Fall 2012
Navy Command Leadership
Social Media Handbook
Photo by MC3 Kenneth Abbate
From the Chief of Naval Information
“A few years ago, you could have said to yourself that you’re
not going to participate… Well, I’m here to tell you that
we’re at the stage now that we are participating. How much
you participate is now the question. I strongly encourage you
to participate as much as possible.”
2
Navy Command Leadership Social Media Handbook
Table of Contents
I. Social Media Overview
a.
b.
c.
d.
Definition of Social Media
Department of Defense Policy
Department of the Navy Policy
Social Media and Your Command
II. Guidelines for Sailors and Navy Personnel
a.
b.
c.
d.
Communicating Expectations
Upholding Operations Security
OPSEC Checklist
Other Known Social Media Risks
III.Leadership Professional Standards Online
a. Frequently Asked Questions
IV. Guidelines for Command Social Media Sites
a. Setting Communications Objectives
i. Communicating with Families
ii. Content and Multimedia Strategy
b. Selecting and Managing Platforms
i. Establish a Single Command Presence
ii. Register Command Social Media Sites
iii. Develop a Plan for Managing Sites
iv. Abide by Records Keeping Policy
v. Ensure Information is Releasable
vi. Prepare for and Respond to Crisis
V.Appendix
a.
b.
c.
d.
e.
DoD Social Media Policy
DON Social Media Policy
Sample Social Media Content Plan
Best Practice Examples
Additional Resources
ON THE COVER — The son of EM1 Randall White,
assigned to USS Carl Vinson (CVN 70), waves to
his father’s ship as it transits San Diego Bay after
departing Naval Air Station North Island on a
scheduled deployment to the western Pacific region.
Photo by MC2 Trevor Welsh
Fall 2 012
3
Social Media Overview
Department of Defense Policy
Definition of Social Media
Department of Defense Instruction (DODI) 8550.01,
released 11 SEP 2012, encourages the use of
social media and provides guidelines for military
use of social media. The instruction acknowledges
that Internet-based capabilities are integral to
operations across the Department of Defense. It also
established a requirement that the NIPRNET shall
be configured to provide access to Internet-based
capabilities across all DoD Components.
Social media describes the different means by
which people, enabled by digital communication
technologies, connect with one another to share
information and engage in conversations on topics
of mutual interest. Social media is an umbrella term
describing a variety of communication mediums
and platforms including social networks, blogs,
mobile applications, and others. The way people get
information has changed and the desire to have real
conversations with individuals, organizations, and
government entities has increased. This presents a
tremendous opportunity for all commands to more
effectively communicate with sailors, Navy families,
and the public.
4
Department of the Navy Policy
The Navy issued two ALNAV official guidance
documents— ALNAV 056/10 and ALNAV 057/10—
to establish official guidelines for the official and
unofficial (personal) use of social media. DTM
09-026 identifies social media as primarily a public
affairs function; therefore, all Navy Public Affairs
Regulations and other Public Affairs guidelines
also apply.
Navy Command Leadership Social Media Handbook
Photo by MC2 James R. Evans
Social Media and Your Command
Social media is one of the primary modes of
communication for Americans. As of 2011:
• Over 65 percent of Americans use social
networking sites (Wired PR Works)
• Each week on Facebook, more than 3.5 billion
pieces of content are shared (HubSpot)
• 1 in 4 Americans watch a YouTube video
daily (The Growth of Social Media in 2011
Infographic)
• There are 245 million Internet users in the
U.S. According to Nielsen, social media sites
and blogs reach 80 percent of all active U.S.
internet users (PR Week)
Fall 2 012
Many of these trends point to a larger phenomenon.
Individuals are changing their preferences for
how, when, and where they consume information
and connect with organizations. An ever-widening
demographic of individuals is using social media
sites to find and share content. They also prefer
content presented in more social formats (including
small, manageable, and re-sharable chunks).
As a leader in today’s Navy, it is vital to understand
these trends and incorporate social media into your
command’s communication strategy in order to more
effectively communicate when, where, and how
your audience prefers to connect. Social media can
provide a more direct and meaningful way of sharing
authoritative information about your command while
also expanding your reach by empowering both
your internal and external stakeholders to re-share
information with their own individual online networks
(e.g., friends, family, and regional connections).
5
As the command leadership team, you should incorporate social media into your command communications strategy in order to most effectively tell your
command’s story and engage with your command’s
audience where they have a pre-existing presence
online presence. In addition, it is important to educate your sailors on safe and effective social media
use in order to promote morale and readiness as well
as avoid OPSEC violations or other risks that could
compromise your mission or your sailors’ reputations.
Photo by MCC Joe Kane
Guidelines for Sailors
and Navy Personnel
Benefits of communicating with your audiences
using social media:
• Efficient: Leveraging social media allows you
to publish once and reach many. Share key
information and messages and instantly reach a
worldwide audience.
• Direct: We no longer rely solely on media to tell
the Navy’s story. Social media enables Navy
leaders to augment or amplify traditional news
media efforts.
• Responsive: Most social media channels
encourage users to provide feedback, share
opinions, or comment on information, yielding
rich insights for communications planning and
decision making.
• Transparent: Engaging directly on an open, social
platform builds a relationship between your
command and the public. By listening, sharing
and engaging with others online, social media
provides a unique opportunity to build trust
with your audience and present authoritative
information about your command.
6
The Navy encourages service members to share their
stories of service online with the American people.
The Navy also encourages personnel to use social
media to stay connected to loved ones. With the
increased quantity and visibility of online information,
it is all the more important to educate sailors and
personnel about how to maintain integrity and
security online.
Communicating Expectations
Command leaders should communicate expectations
about online interactions with sailors and personnel
regularly. Leaders should encourage personnel to:
• Identify themselves with by rank and/or position
when commenting about Navy matters online
and add a disclaimer that the opinions shared
are their own and do not represent the command
or Navy’s viewpoints;
• Uphold copyright and trademark laws in online
posts unless one has written permission to
violate from the copyright or trademark holder;
• Replace error with fact, and always try to avoid
getting into an online argument; and
• Admit mistakes and correct them immediately
(make a note when information has been
updated or edited so not to lose credibility with
other community members).
Navy Command Leadership Social Media Handbook
Upholding Operations Security
If you or another person identifies a potential OPSEC
breech, document and remove it as soon as possible.
Operations security (OPSEC) should be maintained
Many times, OPSEC breeches are a result of error
online just as it is offline. OPSC violations commonly or ignorance, so it’s important to communicate with
occur when personnel share information with people the individual who posted the information to inform
they do not know well or are unaware of loose privacy him/her of the violation. Work with your public affairs
settings. Focus on communicating these four key tips officer and ombudsman to further communicate
with sailors and personnel to avoid OPSEC violations OPSEC guidelines with sailors and their families.
at your command.
OPSEC Checklist
1.Protect your families by limiting the amount
and type of information you post about family
Take the following steps to avoid OPSEC breeches at
members such as names, addresses, local towns your command.
or, schools.
Identify personnel authorized to post content
2.Understand each of your social network’s
to social media sites and ensure they are the
security settings so you can make informed
only individuals with access to those sites.
decisions about who is and is not able to view
your information and/or photos.
Establish local procedures to ensure that all information posted on social media is releasable.
3.Keep classified and sensitive information safe
by not discussing critical information such as
Ensure all information posted is in accordance
ship movements, deployments, personnel rosters,
with local public affairs guidance and Navy
and weapons information.
Public Affairs Regulations.
99
99
99
4.If you hesitate when deciding whether you
should share information, DON’T post it online!
99 Monitor your command’s social media sites
for posts that violate OPSEC and if there is a
violation, document it; remove the information.
99 Conduct periodic training with sailors and
families on appropriate versus inappropriate
social media behavior.
Other Known Social Media Risks
• Impersonations
• Accidental geo-tagging (of images or posts)
• Non-secure privacy settings
Photo by MC2 Kyle P. Malloy
Fall 2 012
• Posting sensitive personal, operational or
geographic information
The key to mitigating these and other risks is
educating sailors and personnel.
7
Leadership Standards While Online
Does friending, following or, linking equal
endorsement?
Photo by MC1 Peter D. Lawlor
Linking to, “liking,” or following another organization
on social media does not constitute endorsement.
For example, liking a newspaper’s page on Facebook
does not constitute endorsement, just as having
a subscription to that paper would not constitute
endorsement of that organization. However, posting
content (including re-tweeting on Twitter) about a
business, organization, media, or charity could be
viewed as endorsement if there is no direct tie to
your command.
Can I promote myself?
Social media is practically void of organizational
hierarchy, which can present new ethical issues for
leadership conduct. In most cases, ethical issues can
be managed using the same ethical guidance that has
traditionally guided Navy leadership.
Frequently Asked Questions
Should I friend or follow those in my command?
This depends on how you are using social media. If
your social media presence exists solely to engage
with people on a professional basis, then connecting
directly with one or your sailors is not an issue.
However, if you use a social media site to actively
communicate with your close friends and family, then
connecting directly with a sailor who works for you
should be a very thoughtful decision. It is up to you
to lead by example and ensure that the relationship
remains professional and that deference to your rank
and position is respected online as it is offline.
Using your rank, job, and/or responsibilities as a
means of promoting yourself for personal benefit is
not appropriate and can tarnish your reputation and
that of your command and the Navy.
Can I take payment for writing blogs?
It is against Navy Ethics regulations to accept
compensation for blog posts. Treat all requests
from non-government blogs as a media request and
coordinate with your PAO or the next PAO in your
chain of command for talking points and assistance
in drafting your response.
Can I express my political opinion?
DoD and Navy policy as well as the ethical
requirements state that Navy personnel acting in
their official capacity may not “associate DoD with
any partisan political campaign or election, candidate,
cause or issue” (SECNAVINST 5720.44B). As a
service member, you are permitted to express your
political views within certain guidelines stated in the
Is there a different code of conduct online?
DoD Directive 1344.10, Title 10 of U.S. Code, Sec.
888. Art. 88, and SECNAVINST 5720.44B. Keep in
When it comes to your position as a leader of
mind that because of your leadership position, what
your command, your online conduct should be no
you say and do online may be more visible and taken
different than your conduct offline. You should also
more seriously than that of your personnel, even
hold your sailors and personnel to the same standard. about issues that you do not intend to reflect upon
your command or the Navy.
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Navy Command Leadership Social Media Handbook
Guidelines for Command Social Media Sites
The Navy Office of Information (CHINFO) has
established guidelines for Navy commands to follow,
in accordance with DoD and Navy policy, in order to
establish compliant and effective social media sites.
command leadership team. As such, they should be
part of your communications strategy.
Reach to these family resources when developing
your communications strategy to determine how
Setting Communication Objectives
you can best work together on social media.
Some commands provide their ombudsman with
Your social media sites should be an integral part of
administrative rights to their social media accounts.
your command’s communications strategy. Before
Others manage online presences in tandem and
launching a social media site for your command,
cross-promote content as appropriate. Others still
consider what you want to accomplish. What are your use their main command page to communicate
communication objectives and how do they move
with family members and welcome discussion
your command closer to achieving its mission?
from families on their site. Whichever approach
your command chooses, actively engaging with
You should also consider your command’s priority
family members on social media will demonstrate
audiences. Do you most want to communicate with
a willingness to listen to families and amplify your
sailors in your command, command leadership,
leadership messaging across multiple communities.
family members, the local community, a broader
DoD audience, Congress, the American public, or
another group altogether?
Examples of measurable communications objectives
with priority audiences identified:
• Inform our command’s sailors and family
members of command news, announcements
and accomplishments, to promote readiness of
the command.
• Engage in a dialogue with the local community
including Navy family members where our
command is based, in order to build awareness
and understanding about the Navy in the area.
Communicate with Families
For many commands, communicating with families
will be a priority. Many Navy ombudsman and
family readiness groups are also using social media
to communicate with families. Command spouses
and your ombudsman are an essential part of the
Fall 2 012
Photo by MC2 Josue L. Escobosa
• Achieve greater awareness and support for our
command’s mission among the DoD community
and Congress to ensure future funding.
9
Content and Multimedia Strategy
Once you have set goals and target audiences
for your social media outreach and who you want
to communicate with, you must determine what
your command should say. Content can include
text, imagery, video, posters, and other forms of
multimedia. The content your command produces
and distributes sets the tone of your communication
strategy and can determine the ultimate success
of your efforts. Is your content relevant to your
primary audiences? Will your primary audiences find
it interesting? Will this content cause your primary
audiences to take a desired action? These are the
key questions your command needs to ask before
determining how and where it will share its content.
Selecting and Managing Platforms
Depending on the type of content you have and want
to share, different social media platforms may be
more or less appropriate for your command. Flickr
may be a good place to share command photos.
YouTube may be a great place to host and share
command videos. But you need to determine the
best platform(s) for your command based on your
communication objectives, audience preferences,
and content available.
The key is to determine the best social media
platform(s) based on where your primary audiences
are already active online. You can find out this by
asking them via formal and informal channels. Often
times, you can also determine where your primary
audiences are online by conducting web searches
on sites like Google, Facebook, Twitter, and others.
Once you have a good sense of where your primary
audiences are active online, then you can make an
informed decision about which platforms are right to
achieve your command’s communications objectives.
platform (e.g., Facebook). The leadership team is
encouraged to have one voice for communicating
with key audiences. Creating multiple Facebook
pages for different units within a command can
create confusion among personnel and command
family members trying obtain information. It can
also splinter your audience and hinder the important
“network effect” that is part of the value-add of
social media efforts.
Register Command Social Media Sites
DODI 8550.01 requires that all social media sites
used in an official capacity be registered with the
Department of Defense (DoD). CHINFO submits
these sites to DoD based on the Navy’s Social
Media Directory. All official Navy social media sites
must be registered with the Navy Social Media
Directory located at www.navy.mil/socialmedia.
Before submitting a site to be registered, you must
ensure your site meets all requirements for an
official command social media presence (checklist
below and also available here: www.navy.mil/media/
smrChecklist.pdf)
OFFICIAL COMMAND SOCIAL MEDIA PRESENCE
REQUIREMENTS:
• Have the commanding officer or public affairs
officer approval
• Have a valid .mil email address
• Link to an official DON website URL
• Include Include endorsement disclaimer text
• If the site allows comments, include a user
agreement establishing criteria for posts
• Clearly identify the site as “official”
Establish a Single Command Presence
• Be unlocked and open to the public
There can be a tendency to create individual
social media sites for each unit or office within
a command. While this decision is ultimately
up to command leadership, we discourage the
creation of multiple social media sites on the same
10
• Be labeled as “organization-government page”
on Facebook
Navy Command Leadership Social Media Handbook
Photo by MC2 James R. Evans
Develop a Plan for Managing Sites
The plan to manage command social media sites
should be coordinated with command leadership,
public affairs, and other personnel who may be
generating or publishing content to the site. The
management plan should be led by a command
spokesperson and should include the following
elements:
• Site administrators: Who has access to
administer the page? Grant permission to
multiple administrators to ensure there is no
single point of failure.
• Objectives for the site: What do you hope to
accomplish by communicating on this site?
• Target audience/s: Who are you trying to reach?
Fall 2 012
• Type and frequency of content to be posted: Will
you share news stories, images, original content,
or information about local events? What’s
important and interesting to your target audience?
See a sample content plan in the Appendix.
• Comment policy: Why will posts be removed?
Will comments be moderated or automatically
published? See the Navy’s Facebook comment
policy as an example at Facebook.com/USNavy
under the “info” tab.
• Monitoring policy: How often will you monitor the
page for comments? Will you respond and engage
in a dialogue with your community members?
• Transition plan: When personnel change over,
how will you transfer administrative rights and
the plan over to new personnel?
11
Abide by Records-Keeping Policy
All federal public websites must comply with existing
laws and regulations related to the management of
public web records, including the NARA guidance
related to Web records issued on December 17,
2005. Organizations should review existing laws
and regulations, and other guidance, to ensure their
public websites are in compliance:
Prepare for and Respond to Crisis Situations
• National Archives and Records Administration
Web Harvest Background Information
Due to the speed, reach, and direct nature of social
media, these channels have proven to be effective
for use in crisis situations. In recent crises, social
media has facilitated the distribution of command
information to key audiences and media while
providing a means for dialogue among the affected
and interested groups. You can’t surge trust
following a crisis, so the best course of action is to
consistently engage your social media community
before a crisis occurs. Use this checklist to prepare
and respond to a crisis using social media before,
during, and after a crisis occurs.
• Federal Agency Records Officers, by Agency
BEFORE
• Code of Federal Regulations (CFR), Parts
1220-1238
• E-Gov Act of 2002, Section 207(e), “Public
Access to Electronic Information”
• End-of-Administration Web Snapshot
• NARA Guidance for Implementing Section
207(e) of the E-Gov Act pf 2002
• Establish a command presence on relevant
social media platforms
• NARA Guidance on Managing Web Records
• Plan and train multiple people at your command
to communicate on your social media platforms
during a crisis
(January 2005)
• NARA Guidance on Managing Records in Web
2.0/Social Media Platforms (October 2010)
• Implications of Recent Web Technologies for
NARA Web Guidance
Ensure Information is Releasable
According to the DTM, official use of social media is
a public affairs function. Any command use of social
media must remain in compliance with Navy public
affairs policy. Any content posted to an official social
media presence must either be already in public
domain or approved for release by the commanding
officer, public affairs officer, or other personnel
with release authority on behalf of the command.
Commands are ultimately responsible for official
content posted on their social media sites as well
as those sites run by other parts of their command.
12
Contractors may help manage a social media
presence, but they cannot serve as a spokesperson
for the Navy. Also, to the maximum extent possible,
any content released by the command must also be
present, in some form, on the command website.
• Identify keywords that may be used when
communicating about your command in a
potential crisis (e.g., crash, collision, evacuation,
humanitarian assistance)
• Identify key audiences such as sailors, family
members, local citizens, media, etc.
• Post regular, relevant content to your command’s
social media sites to alert key audiences that
your page is an authoritative and consistent
resource of information about your command
• Establish a list of alternative communication
methods such as text messaging, Twitter, and
Facebook
Navy Command Leadership Social Media Handbook
DURING
• Use all available communication channels to
distribute information to affected audiences
Photo by MC2 Josue L. Escobosa
• Communicate relevant and timely information
as it is released—even if you only have part of
the full story, it is beneficial to the safety and
security of others to release in segments rather
than waiting until you have the entire story (at
which point, it may be too late)
• Listen to what people are saying about the
topic by monitoring your social media sites,
and answer questions as accurately and
quickly as possible
• To identify and correct misinformation, identify
other channels to use for distributing information,
and to reach audiences you may not be reaching
with existing efforts, query relevant keywords on
social media and search engines
Photo by MC2 Michael L. Croft
AFTER
• Thank community members for their assistance
in disseminating information, answering each
other’s questions and supporting one another
through the crisis
• Ask designated communicators for lessons learned
and incorporate changes into your crisis plan
Photo by MC2 Paul D. Williams
• Continue to provide updates and information
to audiences to maintain interest in your social
media sites
Fall 2 012
13
Appendix
DoD Social Media Policy
Department of Defense
INSTRUCTION
NUMBER 8550.01
September 11, 2012
DoD CIO
SUBJECT:
DoD Internet Services and Internet-Based Capabilities
References: See Enclosure 1
Directive (DoDD)
1. PURPOSE. This Instruction, in accordance with the authority in DoD
and the
(b))
e
(Referenc
5025.01
(DoDI)
n
Instructio
DoD
and
(a))
e
5144.1 (Referenc
dum M-05-04
requirements of the Office of Management and Budget (OMB) Memoran
(Reference (c)):
Memorandum
a. Incorporates and cancels Deputy Secretary of Defense (DepSecDef)
e (e)).
(Reference (d)), and Directive-Type Memorandum (DTM) 09-026 (Referenc
for:
b. Establishes policy, assigns responsibilities, and provides instructions
ed
(1) Establishing, operating, and maintaining DoD Internet services on unclassifi
ed DoD information.
networks to collect, disseminate, store, and otherwise process unclassifi
and otherwise
(2) Use of Internet-based capabilities (IbC) to collect, disseminate, store,
process unclassified DoD information.
2. APPLICABILITY. This Instruction:
of the Joint Chiefs
a. Applies to OSD, the Military Departments, the Office of the Chairman
General of the
Inspector
the
of
Office
the
ds,
Comman
t
Combatan
the
of Staff and the Joint Staff,
, and all other
Department of Defense, the Defense Agencies, the DoD Field Activities
ly as the “DoD
organizational entities within the DoD (hereinafter referred to collective
Components”).
welfare, and
b. Applies to DoD Internet services and use of IbC provided by morale,
authorized patrons.
by
use
for
programs
lodging
and
s,
exchange
military
(MWR),
recreation
DoD missionc. Applies to contractors and other non-DoD entities that are supporting
on systems, to the
related activities or accessing DoD Internet services or IbC via DoD informati
www.dtic.mil/whs/directives/corres/pdf/855001p.pdf
14
Navy Command Leadership Social Media Handbook
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https://www.chinfo.navy.mil/socialmedia/alnav057-10--internet-based_capabilities_guidance-unofficial_internet_posts.pdf
https://www.chinfo.navy.mil/socialmedia/alnav056-10--internet-based_capabilities_guidance-official_internet_posts.pdf
Fall 2 012
15
Sample Social Media Content Plan
16
Navy Command Leadership Social Media Handbook
Best Practice Examples
Overall Command Presences
Chief of Naval Operations Facebook page, Twitter
account, and blog communicate his key messages
across a variety of platforms. His public affairs team
also leverages many other Navy media resources
to extend the reach of his messaging such as the
@USNavy Twitter account, NavyLive blog,
Livestream, and Navy.mil.
Fall 2 012
17
The USS Carl Vinson’s social media presence welcomes
Sailors, families, veterans, and fans alike. Anchored by
their website (www.vinson.navy.mil), their command
social media sites include Facebook, Twitter, a Tumblr
blog, and links to Navy.mil stories and photos related to
the USS Carl Vinson. Ombudsman contact information is
prominently featured on sites providing families with the
information they need, when and where they want it. The
Tumblr blog features personal stories from Sailors aboard
USS Carl Vinson (CVN70) and Carrier Air Wing (CVW) 17
throughout their 2011-2012 West-Pac deployment. All
content is cross-promoted across their platforms and via
CHINFO channels regularly.
18
Navy Command Leadership Social Media Handbook
Specific Content that Works
High intensity videos of real operational activities
such as this video footage of Catapult and arrested
landing POV footage from USS Enterprise:
www.youtube.com/watch?v=IBGAsi0Nnfk
Authentic leadership videos or images of leaders in
a real setting speaking in a conversational manner
such as this video of Secretary of the Navy, Ray
Mabus, announcing the next LCS:
www.youtube.com/watch?v=2N04h4GBoWc
Compelling imagery that tells a story and is
responsive to fan feedback like this cover photo from
the Navy’s Facebook page that was a direct result of
fans asking to see more submarines on the page.
Personal accounts of real sailors and family
members such as this blog post featuring military
spouses on the Wheel of Fortune: navylive.dodlive.
mil/2012/02/09/wheel-of-fortune-spouses-it-up
Fall 2 012
Additional Resources
For additional resources and links to all policies
referenced in this handbook, please visit
www.chinfo.navy.mil/socialmedia.
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