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Fostering a Productive Workplace Culture with Community

January 9, 2024 By Jim Storer

Community Conversations is a long-running podcast series highlighting community success stories from a wide variety of online community management professionals.

Episode #95 of Community Conversations features Michael Watkins, Community Manager at Research Innovations Incorporated.

Hosts Jim Storer and Shannon Abram chat with Michael about his community building journey from gaming to engineering, fostering productive workplace culture with community, and ideas for effective programming across diverse office spaces.

Michael also shares best practices for the balancing a structured plan in place for community building in place, while also being willing to take risks and learn from mistakes.

Fostering Productive Workplace Culture with Community

Listen to Michael Watkins on Fostering a Productive Workplace Culture with Community

https://media.blubrry.com/608862/thecr-podcasts.s3.us-east-1.amazonaws.com/MichaelWatkinsJr.mp3

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About Michael Watkins

After starting his community career in the gaming industry, at organizations including Accelerate Gaming and GreyComm Studios, Michael now works in community at Research Innovations, Inc.

About Research Innovations, Inc

Research Innovations Inc. (RII) supports critical defense, intelligence, and cyber customers across the U.S. Government and with select international customers. RII is a leader in Joint All-Domain Command and Control (JADC2) efforts with its cutting-edge solutions, rapidly delivering transformative technology to customers and end-users to achieve its core purpose of “Creating RIIdiculously Awesome® solutions that make the world safer.” By combining user-centered design and agile development methods, they create innovative products and solutions for our customers. They focus on performing cutting-edge research and development of information systems that support Joint Command and Control, Mobile Computing and Cyberspace. Research Innovations is headquartered in Northern Virginia with several work locations and provides an environment and culture that rewards talent and accomplishment. They are a company of mission focused people who are satisfied when they deliver excellence and success to our customers.

Building and Maintaining a Strong Internal Community

December 13, 2023 By Jim Storer

Community Conversations is a long-running podcast series highlighting community success stories from a wide variety of online community management professionals.

Episode #93 of Community Conversations features Helen Chen, Senior Community Manager at Research Innovations Incorporated (RII).

Hosts Jim Storer and Shannon Abram chat with Helen about her work building community at Research Innovations, including programs for remote employees, executive lunches, and philanthropy activities. She shared advice for community teams looking to more deeply connect with a internal audience and shared best practices for building and maintaining a collaborative and innovative culture for employees.

Building and Maintaining a Strong Internal Community

Listen to Helen Chen on Building and Maintaining a Strong Internal Community

https://media.blubrry.com/608862/thecr-podcasts.s3.us-east-1.amazonaws.com/HelenChen-2023-ResearchInnovations.mp3

Podcast: Play in new window | Download

Subscribe: Spotify | RSS

About Helen Chen

Helen Chen is a Senior Community Manager at Research Innovations, Inc. She is a seasoned community strategist with proven experience leading public, private and social channel communities at organizations including VMWare, Carbon Black, and TheMathWorks.

Her specialties include community management, online learning, social media strategy, collaboration, web content development, organizational development, process optimization.

About Research Innovations, Inc

Research Innovations Inc. (RII) supports critical defense, intelligence, and cyber customers across the U.S. Government and with select international customers. RII is a leader in Joint All-Domain Command and Control (JADC2) efforts with its cutting-edge solutions, rapidly delivering transformative technology to customers and end-users to achieve its core purpose of “Creating RIIdiculously Awesome® solutions that make the world safer.” By combining user-centered design and agile development methods, they create innovative products and solutions for our customers. They focus on performing cutting-edge research and development of information systems that support Joint Command and Control, Mobile Computing and Cyberspace. Research Innovations is headquartered in Northern Virginia with several work locations and provides an environment and culture that rewards talent and accomplishment. They are a company of mission focused people who are satisfied when they deliver excellence and success to our customers.

Related Reading:

  • Eight Ways to Improve Your Online Community Programs
  • The community manager role today
  • What is an online community specialist?
  • Elevating Content & Programs for Community Growth
  • Building a Strong Foundation: The Importance of Policies and Governance in Community Management 
  • No Question Left Behind: Transforming Community Engagement Through Effective Communication
  • Embracing AI and Integration: Trends in Community Technology
  • Scalable Self-Service in Online Communities
  • How I’m Using AI as a Community Manager
  • The Power of Metrics: Enhancing Community Engagement at ISTE+ASCD

5 Ways to Put Your Community Members First

September 20, 2022 By Jim Storer

Online customer communities solve many tangible business problems. They can increase case deflection, lower support costs, enable distance collaboration, and connect global audiences. Customer communities also empower their members by making them feel seen and heard.

Empowerment might not be on your radar as a community use case, but connecting with your audience can pay big dividends. When your members know you care the online relationship shifts from a transaction to an interaction.  A whopping 62% of customer communities report that their members feel seen and heard through online community initiatives. How can you make sure the communication in your communities is a two-way street?

Here are five ways we’ve found to put your members first – making them feel valued and contributing to long-term engagement and member satisfaction.

1 – Integrate members into your strategy

For a lot of you this is going to be a big, “yeah, obviously” but online community members often take a back seat to corporate initiatives when it comes to strategy. Create formal member input channels for member feedback, like ideation programs, suggestion boxes, and event old-fashioned contact us forms. Also critical?

Make them easy to use. You want the barrier to contributing to be very low. You can set up a regular cadence of surveys for members, either tied to your editorial calendar (ie. surveys happen in June and December every year) or tied to member milestones like anniversaries or engagement markers.

The most important step here isn’t collecting the data, it’s truly integrating member input into your strategic conversations. Regularly review ideas and bring member feedback to relevant conversations. Don’t forget to acknowledge member contributions to help members understand where and how you are using their feedback.

2 – Give members visibility

The first rule of member feedback is: give credit! Always mention the member who originated an idea/attach their name to the feature, both internally and externally. This both provides positive reinforcement for the behaviors you want to see in your community and encourages others to share their feedback and ideas. You can also give shoutouts in the community and internally at your organization for those that might not have ideas or feedback that is used but are taking their time to contribute.

You can also create a formal recognition program (often called superusers, advocates, etc.) to tie member contributions back into the strategy of the community. This can be gamification, badges, branded swag, or awards, and doesn’t need to be physical gifts. Banners/labels on a profile or special mentions during calls or events are great rewards that don’t tax your budget. You can learn more ideas for superuser programs here.

3 – Recognize your members

Regularly spotlighting members and their work is a low-lift way to increase individual visibility in your community. Member recognition and spotlight programs do double duty as an engagement tactic, as they recognize the work of members and provide a way for members to get to know each other.

Sharing member contributions publicly may not always be an option for you, depending on your community type and organization’s standards. However, if you have a community Twitter, Facebook group, or LinkedIn you can cross-post content there. Sharing about community members publicly gives some visibility to what they’re doing behind the scenes.

4- Listen!

Make sure you’re proactively connecting with members with regularly scheduled check-ins. Don’t wait for them to come to you! Pay attention to what members are talking about, asking for, and challenged by. You can then create content and design programming that applies to these situations, even if they didn’t ask for it explicitly.

You can say you’re listening, but unless members see the result of that, are you really? Be sure to act on what you see, hear, and are asked about. Be flexible and willing to act (often easier said than done!) but your willingness to implement ideas and enact changes turns your listening into tangible action.

5 – Be transparent

Regularly share your strategy and roadmap and then listen to your customer community’s input. If online community members do have a say in your strategy/roadmap, make sure you touch base with them regularly to keep them involved. Don’t make them feel like an afterthought. If they have taken the time to influence your work, understanding how their contributions are being implemented is gratifying. If members aren’t directly involved in your strategy/roadmap, you can still update them on progress and plans to help them feel more connected to the community program.

When possible, share the reason why decisions were made. This leads to telling them why you make the decisions you do which can help them understand why your community operates as it does. Be straightforward and explain whether and why something works or fails. This transparency leads to trust, and if members trust you, you have truly built a community.

The Crisis of Organizational Communications

July 28, 2020 By Rachel Happe

The Crisis of Organizational Communications in 2020

Do you work in or with an organization?

Are you overwhelmed?

Do I even need to ask?

Organizational communications in 2020 is in crisis. Communications channels and content have exploded. Information outside organizations changes with every 60-minute news cycle, while organizational processes and tools seem decades out of date and supported with a fraction of the staff needed. The friction between how fast information flows in public and how slow information flows in organizations increases daily, leaving everyone frustrated, anxious, and immobilized.

In 2011, in a keynote at the Enterprise 2.0 Conference in Boston, I used the Red Queen Hypothesis as an allegory for organizations and their need to change dramatically if they want to survive because the approaches that got them here won’t take them any further. They are, in fact, losing ground – slowly at first and then more rapidly.

The Crisis of Organizational Communications in 2020

Over the past decade, this dynamic has only increased, with employees in every department running and getting further behind. Organizational boards and executive teams risk extinction by not dramatically restructuring their corporate governance for the knowledge economy. COVID-19 has accelerated that risk. As I projected, people are now the weakest link – they are breaking. Many individuals spend most of their time communicating instead of working – so when do they work? By working longer and longer hours.

The way we have always worked is unsustainable.

Customers Feel Alienated

Customers have noticed. While customers get information on social media, in communities, and through their networks, they often have a challenging time getting anything directly from a person at an organization. The impenetrable fortress is making them wonder what’s going on back there while the world keeps spinning. The silence is often deafening.

When customers can connect, it is more often than not with an online form, an email distribution list, a chatbot, or a faceless social media account. If they need help or an answer from an individual, there are hoops, hurdles, and queues to make it through – a veritable ninja course of obstacles. These experiences leave them feeling burdensome, exhausted, and unappreciated – and very often annoyed. It does not create a good customer experience.

Employees Are Overwhelmed

If you work in an organization, you probably have a contentious relationship with your email inbox. Between the emails, texts, websites, files, chat tools, business systems, community platforms, and social media channels, you are assaulted with information and options. Thanks to the COVID-19 pandemic, you likely added five to eight hours of video meetings per day on top of that.

When do you actually work?

Employees are drowning in information, coming at them from all angles with little rationalization or standardization across different people, teams, and communities within and across organizations. This communications environment is both bewildering and taking an increasing amount of time to navigate. There is little support or guidance, even as organizations continue to deploy and adopt more technology without rationalization, integration, design, or intelligence. Most employees don’t have the skills, the time, the experience, or the access to navigate this ecosystem effectively. So employees tend to default to what they know and are comfortable with even if they also understand it is not effective.

Increasingly overwhelmed and stressed, employees cannot rethink how they work but are in dire need of a reboot. Add with the stress and risk of working through the COVID-19 crisis; there is little incentive to rock the boat or the time to experiment.

HR Is In a Tenuous Position

Human Resources groups have always been primarily tasked with protecting and mitigating the organizational risk of having employees. People are accounted for as liabilities and not assets on balance sheets. Because corporations are set up to maximize shareholder value and profitability, they necessarily seek to minimize their liabilities. One of their liabilities is the cost of employees. This accounting standard puts the incentives of the organization and shareholders at direct odds with employees. HR departments exist to manage and negotiate that inherent conflict with the goal of maximizing contributions while minimizing costs. Trying to improve the employee experience with the fundamental incentives are broken is impossible – and so is dramatically increasing engagement.

Social technologies have increased information and transparency, giving employees more options and better information with which to negotiate. The competitive pressure on HR departments has increased significantly as the balance of power between organizations and individuals have shifted. As we move into a knowledge economy, the friction increases with traditional risk management and HR approaches, which typically seek to standardize roles. Organizations need creative and innovative employees, two things that cannot be forced with extrinsic motivators, which is HR’s primary toolset. HR staff is overwhelmed navigating this new power dynamic while applying the standardized processes, roles, and governance that mitigate risk.

IT Sees the Approaching Storm

IT departments are often the first to see the enormous implications of the changing communications landscape – but with little authority or capacity to address them. Most organizational IT budgets are consumed, supporting legacy technology, ensuring security, and managing users. With the remaining resources, IT teams look to adopt and deploy technology and applications that will help the organization innovate – but most often without the design, UX, consulting, and analytics resources or capacity to help ensure its successful use, rationalization with existing tools, and impact on the business.

Cloud technology has also dramatically changed IT’s role and ability to impact organizational change. Cloud solutions are adopted across the organization as individual groups and departments see the necessity, creating an explosion of technology that is not integrated, used consistently, or managed by the organization. IT has lost much of its control and ability to aggregate data across the organization rendering it impossible to understand, rationalize, report, and act on what is happening. IT is overwhelmed, trying to keep track of all the organization’s technology just to ensure they have it identified and secured.

Executives Remain Isolated

Executives, surrounded by assistants and communication teams and in meetings constantly, see and experience little of the chaos. With a ‘bias toward action’ and a mindset that prefers solutions to problems, they often dismiss issues assuming they are driven by politics or personalities.

The challenges and opportunities for organizations have changed significantly, however. In production economies, the business opportunities were often logical and mechanical; standardizing supply chains and communications increased outcomes. Today, the opportunities for most organizations are complex and include many valid options, most of which are not obviously better than others. This new dynamic requires a far different approach to analysis, decision-making, and leadership. It is a decision-making environment with which many executives are not intuitively comfortable.

Current executives, educated and experienced in a different environment, have little time in their daily routines to explore this shift and little motivation given their past success, which is what got them to their role. These concurrent dynamics are colliding in ways that make change extremely challenging.

Meanwhile, crises are coming in quick waves. Executives are trying to address them in the ways that always have – but by the time they have assessed, discussed, and made decisions, their employees and customers are on to the next crisis. Their decisions and communications, when delivered, are already dated and out of touch with the fast-moving environment around them. These executives are overwhelmed with the pressure to change the organization but little confidence in taking the bold steps necessary and even less comfort with dismantling carefully crafted communications that are reviewed by multiple departments.

Community Managers Are In the Crosshairs

Organizations with limited capacity for direct engagement and small communications teams are using social networks, collaboration, and community channels to connect individuals to each other.

Externally, a small cadre of community managers ensure these channels give customers answers and information – and they do. Communities have been wildly successful at supporting customers, building awareness, and increasing product use – and the 2020 State of Community Management research shows that Advanced Community programs continue to invest and grow these programs and the governance required to support them.

IT groups have also invested in the infrastructure to support employee communities, hoping to relieve some of the communications tangle internally and to fill many of the enormous communications gaps across the organizational ecosystem. This effort, however, has been less than successful. While the infrastructure is available, there is little understanding, interest, and motivation to change. For employees, communication behaviors are driven by power dynamics, and the power dynamics of organizations have not changed. When a community manager (and it is usually only one) is hired to support this change, they typically sit in IT, internal communications, or learning & development – siloed and confined to a narrow objective with no visibility, support, or resources to fundamentally change how the organization works. They see many of the problems, support change in pockets, and see the huge opportunities squandered, but they are completely overwhelmed juggling basic needs against tantalizing opportunities.

Communications is a Mess

Everyone is overwhelmed. No one has the authority, influence, and expertise to make needed changes.

And the new information environment is impacting and changing every corner of organizations, how they work, and what is possible. In a world where innovation and creativity drive success, how an organization communicates and the culture that creates IS its business model. Communications can no longer be thought of as the group the manages websites and static content. It is a critical driver of becoming an agile and adaptable organization.

Because communications teams are not strategically positioned, the wave of new information channels is overwhelming everyone and pushing them to the breaking point. When used strategically, new communications channels and processes create transparency, easy alignment, more time to work, and increased flexibility. Those organizations that seize the opportunity to dramatically retool their organizations will reap unprecedented rewards in employee loyalty, customer satisfaction, and financial stability.

However, like seized gears, most organizations are stuck because they try to change their approach in any one area on its own – and stalls as it runs into traditional processes in other areas. Without a systemic change to corporate governance – adapting HR policies, management practices and objectives, accounting standards, and metrics – each effort to change communications will hit a wall and revert to the organizational standard, aligning with existing power dynamics and motivators.

I suspect many organizations will not survive because of this challenge and its scope. It is an existential threat that will come quietly at first – and then feel like a freight train bearing down on the organization. How many boards are sensitive to and prepared to act?

Organizations As Communities

Community structures are among the few governance approaches that can address this seemingly chaotic environment by distributing leadership and capacity to its members. As complex adaptive systems, communities are dynamic and diverse enough to react effectively; addressing, and responding to the complex system around them.

When we develop the Community Maturity Model is was, in effect, an organizational governance model designed to help organizations move from rigid and fragile hierarchies to dynamic and adaptive networks of communities. It reflects all the areas that are impacted by a changing information environment and how to nudge each competency into a looser state – from rigid processes and detailed rules to higher-level principals that inform but do not restrict decision-making at the edges. This adaptability allows organizations to evolve in a phased way that leans into its strengths while filling gaps.

What to see where your organization sits?

Take the (free) Community Score Assessment to find out where to prioritize your focus and resources.

How to improve online engagement

Organizational Governance in Crisis

The communications crisis has created division not just within society but within organizations – pushing each functional area to extremes. Everyone is overwhelmed and reacting to that anxiety in different ways. Some groups are shutting down, others are trying to control the chaos by organizing, what is fundamentally unorganizable, and some are denying a problem exists at all.

What do you do when you are running twice as fast and still falling behind?

You need to play a different game.

The old rules are broken beyond repair. Using them is a fool’s errand. Finding a way to fundamentally restructure organizations for a new era is imperative. Global organizations that benefit from market inertia and diversity may not feel the existential threat at the moment but have no doubt it is coming. Watching this space over the past decade, I have seen the impact of this crisis accelerate – and that acceleration will continue and increase in speed.

Organizations need a new governance model – one that does not pit its employees, customers, and partners against itself and each other.

Start with a BOD committee and a strategic task force that includes communications, IT, HR, L&D, KM, a community strategist, finance, legal, and the CEO.

Using Online Community to Transform Internal Culture and Communications

April 27, 2020 By Jim Storer

Humana is a healthcare company that has transitioned through its 50+ years from operating nursing homes to operating hospitals to offering health insurance to millions of people. In recent years, Humana has focused its efforts on the senior population through Medicare Advantage products, as well as promoting value-based care through providers.

Historically, internal communications were one-sided, and increasingly employees wanted to have a voice in the organization.

Their internal community, called ‘Buzz’, was created so employees could:

Humana online case study
  • ENGAGE in conversations.
  • LEARN about the latest company updates – events, announcements, and more.
  • REPLACE lengthy, siloed email communications with public-facing interactive conversations.

In this case study,  Jeff Ross, Community Manager at Humana shares how he and the Humana Community Team used their internal community to transform the internal culture and communications at their organization.

Download the Humana Case study.

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