Содержание Community Manager Responsibilities and Goals ..................................................................................... 0 Community management: The 'essential' capability of successful Enterprise 2.0 efforts ....... 2 The Many Roles of an Internal Community Manager ............................................................................. 5 A Day In the Life of This Community Manager .......................................................................................... 7 The Role of the Community Manager............................................................................................................ 8
Community Manager Responsibilities and Goals АВТОР: Connie Bensen ДАТА ПУБЛИКАЦИИ: 28 февраля 2009 ИСТОЧНИК: http://conniebensen.com/2009/02/28/community-manager-responsibilities-andgoals/ АННОТАЦИЯ: В статье описываются основные обязанности комьюнити-менеджера и цели, которые он должен достигнуть: Содействие в развитии интернет-маркетинга компании, продвижение бренда. Установка стабильных связей с общественностью, вовлечение новых участников, поощрение наиболее активных. Техническое сопровождение и поддержка клиентов. Совершенствование качества продукции, реализация предложения клиентов. Налаживание контактов с потенциальными клиентами, увеличение объемов продаж. Предоставление периодических отчетов о работе. Корректировка целей и профессиональное развитие. One of the most visited articles on my blog is a list that I posted in July of 2008 of Responsibilities and Goals for a Community Manager. This was what I envisioned the role to be in 2007. It has been referenced many times and is linked from Wikipedia’s definition of ‘Online Community Manager’.
Community Manager Here is a long overdue revision. This forms the framework of much of my speaking & workshops this year. Enjoy! and your thoughts are always welcome. Responsibilities & Goals for Community Manager Role 1. Online Marketing, Outreach Strategies & Building Brand Visibility - Contribute to the development of the Company’s online marketing and outreach strategies. - Foster a sense of community around the brand at both the brand properties and on the web at large by building relationships. - Contribute to the Company’s web strategy so that customer communications at all touchpoints are maximized. - Monitor key online conversations and events to make sure Company is participating effectively & is being represented. - Participate in social networking sites: - Claim brand names on social networks by creating profiles to protect the brand. - Identify & participate in social networks where appropriate for your brand & Company. - Manage, maintain, and ensure the success of the Company blog - Ensure that it becomes a viable tool for communicating to Company’s customers - Encourage, recruit and provide Company & outside “experts” with the resources to blog - Promote the blog by increasing awareness of the blog’s potential both within Company and externally 2. Public Relations - Identify influencers in your industry. Establish relationships, partner & collaborate with them. - Engage and motivate the Company’s most active online advocates & ensure that their efforts are recognized. - Respond to crises in a timely and professional manner. - Coordinate the efforts of evangelists, forum moderators, & advocates so that affected Company projects are executed efficiently & in a timely manner. - Provide leadership to motivate & maximize the impact of online community’s efforts - Encourage WOM: teach them how to start the conversation & sustain it - Establish the goals, identify objectives & timeline - Break down the goal into tasks, deadlines & manage the projects to meet the goal. - Ensure that projects are completed & those involved are compensated & recognized. 3. Customer & Technical Support - Become one with the product(s). Learn it inside & out. - Listen to customers and gather their feedback. Thank them for their input. - Route customer needs to the appropriate department. - Be responsible for the administration of the Company’s online brand property(s). - Ensure that a positive environment is maintained that reflects Company’s commitment to excellent customer service. - Work closely with Company’s IT manager to ensure that the goals of the forum are met. - Monitor online forums, identify potential problems & issues & promptly communicate them to the IT Manager as appropriate - Practice excellent judgement in communicating with customers about potentially controversial topics. - Advocate for the customer’s needs but balance that with the needs of the company & diplomatically communicate that to both customers & Company 4. Product Development & Quality Assurance - Communicate customer suggestions and provide ideas for product improvement. - Participate in discussions on product use. - Report product defects. 5. Sales & Business Partnerships - Identify and route potential sales opportunities to the appropriate teams. - Be proactively strategic in building relationships that will result in mutually advantageous business partnerships. 6. Internal Web 2.0 Ambassador 1
Community Manager - Encourage internal communication & provide leadership for cross functional efforts. - Develop guidelines to ensure that Company’s online outreach is both effective and consistent with the organization’s image and overall communications strategy. - Increase awareness of web 2.0 tools across the Company and provide training in their use. - Teach, guide, & encourage those that are new to Web 2.0 tools and culture. - Be available to staff across the Company to assist them in identifying & using online tools to help them achieve their goals related to their position. - Advocate for the culture shift that’s required to be a customer-centric company. 7. Reporting - Participate in creating the online community plan including a budget - Track and report the following on a regular basis: - Quantitative measures as outlined by business goals - Amount of activity at community site(s) - Qualitative report of consumer responses - Suggestions & feedback for management & executive levels - Identify & offer solutions for breaking down barriers between customers & corporate. This includes identifying needs that aren’t being met from the customer’s perspective & being involved in the discussion as to whether the needs are valid, can be met and if they will benefit the organization as a whole. 8. Goal Setting & Professional Development - Stay up to date on new social media tools, best practices and how other organizations and companies are using them, so that the company can continue to be an early adopter of emerging technologies. - Participate in professional networking by interacting with peers and thought leaders in online arenas & attend events.
Community management: The 'essential' capability of successful Enterprise 2.0 efforts АВТОР: Dion Hinchcliffe ДАТА ПУБЛИКАЦИИ: September 28, 2009 ИСТОЧНИК: http://www.zdnet.com/blog/hinchcliffe/community-management-the-essentialcapability-of-successful-enterprise-20-efforts/913 АННОТАЦИЯ: Статья посвящена анализу возрастания роли комьюнити менеджера в организациях, использующих передовые технологии управления социальными группами. Несмотря на то, что в организационной (штатной) структуре место КМ не совсем очевидно, уже нет необходимости доказывать, что он является важным компонентов компании/организации 2.0. Также в статье КМ представлен как «мастер на все руки», описаны его основных направления работы и функциональные обязанности. It’s not a skill that’s been widely understood until quite recently, however community management has begun to move to the forefront of discussions about enterprise social computing as the use of social tools begins to climb the maturity curve. Now community management is increasingly proving not just useful but a critical component of Enterprise 2.0 efforts despite an often vague understanding of what it is and where it should be situated in the org chart. Community management itself can be sensitive subject in the social media arena. Some believe that to be authentic and to grow properly online communities should be as completely self-organized and “unmanaged” as possible. In this vision they should be free of corporate heavy-handedness or even immediate business requirements, thereby allowed to grow organically and naturally to fruition without the chill of censorship or excessive expectation. In this view, as the utility of things like PCs, e-mail, and computer networks became self-evident, workers naturally found all sorts of good uses for them, and the same goes for social tools.
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Community Manager Others believe that there must be some central oversight as well as guidance and support to accomplish anything useful with social software, especially in a business context. This view prescribes the need to actively deal with any potential risks such as inappropriate use, low return on investment, and lack of alignment with business goals. In other words, the business must also have a seat at the community table while helping it ensure the effort has what it needs to succeed.
The truth is probably somewhere in between and most likely a bit more towards selfinterested oversight than in the other direction. But how can we really determine this? Although my own research has started showing a strong correlation between successful Enterprise 2.0 efforts and well-organized and properly resourced community management, I wanted a broader, more current snapshot of what’s really happening with community management and the use of social tools today. To do this I needed some good data and luckily for me I knew just who I could ask. Surveying Enterprise 2.0 practitioners. Community Management: Not new but newly focused on social collaboration But what exactly does a community manager do? A lot as it turns out. While in my experience there’s been a challenge in even determining where the community management function should reside (IT help desk, customer service, corporate communications, HR, learning, etc.) it is a skill that sits right at the cross roads of many different essential functions. Those who engage in it must be competent in everything from the social tools themselves to budgeting, marketing, project management, recruiting, evangelism, and more. A community manager must be a true jack of all trades. Part of the need for this wide skill set seems to be that since community management as a practice is still largely understood poorly (and consequently the need for it can be hard to understand) it is thus often poorly resourced. The tasks of community management then often devolve onto the shoulders of those trying to realize their Enterprise 2.0 effort, but without the skills or time to do it. This does mean that a social computing initiative can end up being more work than originally planned over the long haul than it appears to be to outsiders or first-timers. Either that or the community doesn’t get the support it needs day-in and day-out to thrive. In this case it often languishes. The hard won lesson of many early Enterprise 2.0 practitioners: You must plan for community management from the very beginning. Previous enterprise-class communication tools — and even many older collaboration tools — required only some administration and occasionally a bit of active maintenance. Although some real intervention is occasionally required — spam is often the biggest problem — it’s a low overhead world. The more visible and transformative — and occasionally messier — world of social interaction and group behavior is a different dynamic and requires a new social support function. The proportion of community management staff to community members does still seem to be reasonably low however, but it’s certainly not zero. SAP for example, which runs one of the 3
Community Manager world’s largest online communities with over a million members, depends on a surprisingly small number of staff, albeit still overworked, as community manager Craig Cmehill has reported to me in the past. But unfortunately for many first time Enterprise 2.0 efforts, the official community management staff is often effectively nobody, often just a few non-dedicated volunteers. This is the lesson that the industry has begun to absorb and we’re seeing more and more emphasis and attempts to right-size community staff. What is the correct number? It’s one of those numbers that’s so frustratingly going to vary by company and local culture. You can even see the from the responses to the survey above that the role is often spread across a large number of self-identified stakeholders. But if the online world is any indication (and indeed, its inhabitants are often much more poorly behaved), the ratio of community members to community managers is likely thousands to one and not hundreds. Being successful with community management Here is what we are seeing this year around the nurturing and development of social collaboration in the enterprise. These will likely be the successful factors with community management and Enterprise 2.0: Make a strong and early case for community management resources. Community management can be identified not only as a risk mitigator but also as a way to ensure that participation takes place, members can get help, ROI is measured, and business goals are being met. 25% of project budget seems to be a rule of thumb as an ongoing cost and remember that it’s not just for the life of implementation, but indeed throughout the life of the community. Community management will actually be an event larger component of total cost of ownership in an Enterprise 2.0 effort over time. Ultimately, you wouldn’t put new IT tools out to users without proper support, the case must be made that you can’t do the same with social environments. Emphasize that community management is not ruinously expensive but must be accounted for. Avoid the tool-first discussion as much as possible. Unfortunately, sometimes talking about the tools of Enterprise 2.0 is the only way to get a social collaboration conversation started, depending on your audience. But though good social technology is a prerequisite, it’s the smaller and less interesting part of the story. Push tool-first discussions into a business direction quickly but firmly and keep it concrete and practical. Make a case for things like solving specific ongoing challenges you are aware of related to communication, the discovery of knowledge, innovation, and transparency. Do everything possible to turn it into a conversation about business benefits instead of tools. Do this even knowing that many of the best outcomes won’t be predictable and you may not even get the credit for these. Select versatile, effective, positive communicators that have social media competency as community managers . Technical skills, organizational skills, willingness to learn, good verbal and written skills, and emotional intelligence are all traits of a good community manager. So is a constructive and supportive attitude. Prior experience with social media is also a must. Other than that, the rest is probably learnable. Your community managers will be the most public face of your Enteprise 2.0 effort and will help drive the changes in corporate culture required to move to social tools, select them well. Measure your community. Most people generally manage to what they measure. If you aren’t looking at overall levels of participation, growth rate of new members, making lists of the recently disengaged and following up on them, etc. then you aren’t managing your social environment. Understanding the overall health and momentum in your community, directly responding to it, and doing it every day will be vital for the long-term success of your effort. Again, this takes time, resources, and skills, hence the community management budget discussion above. Remember, most people can’t opt out of corporate e-mail, but they can opt out of Enterprise 2.0 channels, at least for now. The future of community management is specialization. Right now community management staffs tend to be small and overworked, with too many types of tasks to do that no small group could all be strong at. Community management is likely to mature fairly quickly as a discipline and begin, like any professional, to branch out into specific areas of knowledge. Plan for this and identify which skills your staff are best at and beginning nurturing dedicated excellence, even if it’s just by routing it to those who know better for now. Don’t forget that the next step in 4
Community Manager community management may also be the pressure (or attractiveness, depending on who you are) of outsourcing to professionals, as much as they may not seem to make sense in a highly social environment. Though there’s no data of any kind on this yet, it’s something that may also happen, for better or worse. Be ready for it and understand the pros and cons, we may see this turn into a viable option for some efforts. What are you seeing with community management and social collaboration? Is it really as important as it seems to be becoming?
The Many Roles of an Internal Community Manager АВТОР: STEVE RADIK ДАТА ПУБЛИКАЦИИ: March 9, 2011 ИСТОЧНИК: http://steveradick.com/2011/03/09/the-many-roles-of-an-internal-communitymanager/ Аннотация: В статье описывают роли внутреннего КМ организации, его отличия от менеджера сообществ, которые занимается продвижением продуктов в социальных сетях. Основные функции внутреннего КМ рассматриваются через такие роли как судья, омбудсмен, промоутер, комик, учитель, вдохновляющий лидер, психиатр, чирлидер, help desk, бунтовщик, менеджер, писатель, дворник. When someone in the communications industry refers to a “community manager,” they are usually referring to someone that can manage the online relationships for a particular brand, using tools like Facebook, Twitter, and blogs. However, over the last few years, a new Community Manager role has emerged – the internal Community Manager, responsible for increasing and maintaining user adoption for social media tools behind the organizational firewall. With the growing ubiquity of Enterprise 2.0 software, vendors and clients alike have come to realize that these communities don’t just magically appear. Along with this realization has come greater demand for people to handle things like user adoption, marketing, and community management – we’re witnessing the rise of the internal community manager. While these positions may sound like the perfect job for the social media evangelist in your organization – moderate forums, write blog posts, garden the wiki, give briefings about social media, develop user adoption strategies, answer user questions, monitor and analyze user activity – the internal community manager actually wears many other hats, some of which aren’t nearly as fun and exciting, and many of which aren’t going to be high on the wish list of potential candidates. Let’s take a look at the many hats of the internal community manager: Referee – When someone posts a link to a political article and the conversation is starts to devolve into partisan name-calling and vitriol, guess who gets to be the one to steer the conversation back toward professionalism and healthy debate? Oh yeah, and you can’t use your admin privileges (the nuclear option) to just “lock” or delete the conversation either because then you’re not community manager, you’re big brother. Ombudsman – When the community starts complaining about the speed, reliability, or accessibility of the platform, you need to be the one to bring up those concerns with the developers and push to get these issues fixed. If a new feature is riddled with bugs, you can’t just toe the company line and say it’s great – you have to be able to offer your honest, unbiased opinion. After all, you’re the advocate for the community, not a mouthpiece for the development team. Party Promoter – Know that guy passing out flyers outside the club you walked past earlier today? Yeah, that’s going to be you. You’ll be handing out flyers, sending emails, giving briefings – anything you can do to get people to come by and check out your community. Comedian - You can’t take the ‘social’ out of social media. There has to be someone there who can show the rest of the community how to have a little fun, and the community manager has to be comfortable using humor in a professional environment (no, those are not mutually exclusive). Teacher – Ever try to teach someone to change their golf swing after they’ve been doing it the same way for 20 years? Get ready for a lot more of that feeling. It’s very much like trying to teach someone to use a wiki for collaboration instead of using email. Get used to people copying and 5
Community Manager pasting the content off the wiki and into a Word document, turning on track changes, and then sending you the marked-up Word document for you to “take a look at” before uploading to the wiki. Inspirational Leader – You will not have enough hours in the day to do everything you want. You cannot possibly garden the wiki, write your blog posts, moderate all of the forums, stay active on Yammer, run your metrics reports and do everything else a community manager is asked to do by yourself. You’re going to need to identify others in the community to help you, and oh by the way, you’ll need to get them to buy into your approach and do the work but you won’t have any actual authority and they’ll all have other jobs too. Good luck! Help Desk – When the WYSIWYG editor on the blogs isn’t working right, guess who the users are going to call? The answer isn’t the help(less) desk. It’s you. You’re going to receive emails, Yams, phone calls, and IMs from everyone asking for your help because you’re the person they see most often and using the platform. Who are they going to trust to get them an answer – the person they see using the platform every day or some faceless/nameless guy behind a distro list email? Psychiatrist – When that executive starts a blog and no one reads it or comments on it, you have to be ready to go into full out touchy-feely mode and help reassure him/her, manage their expectations, give them some tips and tricks, and build their self-esteem back up so that they will continue being active. For someone who was able to live off their title for so long, getting out there and having to prove oneself with their content again can be a tricky proposition. Troublemaker - Work conversations can get pretty boring – a community filled with blog posts about your revisions to the TPS reports aren’t exactly going to elicit a lot of conversation. You will have to be the one who can start start and manage difficult conversations with the community. Guess who gets the write the blog post criticizing the new expense reporting policy? Cheerleader – When community members use the platform in the right way and/or contributes something really valuable, you need to be the first one to share it as far and wide as possible. You need to be the person putting that community member’s face on the front page and tell everyone else what he did and how others can be like him. You need to be the one cheering people on to give them the positive reinforcement they need. Project Manager – These communities don’t build themselves. You’re going to be responsible for creating and delivering all kinds of reports, briefings, fact sheets, and metrics and you’re going to need a plan for how to meet those deadlines and still engage with the community itself. Writer - Every community platform has some sort of front page along with some static “About this community” type of content. You need to be able to write that content in a way that’s professional yet informal enough that people will still read it. Janitor - When you open up your local shared drive, you’re likely to see 47 different version of the same document, hopefully, with one of those containing a big FINAL in the filename. The old version are good to keep around just in case, but all they’re really doing is cluttering up the folder and making it difficult to find anything. The same thing happens in an online community. People post things in the wrong forums, they accidentally publish half-written blog posts, they upload documents without tagging them, etc. You get to go in and clean up these messes! Wow – when you spell all out like that, maybe being an internal community manager isn’t such a great position after all. Seems like it’s a lot more difficult than simply blogging, managing user accounts, and coordinating change requests! Before you grab that one guy on your team who has some extra time on his hands and volunteer him for your new community management role, you might want to think about these other hats he’s going to have to wear and really ask yourself if Johnny, your social media intern, is really the right man for the job or if you should hire an experienced community manager.
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A Day In the Life of This Community Manager АВТОР: Hillary Boucher ДАТА ПУБЛИКАЦИИ: January 23, 2012 ИСТОЧНИК: http://community-roundtable.com/2012/01/a-day-in-the-life-of-this-communitymanager/ Аннотация: Статья, описывающая один день из жизни комьюнити-менеджера When you read the various “Day In The Life” posts from community managers, it becomes evident that every job is as unique as the company, industry and the individual that inhabits it. Here’s a peek into my average work day: 8:00am – Quick Check-In I scan my email and our team Yammer account while helping to shuffle my family through our morning routine. I take a quick look and check if there is anything immediate that needs my attention. I also swing through Twitter and check out the conversation. 9:00 am – Get Organized I start my work day by re-filling my coffee cup, walking out the door and retreating to my office that is conveniently attached to our home. I open a fresh browser page and open five tabs: yammer, Wunderlist (my to-do lists), Basecamp, our community site and Gmail. I will go on to open dozens of new browser tabs throughout the day, but I try to keep the first five my main working tools. This helps to anchor me when I inevitably find myself awash in open web pages. I glance at my calendar and take stock of my day. My time, appointments and tasks are already blocked out making it easy to jump right in. I check-in with my team on Yammer and let them know what my day looks like. I also pay attention to what others are working on, as well as set up any collaborative efforts that need to happen. 9:15am – React & Respond I start off responding to any emails or messages that have come through since the day before. I answer questions, schedule calls, and answer member requests. Depending on the day this could take anywhere from fifteen minutes to an hour. 10:00am – Morning Tasks This could mean a number of things: - writing and curating content for the weekly email - walking new members through the on-boarding process - sending out reminders for events happening that day - updating directories within the network 11:00am – Shake It Up It’s time to switch focus and swing through Twitter to check out the conversation, read interesting articles and engage with folks. If I find anything interesting I will bookmark it for the weekly email or make notes for potential roundtable calls. I might make tea, stretch a little and put on music before settling back into project based work — just to keep things fresh. 11:30am – Project-Based Tasks It’s time to settle into another task. Depending on day and circumstance I could be: - editing and processing new member podcasts - curating specific content for a member based on a request or conversation - monitoring conversations happening within the network and pinging folks on the back channel who might be interested or helpful to the conversation - creating content for the blog 12:30pm – Lunch Food and either errands or a workout. 1:30pm – Projects, Calls or Events My afternoons are usually broken into two work session and are often scheduled with calls, podcasts and an occasional webinar. About twice a week there are afternoons without anything scheduled and that’s a good time to dig into a bigger project.
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Community Manager Check-in Calls & New Member Podcasts. I schedule one-on-one member calls and calls with new members, which get recorded as podcasts, for right after lunch. Also, depending on the day there might be an interesting webinar or Twitter chat to attend. TheCR Network Roundtable Calls. One of the most valuable resources at TheCR are the weekly member roundtable calls. Industry experts (from both outside and within our network) moderate an interactive call through a rotating set of topics. We schedule these calls to fit the current needs of our members, as well as to address hot topics that pertain to the community and social space. These calls require prep and afterwards there are administrative tasks such as processing the call and chat transcripts so we can make the information available to our members as reports they can refer back to. Projects. I have a bigger project that simmers on the back burner begging for my attention, but needs a block of time to really dig into it. Right now I’m helping Rachel Happe with the 2012 State of Community Management Report. Depending on when my calls are, I will try to dedicate at least two hours of time to this bigger project. It’s not a daily task and usually happens on a day that is not heavily scheduled with calls or podcasts. 5:00pm – Wrap It Up This is only something I started doing in the past month and it’s made a positive difference in my workflow. Instead of abruptly stopping work and running upstairs to have dinner, I take fifteen minutes to clean up my workspace, re-organize my to-do lists and look at my calendar for tomorrow. I note appointments and block off time for tasks and projects that I’ve identified as next steps and priorities. A General Note For the sake of attempting to pull together an average day in a single blog post — I’ve consolidated times and tasks. My day varies based on member’s schedules and collaborations with the team. And to be sure, I am checking email, the community and Yammer and responding consistently throughout the day.
The Role of the Community Manager АВТОР: matthewjdaniel ДАТА ПУБЛИКАЦИИ: September 12, 2011 ИСТОЧНИК: http://nextgenperformance.wordpress.com/2011/09/12/the-role-of-the-communitymanager-pt-1-of-3/; http://nextgenperformance.wordpress.com/2011/09/13/the-role-of-thecommunity-manager-pt-2-of-3/; http://nextgenperformance.wordpress.com/2011/09/15/therole-of-the-community-manager-pt-3-of-4/; http://nextgenperformance.wordpress.com/2011/09/19/the-role-of-community-managers-pt-4of-4/ АННОТАЦИЯ: Статья посвящена определению роли комьюнити-менеджера в управлении сообществами и бизнес-процессами. Автор анализирует структуру основых обязанностей и качества, необходимые для их исполнения. Особое внимание уделяется описанию особенностей формирования сообщества и управления его ростом и развитием. The qualities you should look for in your community managers: - They need to understand the business – They don’t need to use training vocabulary, they need to be able to speak the language of the business. - They need to be able to quickly identify topics/posts/discussions that should be promoted because of their business value. - They need to have credibility with the community. - They should be excited about the technology - They need to be flexible. When a community or communication strategy isn’t working, they need to recognize it and be able to pivot and 8
Community Manager - They need to be able to “teach.” They’re going to be able to take the community to the next level. A couple of different tools to help onboard the community managers: - A presentation to help onboard the community manager that outlines the goals and expectations for the community manager during a meeting. - A one pager that explains the purpose of the community, the success criteria, and the people involved in the initiative. - A one pager that explains their role and responsibilities. - Training videos.
There are two distinct phases for Community Managers, the creation/implementation of the community and the maintenance and growth of the community. Implementation - The creation/implementation phase takes more time from the community manager. It’s critical to communicate that to your CMs or they’re going to feel like you’re going to dominate their time throughout their assignment to the community. - This phase require a lot more brainstorming sessions - Community managers also have to start pulling together content for seeding the environment. - Community manager needs to start working with stakeholders and your instructional desinger on your communication plan. Recognize the Good - If you find content that people add that aligns with whatever it is the business is looking for, promote it and ask people to respond. - Identify topics content that’s trending and rearrange your space to make it easy to find or give it its own space. When growth does become more organic and less predefined, go with the flow and build your space around it Confront the Bad Here are some situations that might require you to remove content or redirect the discussion: - Content promotes illegal behavior - Content promotes unethical behavior. - Content violate company procedures or processes. - Content is misaligned with space purpose. (Good comment, wrong location) - Content is derogatory of other users. Don’t let questions go unanswered. If people aren’t getting answers to questions they post and you don’t know how to answer, send some emails, make some phone calls, but find the answers. There’s no quicker way for a space to lose validity than for genuine business needs to go unanswered…
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