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  • Blog

Lili McDonald on Being Comfortable with Community Technology

April 27, 2020 By Jim Storer

Join the community experts at The Community Roundtable as they chat about online community management best practices with a wide range of global community professionals. Topics include increasing online audience engagement, finding and leveraging executive stakeholders, defining and calculating online community ROI and more. 

Episode #69 features Lili McDonald.

In this episode of the podcast, Lili shares her experience with online community technology platforms, how community managers can streamline community operations, the power of an online form, and how setting boundaries can help you stay sane.

Listen Now:

https://media.blubrry.com/608862/thecr-podcasts.s3.amazonaws.com/TheCRPodcast_LiliMcDonald.mp3

Podcast: Play in new window | Download

Subscribe: Spotify | RSS

Find more episodes of Conversations with Community Managers here.

About Conversations with Community Managers*

To better reflect the diverse conversations our podcast covers we’ve changed the name of our long-running series to Community Conversations.

Community Conversations highlights short conversations with some of the smartest minds in the online community and social business space, exploring what they’re working on, why they do what they do, and what advice they have for you.

These episodes are a great way to begin to understand the nuances of community strategy and management.

Each episode is short (usually less than 30 minutes) and focuses on one community management professional.

Community Roles 2020: Three Myths BUSTED

January 15, 2020 By Jim Storer

We have a long history of “busting” online community myths. 90-9-1 rule, we’re looking at you. The latest edition of the Community Careers and Compensation report did some new myth-busting, and in case you haven’t had a chance to read the whole report, we wanted to share a few highlights with you.

This short video busts THREE common myths about online community management roles:

Want to learn more about what community careers look like in 2020? The Community Careers and Compensation 2020 report is now available for individual or enterprise licensing. Learn more.

Community Careers and Compensation

Going Back To Its Roots: Journalism and Community

October 7, 2019 By Kelly Schott

When you think of the word “journalism”, what comes to mind? A quick skim through Google News sees words like “crisis”, “lie”, and the headline statement, “Journalism needs help”. We don’t necessarily think of “community” when we think of journalism, but maybe we should.

A piece by Venture Beat on journalism’s fate

As how we communicate evolves, how we find information and connect with other does as well. As the social, digital, and virtual become more prevalent in our lives, community approaches have become more important in bringing people together in online (and offline) spaces.

Most of us have heard how journalism is dying, but not all of us have heard that journalism is trying something different: community.

Where Journalism Is

If you’ve read any tweet, article, or blog post, you know the drill. Journalism has trust issues. Publications are losing readership and revenue. Technology is shifting and privacy concerns are mounting. None of this is wrong, per se, but this also isn’t the entire story.

Each of these statements is interrelated. Social media users have heard of why they should be concerned about their privacy, so they don’t trust platforms, and, in turn, don’t trust the information on them. In the age of information immediacy, journalists need to pump out information to be first and right, usually sacrificing the latter to get the former. Stories are scooped quickly and spread like wildfire, for better or for worse. A bad story or a piece of wrong information is shared and criticized immediately, damaging a journalist’s, and their publication’s, reputation. With all of this in mind, the public is hesitant to trust and, even more so, hesitant to pay for journalism.

That’s the narrative we’re constantly hearing, but is it the whole truth?

How does journalism go from this storyline to a new one: a storyline where journalism is for the people and maybe even by the people?

How does journalism build trust back and continue to provide a service that the public so desperately needs?

How does journalism go back to its roots: within the fibers of community?

What Journalism Needs

So where does journalism go from where it is now? The answer is toward community. Journalism needs to reach back to its roots and meet people where they are.

Instead of fighting to find the next best thing, journalists need to find their readers, go to them, and create a space for them. Instead of fighting the ever-changing media and technology landscape — either by holding onto the old ways or pushing against the new — journalists need to tell their stories in a way that will reach their readers. Instead of fighting what people want to read and producing what they’re supposed to produce, journalists need to deliver relevant and necessary content.

All of these needs can be fulfilled by simply knowing who these readers are. 

A key piece of community strategy is profiling your community members and understanding their motivators, their influencers, and their goals for being there. If journalists go back to this way of thinking, they can set up a foundation from which to build upon.

Why Journalism Should Embrace Community

Community approaches all center around the people, as does journalistic strategy, for, if there are no members or readers, there is no community or journalism. Since these two entities have similar starting places, they stand to learn a lot from each other, as they really aren’t all that different. They just have different outputs.

Some know that community and journalism aren’t all that different, as some journalists have already started implementing community approaches. From the hyperlocal to regional to national, journalistic outlets have leaned into community approaches, putting the person at the center of their cause and structuring how they disseminate information around people’s needs and wants.

In recent years, contributor networks (or publications that provide space for readers to add comments, suggest stories or topics, and give feedback) have become more and more prevalent. These two-way conversations between readers and journalists fulfill the feedback loop and bring readers into the journalistic process, making them a part of the narrative and creating buy-in.

Jersey Shore Hurricane News employs a contributor culture to produce reporting.

This involvement builds trust and validity through personal connections and allows for readers, or members of these journalism-centered communities, to be a part of the journalism process. Just like in a formal community of practice, community members work together around a common goal. Journalists can take the feedback from their contributors and implement new ideas, take edits into account, or even follow up after the fact.

In a similar fashion, these contributor networks also put a face to the journalist, as they’re a part of the community as well. By engaging in comments, hosting offline events to speak to members of the public, and physically speaking to their readers, journalists create a contributor culture that both keeps readers coming back and builds trust in the process.

Amidst all of the technology shifts and concerns, a key aspect of community and journalism alike is to meet people where they are. In community approaches, a community manager needs to use the tools that work best for their members and, similarly, a journalist needs to share their information and stories where their readers are going to find and connect with them.

By creating an online place where readers can go to engage with a story, the journalist, and other readers, journalists can create a formal feedback loop: engaging with readers online (in social media, on a community platform, on a formal website, etc.) around content and then use that engagement to fuel future stories and reporting. Essentially creating a shared purpose with readers that is to produce well-rounded, publicly-sourced content that is relevant to the entire readership base.

What Journalism is Doing Right

There are already many outlets that are taking these community approaches and integrating them with their journalism strategy, and we keep seeing more emerge.

Organizations like Free Press are working to strengthen the community/journalism relationship to enact change. Projects like the News Voices program (run by Free Press) aim to bring communities and journalists together to shape journalism’s future around community. Getting more specific, some projects, like Voting Block, work to bring local communities together (in events like political potlucks) to speak to both each other and journalists to open dialogue around difficult topics.

Other organizations, like the Membership Puzzle Project, are looking at journalism business and governance models and what will be sustainable moving forward. The Membership Puzzle Project focuses on membership models and how membership drives both revenue and loyalty. On the technology side, Hearken built a “public-powered” model where journalists speak with their readers before publication to produce inclusive, relevant, and timely content. Hearken also created the Engagement Management System technology platform that keeps journalists on that mission while also complementing the traditional journalism administrative tasks (email leads, newsletter & CRM integrations, etc.).

Hearken’s story cycle

Finally, on a more local level, we’ve seen organizations working hard to create their own communities. One member of TheCR Network joined TheCR’s community of practice because they wanted to get a formal understanding of community approaches before launching their own community within their online publication. After dealing with a loss of readership after print changes and a lack of engagement because of no commenting ability, they’re focusing on meeting people where they are and opening up channels for conversation.

Yes, journalism as a whole might be struggling, but there is so much promise in what the few and mighty are working to do. Many of these may be on a more local level, but they show that journalism can (and probably should) adapt community approaches in order to stay relevant and financially solvent.


If you know of other examples of journalistic outlets utilizing community approaches, let us know!

If you’re implementing that yourself, we’d love to have you in our community for community professionals. We’re always working to advance the community industry and journalism is very much a part of that. Read more about how to join TheCR Network and start bringing more community strategy into the journalism space.

What are the skills of a community manager?

September 24, 2018 By Jim Storer

The online community management space has come a long way, but the Community Manager role still has the widest variation in responsibilities, compensation and reporting level.

Community Managers in the Organization

Community managers in our research work predominantly for corporations vs. agencies or as independents — suggesting that organizations see the value in investing in community management for the long haul. Community managers often work with communities scattered around the globe, giving them the opportunity to work remotely — a benefit that accrues to both internal and external community managers.

skills of a community manager

Community managers typically report to someone at the director level, with only about a third reporting to a vice president or higher. Despite the manager title, most community managers don’t manage anyone. Only about a third have direct reports, either employees or volunteers.

Community Manager Skills and Training Needs

Community managers’ top five most valued skills get to the heart of the tactical day-to-day monitoring and management of communities. Their most desired areas for training suggest an interest in digging deeper to drive engagement and understand what specific elements lead to community success. These training needs also suggest an opportunity for community professionals to develop into community specialists such as Community Architects, Community Analysts, and Community Strategists.

Highest Valued Skills of a Community Manager

  • Community Strategy Development
  • Community Advocacy And Promotion
  • 
Listening And Analyzing
  • Writing
  • Measurement, Benchmarking, And Reporting

Biggest Community Manager Training Needs

  • Gamification And Behavior Change
  • Data Collection And Analysis
  • Community Advocacy And Promotion
  • Ux And Design
  • Community Strategy And Development

Community Manager Performance Evaluation

While community metrics are part of the evaluation of a community manager’s performance, the voice of the community is rarely part of the process. Just 5% of community managers say a review from the community is part of their performance evaluation — versus 91% who say they receive a manager assessment and 72% who submit a self-assessment.

Explore the Community Skills Framework:

community manager skills community manager skills
community manager skills Community Skills Engagement

 

The Hidden Work of Community Teams

June 25, 2018 By Rachel Happe

Community management work is evolving along with roles – and evolving rapidly. As all communications become networked, community engagement and management is a discipline that everyone needs to cultivate to be successful.

I’ve long said that community management is the future of all management – and community leadership is the future of all leadership.

That’s happening and people are turning to community professionals for support; help with strategy, coaching, training, and more. All of those requests are straining the already stretched resources of community teams and making them de facto Centers of Excellence without formal acknowledgment of that role. Even more critically they do not have the resources or skill sets they need to provide that support effectively while still shouldering much of the responsibility for day-to-day engagement. 47% of community teams are consulting on project work, 43% are responding to training requests, and 32% are accommodating coaching needs while only 8% of community teams report that they are Centers of Excellence.

community teams SOCM 2018Add to that, 52% of community programs include engagement as a professional development goal for employees outside of the community team and 43% of programs include community management responsibilities for employees outside of the community team. That requires a lot of coordination and reporting, never mind training and coaching. And yet, the average community team still only includes 4.4 full-time staff members.

This shift from primarily focusing on building engagement and community value to helping others build and facilitate communities is a tough transition. The skills required to do one are not necessarily the skills required to do the other. As teams do more indirect support they need better business, strategy, and technical skills – all of which are secondary skill sets when the primary responsibility is direct engagement and value creation.

Do you provide indirect support for others as they develop their community management skills? If so, is it acknowledged and resourced by your stakeholders? If not, do you report its frequency and time requirements to stakeholders so they can more accurately see the breadth of work you are doing?

Want more insights? Download The State of Community Management 2018 report now!community teams SOCM 2018

Community Skills in Internal vs. External Communities

April 18, 2018 By Jim Storer

In The State of Community Management, our comparison of internal and external communities described them as “similar, but different.” That holds true for internal and external community professionals as well. Our research finds that, when you focus on active members, the engagement profile of internal and external communities isn’t that different — they have similar percentages of lurkers/listeners, contributors, creators, and collaborators. And when you look at the skills internal and external community professionals value, they rank the skill families in the same order: strategic, engagement, content, business and technical.

But look below the surface, and things start to change.

While promoting good behaviors, facilitating connections and selling the benefits of community are seen as highly-valued in internal communities, data and member support skills play a much more powerful role in external communities. And looking at the most-valued skills role by role, more marked differences emerge. For example, skills like executive coaching, consulting, and training development and delivery score much higher for internal community managers and strategists than external ones.

Conversely, skills such as response and escalation, and moderation played higher in external community managers’ skill sets. In the end, though, these different approaches are judged very similarly.

Top 10 highest-valued skills by Community Type:

Internal Community

  • Community Strategy Development
  • Community Advocacy And Promotion
  • Promoting Productive Behaviors
  • Facilitating Connections
  • Selling, Influencing And Evangelizing
  • Measurement, Benchmarking And Reporting
  • Communication Planning
  • Listening And Analyzing
  • Member Advocacy
  • Consulting

External Communities

  • Community Strategy Development
  • Listening And Analyzing
  • Community Advocacy And Promotion
  • Measurement, Benchmarking, And Reporting
  • Data Collection And Analysis
  • Evaluating Engagement Techniques
  • Empathy And Member Support
  • Communication And Planning
  • Writing
  • Member Advocacy

The general themes of performance evaluation may be the same in each use case — but achieving success on these measures requires different strategies, skills and approaches from internal and external community professionals, and the specific data the define “success” varies.

Explore the Community Skills Framework:

community manager skills community manager skills
community manager skills Community Skills Engagement

Community Management Skills That Matter: Content

April 13, 2018 By Jim Storer

Content: Ensuring the community is generating value

Community Managers place the highest relative value on content skills, although all three key roles give writing and communication high marks. Community managers’ content skills are focused on the development and production of community content and programs. At higher levels, those skills are less utilized, while being able to develop narratives and take a higher-level approach to how content fits
the overall story of the community becomes more relevant.

TRAINING OPPORTUNITY

Top training needs underscore the subtle but important difference between how managers, strategists, and directors of community view their work through the lens of content. Managers find communication planning, such as the management of content calendars, their most critical skill set for development. Strategists and directors say they most need training in developing the community narrative, which gives members and those in the organization an understanding of the community’s role and value through data and storytelling. More tactical skills like multimedia storytelling, graphic design, and SEO optimization had appeal across roles. They may be incredibly valuable for some team members but are not needed by everyone in a community team.

CLIMBING THE LADDER

Our research shows that if you can’t communicate, your future in community (and your present) is in serious jeopardy. But moving up from a manager role can take one of two routes. Developing a specialty in a specific skill, such as multimedia or SEO can make you a valuable (and hard to replace) team member and can be a selling point for someone seeking or moving into a strategist or community content expert role. Growing into a director role can mean not just understanding how to tell stories, but how to weave those stories together into a compelling narrative that demonstrates the value of and need to invest in a community program.


Want to learn more about critical skills for community managers?

Check out our Community Skills Framework and download our Community Careers and Compensation report.

Community Management Skills That Matter: Engagement

April 3, 2018 By Jim Storer

Engagement: The day-to-day lifeblood of communitiesCommunity Skills Engagement

Engagement skills are likely what comes to mind when one pictures the life of “typical” community manager, and these daily skills are indeed what helps communities form and grow. Engagement skills are a core community management skills family for all community roles — without engagement fundamentals, it is impossible to understand or influence communities.

TRAINING OPPORTUNITY

Behavior change and gamification are buzzwords in community, and they resonate as the top training need across all community roles. Boiled down, these skills allow community professionals to leverage key motivators to engage, influence and change behavior in their community. A related topic — promoting productive behaviors — was second choice.

CLIMBING THE LADDER

Want to become a community strategist or a Director of Community? Your skills managing the day-to-day moderation, content, programming, and connections that create engaged communities won’t go to waste. As you move up, though, you may spend less time inside the community, and more time building relationships between the community and the organization as a whole — engaging stakeholders who can ensure the community succeeds along with community members.


Want to level up more of your community management skills? Click a skill set to learn more:

community manager skills community manager skills

What is a community manager?

March 14, 2018 By Jim Storer

Community Manager is by far the most often cited and discussed role in the community space for a couple of reasons. First, in the past online communities were used primarily for tactical reasons, which often did not warrant more senior roles. Secondly, communities were often run by ‘lone wolf’ community professionals who did not directly manage a team, but were responsible for everything from strategy to moderation. Community manager seems to have been the best catchall title to give to someone without direct reports, but who had a breadth of responsibility.

The community space has come a long way, but the Community Manager role has a wide variation in responsibilities, compensation and reporting levels. Community managers are often expected to do a bit of everything, and while the role is evolving it still requires generalists who handle a diverse set of responsibilities.

Community Managers in the Organization

Our research has shown that community managers work predominantly for corporations vs. agencies or as independents — suggesting that organizations are seeing the value in investing in community management for the long haul. Community managers often work with communities scattered around the globe, giving them the opportunity to work remotely — a benefit that accrues to both internal and external community managers.

Community managers typically report to someone at the director level, with only about a third reporting to a vice president or higher. Despite the manager title, most community managers don’t manage anyone. Our research shows that only about a third have direct reports, either employees or volunteers.

Skills and Training Needs

Community managers’ top five most valued skills get to the heart of the tactical day-to-day monitoring and management of communities. Their most desired areas for training suggest an interest in digging deeper to drive engagement and understand what specific elements lead to community success. These training needs also suggest an opportunity for community professionals to develop into community specialists such as Community Architects, Community Analysts and Community Strategists.

Performance Evaluation

While community metrics are part of the evaluation of a community manager’s performance, the voice of the community is rarely part of the process. Just 5% of community managers say a review from the community is part of their performance evaluation — versus 91% who say they receive a manager assessment and 72% who submit a self-assessment.

——-

Interested in more about the community manager role?

Download the Community Careers and Compensation report for free. 

Community Triage: 5 Common Community Management Problems

July 18, 2017 By Georgina Cannie

Lesson 1 for the day: Do not put a plastic cutting board in the oven.

Lesson 2: Do not grab with bare hands to take it out.

My recent life lessons brought me to the ER waiting room to watch triage nurses in their element. As each patient arrived, they took their vitals, assessed their symptoms and sent them to the appropriate area of the hospital, based on their most likely diagnoses. Some patients with quick-fixes were “fast-tracked”, others were sent to the ER Doctor and still others were transferred to specialty departments in other areas of the building.

While waiting to be treated it occurred to me that so much of what TheCR team does is Community Triage. Community Practitioners come to us and share the challenges their networks are experiencing. From there we identify the most likely diagnosis and point them in the right direction for help – whether it be connecting them with key members of TheCR Network, visiting their organization to host a workshop, or offering them one of our hundreds of professional resources.

Here are the top five most common symptoms our team sees, along with potential causes.

No Engagement

Think of this symptom like the common cold. Every community lives through it at some point. Learn to identify the risk factors:

  • The Shared Purpose of The Community Does Not Resonate. If the purpose of your community was dictated by your organization, and does not reflect user buy in, members have no reason to participate.
  • Stage Fright. When members feel self doubt about their contributions, they are likely to just skip them altogether.
  • No Community Manager. Ships without a captain never get far. Communities with no community manager, or a community manager who has a dozen other job responsibilities outside of the community, are unlikely to be lively.

Lost Engagement

So you are cruising along with steady engagement and then it drops off. What happened?

  • The Content or Programming has Become Stale. Do you want to eat the same thing for dinner every night? Neither does your community. Engagement may drop if you do not adapt your content to shifting needs and interests.
  • Dissatisfaction or Distrust. Did someone break the “What happens in community, stays in community” rule? Did your organization remove a beloved member? If so, your members could be giving you the cold shoulder because you lost their trust.
  • Competing Channels. The cool kids might be sitting at a different lunch table. New, competing ways to achieve the shared purpose and value of the community group will often divert engagement.

Unanswered Questions

When you have engagement in your community, members are comfortable asking questions, but no one will answer them… it’s about as irksome as a fresh paper cut. Here’s what could be happening:

  • No SME’s. Communities need members with varied areas of interest and expertise. This way, everyone becomes both a question-asker and a Subject Matter Expert in their own way.
  • Jargon. Have you ever had a Doctor tell you you are suffering from “Dyspepsia”? It means you have an upset stomach. So why didn’t they just say so?! If your members are asking questions full of jargon, the terminology may be confusing others who would have otherwise been able to answer.
  • Consumption Culture. If you have touted community solely as a place to receive value, members may have been conditioned to take from the community, and less inclined to add to it.

Faceless Community

Can we keep this anonymous? If your community is devoid of profile pictures and bios, it may be a sign of a few issues:

  • Lack of Connection. In many communities, members view the space as a resource hub, not as a place to make connections with others.
  • Lack of Trust. No one wants to be spotted in the rough part of town. If your community has picked up a reputation as being a poor use of work time no one will want to show their face there.
  • Lack of Investment. Do your members consider themselves members? Are you sure? Users who want to “just drop by” are unlikely to commit with a profile picture.

Unorganized Content

Messy communities distract from your shared purpose and frustrate members who are looking for a particular item. There are a few reasons your surgical field could be tough to keep sterile.

  • Poor Architecture. If your site isn’t intuitive, it is no wonder things never get put away correctly.
  • Too Many Sub Groups. Too many choices make for bad choices. Your members might be logging content in the wrong places due to confusion.
  • No Community Manager. Or an under-resourced community manager. If you don’t have someone to dictate taxonomy and guide content into the correct channels, don’t be surprised when things get cluttered.

What are the most common symptoms your community comes down with? How do you diagnose and fix them? I’d love to hear your thoughts.

 

Need to take the temperature of your community? Learn how a Community Benchmark can help! 

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