Last week I delivered a presentation titled “Secrets of Great Communities and Community Mangers" at the KAConnect conference. It was a wonderful, inspiring event for knowledge management professionals in the Architecture & Engineering (an $11B industry). Given the focus of their practice, this industry is fueled by a unique balance of structure and creativity. The gauntlet had been dropped on helping make sense of the complexities of employing professional collaboration to create buildings, cities and parks. While there are many things to be said about this topic, here are 5 important performance themes:
Superior online communities, those that achieve breakthrough results for their organizations, all share a common trait. Namely, they are treated as strategic initiatives and not campaigns, marketing programs, or skunk works efforts. Great communities are holistic, integrated initiatives that support an important business need, accelerate a business process, or make something possible that couldn’t be done without an online collaborative environment.
Great community managers are the orchestrators of the strategies that are fueled by the lines of business. They reach out to business leaders to learn what they need and shape the responses by connecting the dots and maintain the tenor of collaboration.
The real work begins the day you launch the online community, and not the day you select or launch a tool. Too many organizations launch their communities without a 90 day plan which includes member acquisition, beta group participation, ongoing content and conversation programs, member outreach plans. Great communities have a thoughtful program and revise it every few months to accommodate for the cadence of the community and business needs. As online communities have a doubling factor of 6 months, swift growth and participation is a bell-weather for future success.
Great community managers are great planners, know how to shepherd people to share in the initiatives, and are able to display urgent patience. Urgent patience means having a keen eye on tomorrow while being completely immersed in the needs of the day.
Creating meaningful content for an online community is a tricky business. Few online communities survive solely on member discussions. However, if online community management shares too much content of marginal value, members can be overwhelmed and distracted. And of course, too little content usually results in an empty community. So great content is the honeypot for great online communities. And not just any content will do! It need to be largely derivative of the insights shared in the online community – of the members, about the members, but *not* entirely by the members. Highly curated and representative of the community members’ collective experience is the most sought after community content because it is that which cannot be gotten elsewhere.
Great community managers are great researchers. They are able to create high quality content from the unstructured and structured data shared in the online community but bring an overlay of sense-making to the ideas so that the output is useful, useable and engaging for all.
The greatest fear many organizations have is that people will say bad things online about your company. While online communities (and any online activity) can certainly expose problems with products and services, social responsibility and customer care weaknesses, there are plenty of channels where customers can disparage your company. If you have failed them, it is most likely that customers are already “out there” spreading their message. And if they are delighted (as in most cases for solid organizations) you want to help them share their experiences. Great communities invite in the supporters and detractors and offer them a proverbial cup of tea. By engaging around hot topics, the company has a chance to learn more about key issues and resolve problems before they boil over. In many cases, the most vocal outlier can become your strongest champion when treated with respect, and the brand supporters appreciate a vetted platform.
Great online community managers know how to share the reins of control, empower others, develop volunteer cadres, and support member-member interactions without losing control. They know how to lead and create balance in human power relationship.
Great communities adhere to clear metrics and measures that align with the business (see Secret #1). Their value is firmly rooted in a business case that goes well beyond cost-reduction. The metrics are focused on measuring the right things and not just that which is countable, regardless of whether the metric matters to anyone.
Great online community managers collaborate with business leaders (i.e. PSO, marketing, R&D, customer support) to develop meaningful business measures, report outcomes (both leading and lagging indicators) on a regular basis, showcase progress against standard practice and serve the executive in communicating online community value in terms that matter to the business.
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