Balancing workload and wellbeing in the shift from Twitter to new social media platforms

With many charities re-evaluating their presence on Twitter/X, some are exploring alternative platforms like Threads, Mastodon or Bluesky. While these platforms offer new opportunities for engagement, it’s crucial for charity leaders to understand the implications for the staff who manage these channels.

When Threads launched last year, it was heralded as a promising new space for real-time conversations and community building – a potential alternative to Twitter. But the reality of managing an additional platform can be complex and challenging, especially for social media teams already stretched thin.

The reality of onboarding new platforms

1. Adjust expectations: It’s important for charity leaders to temper their expectations regarding new platforms. Social media teams need time to familiarise themselves with the platform’s unique features and user base, so expecting a fully-formed Threads strategy from day one is unrealistic. Unlike well-established platforms, Threads and others like it are still evolving, and predicting outcomes – such as direct fundraising success – is difficult. It’s key to recognise that immediate financial returns are unlikely, and setting revenue targets can add undue pressure on teams.
2. Workload implications: Adding another platform is not just a simple addition to a to-do list; it represents a significant increase in workload. From content creation to community management, the manual nature of these tasks – especially given that many tools and integrations are still catching up – can be time-consuming and prone to human error. Charity leaders should consider what tasks can be deprioritised or delegated to free up capacity for exploring these new channels.
3. Wellbeing considerations: A unique challenge of platforms like Threads is their mobile-first nature, often meaning that social media managers are using their personal devices for work. This can blur the boundaries between work and personal time, making it harder for staff to switch off and recharge. Leaders need to be mindful of this and actively support staff in maintaining a healthy work-life balance.
4. Support and familiarisation: Allowing time for social media teams to play and experiment with new platforms during work hours is not just beneficial – it’s essential. This exploratory phase helps teams learn the platform’s dynamics and discover how it might best serve the charity’s mission. Leaders should also take the time to familiarise themselves with the platforms, understanding firsthand the challenges and opportunities their teams are navigating.
5. Community building over vanity metrics: It’s also worth remembering that follower counts on new platforms will not rival those of established celebrities or media accounts overnight. Success on platforms like Threads should be measured by community engagement and alignment with the charity’s values and goals, rather than sheer numbers.

Practical steps for leaders

To support social media staff in managing these challenges leaders should:

• Reassess priorities: Regularly review the team’s workload to identify tasks that can be adjusted or paused to accommodate new responsibilities.
• Invest in resources: If feasible, consider allocating budget for freelance support or exploring additional tools as they become available.
• Promote wellbeing: Encourage staff to take breaks, set boundaries and use available wellbeing resources. Implement a wellbeing plan that includes professional support, regular check-ins and tailored strategies for those who may be more vulnerable to the impacts of online engagement.
• Be a champion for support: Advocate for your teams at the senior level, using data and personal insights to highlight the need for realistic expectations and adequate resourcing.

Peer support is incredibly valuable for charity social media professionals; my Facebook group is for anyone with responsibility for managing third-sector social media accounts: com/groups/charitysolidarity.

As charities explore new social media avenues, the focus should remain on both the opportunities and the challenges that come with these platforms. Leaders must balance innovation with a strong commitment to supporting their social media teams, ensuring that the transition to new platforms is managed thoughtfully and sustainably. By fostering a supportive environment and addressing workload and wellbeing concerns proactively, charities can navigate these changes effectively, leveraging new tools to enhance their outreach while maintaining a healthy, engaged team.

Becky Steeden, Consultant
September 2024

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