping an eye on how evolving tech will impact on advocacy and campaigning?

Well you should, and especially if you use email campaigns. Because advances in tech mean that organisations that run supporter-driven mass email campaigns – especially those that send email to MPs, candidates and other political ‘targets’ – could soon find their efforts going to waste.

The case for change:

Evidence A:

At a recent digital campaigning forum, a member of one political party mentioned that major political parties are increasingly using filters to detect and automate replies to emails that come in via mass supporter-mobilisation campaigns.
Basically, they are employing tools that detect recurring email subject lines or body content and then using this to automatically send appropriate replies.

Evidence B:

This agenda for a recent hackathon:

This summer, The Fourth Group will host a Politician AI Hackathon to see how we can automate tasks politicians are expected to do. These tasks include: Understanding voters’ preferences; writing speeches; making strategic decisions in regards to policy proposals, and; addressing problems faced by constituents.

AI and its impact on email campaigns

Together these demonstrate that we’re only a small step away from AI and natural language processing being used to detect the subject matter of emails and issue appropriate responses on a MP / candidate’s behalf. The system could be choosing from a bank of preformed response templates, or even writing sections of replies directly.

This automation means MPs and their offices will be personally engaging with these emails (and by extension their constituents’ concerns) less.

And therefore taking action less.

Of course, in this scenario MPs’ offices may also soon be using data dashboards that show the public’s key areas of concern based on the numbers of emails received and grouped by topic.

But the empathy and emotional response that comes from directly reading a message from a concerned constituent, or the unease which comes from being on the receiving end of a deluge of angry emails, will cease to exist.

And perhaps even worse, it is the more ‘fringe’ and less emailed-about issues – which won’t have response-flows set up for them – that are likely to escape the system into the real world, be read by a human, and start a chain of cause-and-effect that will in some form result in some level of emotional engagement and action.

This is a big deal. Not just for anyone who wants to communicate with their MP, but especially for organisations that rely on mobilising its supporters to take part email campaigns.

So what should digital campaigners do?

Digital campaigner? Change your attitude

When it comes to setting up email campaigns, we could get involved in a war of attrition, increasingly varying subject lines and body content to get past increasingly sophisticated automated detection and replies.


The weakness of mass email campaigns isn’t their uniformity of content. It’s their uniformity of value to the recipient. The 51st templated email received by an MP is the same as the 50th, which is the same as the 49th, the 48th and so on. It offers nothing new.

To get beyond this, stop thinking of MPs and candidates as ‘campaign targets’ to be assaulted with repetitive communication. Treat them as another audience. Even better, think of them as some of your most potentially influential supporters.

Give them something of value. Give them something they can use.

Don’t just hassle them to pledge; give them a press release that they can send to content publishers.

Don’t just bombard them with templated supporter emails; ensure every email has a unique piece of data they can employ.

Ditch the mass emails altogether, and instead ask your supporters to come together to pool data or opinions. Use this to create a unique, valuable package and then give this to MPs and candidates.

Give them a suite of assets.

Give them content for a tweet.

Give them quotes.

Give them imagery.

Give them something that they can stand up and present with. That they can ask a parliamentary question with. That they can use as they try to make their first impressions in a new parliament.

The outcome could be an MP getting on board with your campaign’s goals. It could see them referencing your stats in a TV interview, employing a visual with your organisational branding, or even just generally better-respecting your organisation and its mission.

And, of course, it maintains a human relationship with those in political power, which in these times is an increasingly valuable commodity.

Image: Creative Commons

artificial-intelligence-503593_1920 by Many Wonderful Artists


Have online payments just got one step closer for Myanmar’s digital startups?

Fantastic news this month for Myanmar’s startups and entrepreneurs: The Central Bank of Myanmar has finally removed restrictions on the use of domestically issued Visa cards.

But what does this mean for startups?

Until recently, domestically issued cards couldn’t be used for purchases within the country. This meant that anyone who held a card could only use it to make payments overseas, or through overseas-based online platforms. (On top of this, if you were using one of the pre-paid cards, you often faced the situation of reaching a checkout page only to find that a pre-paid card wouldn’t be accepted, and all your previous form-filling efforts were for naught.)

In a country where internet access has gone from 2 million to an estimated 39 million in just 3 years, over half of Facebook’s Myanmar 15+million users joined in the last 6 months, and mobile phone penetration has equally zipped up from 6% to a (possibly disputed) 90% since 2012, this was a major problem for startups looking at generating online revenue.

Non card-based payment channels for Myanmar digital startups

As a solution, for revenue many online startups relied on cash-in-hand payments, such as handing cash to delivery drivers or payments made in person direct to business representatives (esp. in the case B2B businesses).

Some (including myself) have also experimented with revenue models that rely on transferring phone credit – a complicated scenario when factoring in the three (soon to be four) different, incompatible operators. Others still have relied on printing their own scratch card vouchers which are stocked by local partners and redeemed online or by phone (actually, this can be quite a good solution when you consider the low cost of printing, low financial literacy and the cash based economy).

These recently announced changes herald a new era where online payments are increasingly possible and revenue at last flows directly from individual customers to startups via online payment gateways.

Slow or fast? The adoption of a digital economy in Myanmar

However, it’s not the answer to the startup entrepreneur’s prayers just yet: we must accept that true change will take time.

Like others, I’ve been excited to see the appearance of ATMs around Yangon in the past year, but the card-carrying culture is not yet established. The country still only has an estimated 1,500 ATMS for a population of 54million. That’s 1 ATM for every 36,000 people. Meanwhile neighbouring Vietnam has a much healthier ratio of 1 ATM for every 5,200 people.

On top of this, cash is in Myanmar is something special. Of course physical currency everywhere is something tangible and known, however within Myanmar it is also associated with mighty levels of distrust, trust and authenticity.

The Myanmar Kyat – emerging from a turbulent history

Myanmar’s Kyat has gone through two horrendous currency demonetisations in recent years – the 1987 demonetisation of a range of notes without warning or compensation made 75% of the currency worthless overnight. The Kyat does not feel inherently stable.

Additionally, as Myanmar returns to the world stage, Myanmar people are eager to help restore the previously-hobbled country to the powerful economic status it once enjoyed and deserves.

Could these be push factors that encourage an explosion in card uptake and which fuel a growth in Myanmar’s digital economy, to mirror that of smartphones and internet penetration?

And yet, and yet… go into any Myanmar bank today and you will see people withdrawing bricks upon bricks of notes. And, where they are collecting US dollars, still inspecting each and every note with a close eye, ready to reject them upon detecting the slightest blemish. This is despite these notes being handed to them by the bank itself, and in blatant rejection of recent decrees that it is no longer acceptable to refuse blemished dollars.

With so much energy and scrutiny going into the printed currency, can we imagine that Myanmar’s people will so readily embrace the opaque world of cards and digital transactions?

So, how should startups view the opportunities in Myanmar’s digital economy?

We must lean to the optimistic; online card payments are the future, but will be just one amongst multiple payment mechanisms.

The case for card payments:

Despite the Kyat’s turbulent history, and despite the physical comfort of cash-in-hand, there is an internal, undeniable drive to restore Myanmar to the world stage that is remarkable in its pressure. This will quickly overcome caution and reticence about cards and card payments.

Plus, significant numbers of Myanmar’s digital startup entrepreneurs have experience working or studying overseas, and are looking to opportunities in their country of birth. Returning to Myanmar, integrating online payment gateways into their platforms is a normal practice to them, and these digital entrepreneurs will help drive a wider uptake of cards and online transactions.

So startups that begin building for and strategizing for online payments now will be in pole-position as card uptake soars. Those that don’t will be quickly left behind.

Support card payment with other payment channels

However, to succeed into the immediate future, startups should a) provide Myanmar’s citizens as much support and transparency as possible to encourage online card payments; and importantly b) remember to still invest in other payment channels.

ATM rollout – and therefore card uptake – isn’t going to be instantaneous in a country the size, geography and economy of Myanmar. Meanwhile, competition between the Telcos is going to become increasingly fierce and in an attempt to solidify their market shares it is only a matter of time handling fees are cut and deals are struck that allow transfers of credit between different operators. Such moves will advance mobile payments in a significant way.

In short: The future looks good. Startups should build strategies and channels for accepting card payments in Myanmar now, but also recognise that payments via phone credit is going to increasingly become another viable channel. Both must be explored and accounted for.

What do you think about Visa’s announcement, and about how to handle online payments in Myanmar? Let us know in the comments!


How to cover live events on social media (part 3)

Welcome to Part 3!

Head over to Part 1 if you want to read about Setup and Team Management for your live social media coverage.

Or jump into Part 2 to read about your tools and social media workflow.

Prep – how to get ready to cover your event

Vitally important! With some thought gone into your workflow, you need to start getting ready for your event a few days in advance!

1. Get everyone’s Twitter handles & job titles

Speakers, panellists, attendees from your own organisation – get their handles and job titles, put them in a spreadsheet or text doc.

Now whenever you’re writing tweets, it’s easy to flip back to this doc as a reference, and to cut and paste their correct handles in.

Share this with your team! And if you’re using Slack, pin it as an important document in your team’s channel. Now everyone has it to hand!

Don’t forget to share it with any delegates from your organisation too!


2. Get the event running list

Obvious, really. Again, pin it in Slack.


3. Get the speeches a day beforehand & prep messaging early

Members of your organisation giving any speeches?

  1. Get the text of their speeches in advance. It doesn’t matter if it’s going to be tweaked a little more after they send it.
  2. Now cut the speech into tweetable quotes.
  3. Again, even if they differ from these on the day, it’s a moment’s work to edit them and post them live. You’re in the business of saving yourself seconds here!
  4. If you’re using Sprout, set the Queue times, starting at a point in the future (e.g. later tonight). Now when you’ve cut the speech into tweets and drafted them in Sprout, you can just click to Queue them, rather than save them as drafts.Why do this? Well, it keeps this content separate from the other content your team are writing and saving in the Drafts folder.Just don’t forget: at the end of the session, clear your Queue of any unused content otherwise it WILL be published!

Tools you need:

  • Sprout Social to save the draft tweets / queue up content
  • Some way of listening live to the speech so you can publish at the right time.
    If you can’t access a live stream, agree with a Content Gatherer that they should attend the session, listen, tweak the tweets and press publish


4. Craft reusable visual assets in advance

You’ll want to vary the content you’re sending out so it’s visually appealing and not a list of text heavy he-said-she-said quotes.  So invest some time and energy now in creating some image templates you can use with your tweets.

Useful options include:

  1. Speaker headshots with room for quotes – contact the event organiser to supply photos of the key speakers and panellists
  2. Generic image of event
  3. Generic image of panel / session / day info
  4. ‘Coming up’ image assets, with individual panel or session info

For all of these, you should of course make sure you include the event / your organisation branding and hashtag.


5. Create some blank templates, for unexpected content opportunities

If you’re doing your own graphic design then this is paramount. However, it’s also incredibly important if you usually use an external agency or designer to create your visual assets.

Basically during your event it’s guaranteed that a moment will come when a great photo comes in and you urgently need to post it.

You could just post it, sure, but the simple addition of your brand logo / messaging in the corner will really enhance your content and reinforce your presence.


  1. get hold of your brand logo files (.png with transparency, Illustrator or Photoshop)
  2. create new PSD files in the right social media sizes
  3. and arrange your brand logos / messaging in one corner as a new layer
  4. lock it in place

Now voila! When your Content Gatherer sends a great shot of the Prime Minister pausing to chat to your CEO in front of your event poster, you can whip open that template, drop in that image, brand, export and publish it in seconds!

Tools you need:

  • Photoshop – create some PSDs in the right sizes for your social channels
  • Canva – “amazingly simple graphic design software” online. And it is too! Create an attractive and social media consistent template (you can use the professionally looking example layouts as a start) and drag and drop in your assets. Done!
  • Landscape – “streamlined image resizing”, also by Sprout Social. You can’t add logos, but you CAN just select your target social media channel(s), upload an image, and crop and download it in the right sizes for Twitter, Facebook, Instagram etc


6. Communicate activity in advance & explain the running order

Don’t forget, if you’re going to be deluging your followers with tweets and content from an event, you’ll want to remind them in advance – at least a few times – that tomorrow you’re going to be tweeting live.

Equally, make sure that those people who are actively following you during the event know exactly what’s going when. Set the scene. Give them timings and cues.

“Tomorrow we will be tweeting live from Music Impact 2017! Follow us for … ”

“Coming up next, the Artist Copyright session on….”

“The panel are now accepting questions from the audience.”

“Final question: What do the panel think about…”

“That’s the end of our session on Artist Copyright. We’ll be publishing our analysis in the next few hours, over at…”

“We’re breaking for lunch for an hour here. Tune in at 2.30pm for…”

“And that brings Day 1 to a close! Great sessions on …. And tomorrow promises ….”

“We’ve curated some of the best tweets from today, here….”


The wrap up

Event running over a few days? Be tidy!

You made it this far! Great. Now, when your day comes to an end you’re going to be tired and wanting a serious wind down (beers with the team will sound good). But at the end of the day, this is probably the only chance you’re going to get to prep for tomorrow.

It’s time for some super important chores.

Clear out your draft content

Purge your Sprout drafts! Cull the tweet ideas saved in that doc! Be ruthless! If something wasn’t good enough to use today, don’t leave it to clutter up your draft content and your thinking tomorrow.

Because when tomorrow comes, you’ll probably have no time or headspace to even remember what you were trying to say the day before, and the drafts from the day before WILL confuse you and your team and slow up your flow.

Tidy up the assets

Prune duds, sort and organise your folders. Apply a naming convention to your files. Tomorrow you’re going to be awash with content again, so 5 minutes renaming and filing content now means you’ll be faster and more efficient tomorrow.


Now you can relax. Great job! Wind down. Think about what you’d like to try out tomorrow…

(What’s that? This was a one day event? Lucky you! Now don’t forget to get those tablets back from your Content Gatherers, and log out of everything you installed – even delete the apps entirely! You don’t want to leave your social media channels wide open!)


What did we miss?

Every event is different and every event rewards you with new experience and tips. So what’s missing in this guide? Let us know in the comments!


How to cover live events on social media (part 2)

Welcome to Part 2! Head over to Part 1 if you want to read about Setup and Team Management for your live social media coverage.

Your social media team kit


The Content Manager is going to need a computer with a mouse. If this is you, you could theoretically just use a tablet, but the speed at which you’re going to be working along with the other software you need access to (e.g. Photoshop) mean you really do need the flexibility of a computer and mouse.

Tablets, not phones

Tablets go to the Content Gatherer(s).

Don’t be tempted to allow the people doing this role to just use their phones. They may be able to type on a phone fine, and take okay pictures, but the tablet allows:

  • access to all the other channels and apps they need
  • quicker typing
  • with a dedicated piece of kit in hand, more focus on the work 🙂

There are many companies out there that will rent tablets for a token day rate, deliver and collect them.

Top tip: Get the tablet a day or two in advance to give you time to download all the apps and get your team familiar with them

Top tip: If renting, remember to ensure you are sent their most recent models. Later ones have better cameras.

Top tip: Many hire companies will also rent you a tablet with a 4G data connection for a small charge. Use it – for a couple of $ it means you’re not reliant on the venue’s wi-fi and you get some peace of mind.

Setting up your workflow

With all of the content coming in you are going to need a workflow and establish this with the team.

We really recommend Sprout Social for this. If you don’t already know it, it’s a great social media management, monitoring and reporting tool whose strength really lies in the way it lets teams of people co-create content.

Users can create and publish messages, share saved drafts, queue up content for automated publishing at set slots each day, and you can allocate incoming messages amongst your team as Tasks that need a response.

If you’re not using Sprout, fear not: just adapt the following for whatever you use, and try to keep in line with the principles.

Stay in touch

Content Gatherers should be continually updating the Content Manager with what’s going on. They should be telling him/her they’re going into a new session; that the CEO is speaking next; that questions from the public will begin in 5 mins, etc.

It’s very easy for the Content Manager, who isn’t in the same space, to get cut off and not know what’s happening. This will impact on the content going out and the editorial control will break down.

For example, it’s too easy for the Content Manager to assume, say, that a session is finished and then move on to publishing something else. But then additional content comes in from the first session, and it isn’t used because it’s now out of place. This just frustrates everybody.

Tools you need:

  • Slack: Set up the app on your desktop and tablets. Now make sure everyone has an account, set up a channel for the content team, and set up private message channels with each other in advance too.
  • If for whatever reason you don’t use / can’t use Slack, a Skype group is fine.

Create a channel for sharing assets:

Your content gatherers are going to be out and about, collecting assets, taking photos, and you need to be on top of these.

Tools you need:

  • Slack – great for visibility and everyone can see what each other is collecting
  • Dropbox / Google Drive – preferential if you want the team to upload assets to a shared folder, which has the bonus of putting them all in one space and saves you a pulling them out of Slack.

Top tip: upload speed. At an event, uploads speeds can be painfully slow, so don’t expect photos and videos to be available immediately!

Top tip: Hey, Content Managers! Organise that content as soon as it comes in! If everyone’s uploading photos to a folder, there are bound to be some blurry, lower quality duds in there. Delete them as they arrive. Perhaps even pull the good ones out into a ‘selected photos’ folder.

If you don’t, very quickly you’re going to be wading through assets just to find something to use.

Anything else you need?

Password management

It’s all too easy for a roving Content Gatherer to be locked out of a tool, channel or other resource they need to access. Their next step will be to bother you to reset their passwords or wait for a password reset email.

Instead, install your favourite password management tool, so they can access lost passwords on the go.

What? You don’t use one? Naughty. Go here, right now.

An extra app for note taking / easy writing

Because although your Content Gatherers will usually be writing content directly into Sprout, there will come a time (e.g. during a long speech) when they just want to open a doc, and type type type, and not worry about character length or saving*.

Then they can take a moment to assess, and then cut and paste the best bits as draft tweets.

A Word-like app is fine for this.

*Top gripe: Sprout Social! Although we love it, Sprout currently doesn’t let you save drafts that are over the character length for that channel.

On the one hand this is induces great discipline for writing social content, on the other this is really frustrating when you’re covering a live speaker that won’t pause for you to get their gold-nugget quotes down to under 140 characters!

Next up! Part 3 – Preparing for your event… and how to do post-event wrap up like a boss


How to cover live events on social media (part 1)

We’ve covered quite a few events on live social media over the years, from conferences with major media publishers, to international summits, to invite-only internal celebrations. And by and large, we’ve had a blast at all of them. Every time we do one we learn so much about what makes great event content, and also the best ways to plan and undertake the coverage.

So, what better way to share our learnings than a guide on running awesome social media from events!

Here it is then: a short series covering the team, workflow, prep and tools. Hope you find it of value! 😉

(PS – We’re going to be focusing on Twitter here, but a lot of this applies equally well to Facebook, Instagram and other channels…)

Part 1 – Team up and set your roles & responsibilities

First, to effectively cover an event on social – no matter how big or small – you really need a minimum two-person team, with the roles divvied up as below.

And once you have more than one person, communicating these clear roles and work areas is paramount. Both your team and your wider org needs to know exactly who is doing what.

Let’s look at the first role:

Content Gatherers

One or more people need to be the Content Gatherers.  Their role is purely to take the photos, write the tweets, pen the posts, grab the quotes and interview the participants.

However, the one thing that they don’t do is publish.

They write, draft and save draft content, ready for publishing as part of your agreed publishing flow (more on this later).

They’re totally forward focused

Once a draft is saved, they don’t look back. They move on to the next piece of content. This frees up their creativity and keeps them focused on discovering and reporting gems.

In no way do they publish, retweet, comment or vary from hunting out and crafting good content. This is the duty of our next team member.

The Content Manager (‘the social boss’)

A role for one person only.

This role is to be undertaken by someone with the complete overview of the goal of the event, and a clear understanding of the organisation’s remit, editorial position, style-guide and tone of voice.

If you’re covering your own organisation’s event, then this is likely a more seasoned member of your social media team.

The role is tactical and focused. This person will look at all the draft content coming in to the workflow and make sure it’s on form.

If the Content Manager is you, here’s your tasks:

1. Punch it up

Proofread the draft social content, spot the typos, strengthen with a careful edit, and amend tweets. Don’t forget to fit in that all-important event / campaign hashtag (often forgotten by the fast-moving Content Gatherers)

2. Keep editorial oversight

Is your output overly focusing on one topic? Do you need to vary the media (reportage, quotes, photos, images, video, gfx)? Are any kinds of content or messaging getting better engagement than others?

With this in mind, you need to be directing the Content Gatherers accordingly.

3. Know when to throttle down or unleash the flow

You need to pace the content. Don’t hit publish as soon as draft content is signed off by you. Hit publish when you feel it’s ready, and know when to give your followers a break.

4. Handle the community… on your own schedule

Field the messages coming in via social, share and retweet only when it’s right to do so.

Respond when it’s appropriate. Yes, we all know it’s great to be responsive, and that you need to tear down that wall between your event, your organisation and the wider world.

However, just bear in mind that replies and retweets can sometimes interrupt your output when you need to focus on a flow of messaging.

This is why you and only you should be retweeting or replying to comments – don’t let anyone else stuff your feed with retweets that stack up on top of your crucial event coverage.

5. Root yourself

Position yourself in one location and let your organisation know exactly how to reach you.

We’ve worked this role in a separate room at an event (with the press pool), at a different end of the building, and on the other side of the city altogether – they can all work fine, as long as everyone in your team and organisation knows where you are and how to reach you.

6. Field the requests coming in / take one for the team

We all know that your social team get requests from across your organisation for tweets and posts, and that these sometimes don’t fit into your usual content strategy. At an event, this is going to happen a LOT.

Make sure that everyone attending this event knows that it’s you to bother with these, not the Content Gatherers. Suck it up.

In Part 2: Setting up your social media tools and workflow!