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Measuring Networked Leadership

February 27, 2020 By Rachel Happe

For many years, I had an uncomfortable relationship with the word ‘leadership’. It seemed vague, imprecise and conflated with ‘executive’, especially in corporate settings. It certainly didn’t apply to me. Then I was an executive and I still think of myself as a leader. To me, it felt like the word beauty; something that is in the eye of the beholder.

Working with online communities, however, has helped me clarify what leadership means because you see leadership clearly in behavior. It is, in fact, fairly concrete. You can see it by looking at who:

  • Validates others regularly, encouraging them to engage
  • Shares what they have learned
  • Offers perspectives and asks clarifying questions
  • Asks open-ended questions

You might be thinking that a lot of people do these things and you are right – because leadership is available to everyone. What sets leaders apart is the willingness to pursue it. By engaging transparently, leaders show a willingness to be vulnerable, to expose themselves to critique, to go ‘on the record’. Leadership then is not the same as being an executive. There are executives who are leaders and there are leaders who are executives – but there are also plenty of executives who actively eschew any kind of conflict, difficulty, or vulnerability. Executives who are not leaders tend to surround themselves with handlers and operate through structured channels in predictable ways.

Leadership requires courage – the courage to be different and to expose yourself to critique, which is challenging when many decisions are nuanced and messy. Through the lens of behavior, it is actually easy to see who the leaders are. And it can be measured.

In communities, leadership is revealed in measuring engagement, which we measure through four categories of behaviors: validating, sharing, asking & answering, and exploring. Each of these categories of behaviors results in a cultural outcome, from a culture of comfort, to connection, to trust, to partnership.

How to build a community - Networked Leadership

By measuring the breadth (what percentage of a population or community exhibits this type of behavior) and depth (how much of this behavior/person is exhibited) we can measure how cultures change over time – are they becoming more open or more anxious? Are more leaders emerging or is curiosity getting shut down? And because we can measure culture – we can measure the effectiveness of the executives in charge in their ability to create this culture.

SOCM 2019 Chart - Community Generates High Engagement Rates - Networked Leadership

One of the primary reasons community approaches are so powerful is that they encourage and reward leadership behaviors. In a knowledge economy, those leadership behaviors are critical to distribute and cultivate so that organizations can optimize learning, change, and innovation.

For those organizations looking to digitally transform and create a networked business model, this is one of the most important aspects of making this possible. Executives are now being tasked with creating a culture of innovation. In many cases, what that means is not defined and can be interpreted in many different ways – making it is hard to help executives understand what success looks like or to hold them accountable when their efforts fail.

Our experience with communities shows us exactly what a culture of learning, change, and curiosity looks like – and allows us to measure it. Those that understand this are using communities to change how they change – and making progress on some of their most complex organizational objectives.

SOCM 2019 Chart - Communities Advance Complex Objectives - Networked Leadership

Communities aren’t just about creating awareness and reaching more people – they are an operational approach and governance structure to change how organizations lead and manage. Find more insights in the 2019 State of Community Management report.

Podcast: SOCM 2019 Highlight – Community Leadership is Unevenly Distributed

October 24, 2019 By Jim Storer

Join TheCR’s Rachel Happe, Principal and Co-Founder of The Community Roundtable, as she chats with Marjorie Anderson, CSPO, Manager, Digital Communities at the Project Management Institute, about the State of Community Management 2019 report.

In Episode #62, Rachel and Marjorie discuss key finding #3 from the 2019 research: Communities Propel Engagement

Rachel and Marjorie discuss how community management can feel like playing “1001 and one ways to say no, without having to say no”, how community professionals can advocate for themselves in the workplace, and ways to avoid burn-out.

Haven’t downloaded the State of Community Management 2019 yet?

https://media.blubrry.com/608862/thecr-podcasts.s3.amazonaws.com/MarjorieAndersen_PMI_SOCM2019.mp3

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Profiles of Emerging Community Leaders

August 19, 2019 By Jim Storer

Community roles have long been misunderstood as positions “merely” requiring social skills and the ability to interact. In fact, they neither represent just one role nor are they simple. Great community leadership is mostly hidden work focused on enabling others to interact constructively in service of creating agile and collaborative cultures. This approach is far from easy to learn and community roles are more complex than most knowledge jobs because they require a deep understanding of people and power as well as the ability to make decisions in constantly shifting situations.

Community leadership employs influence and enablement to inspire and ensure people are rewarded for new behaviors. To do well, community leadership requires metacognition – the ability to understand one’s own thinking, how it differs from others, and how to bridge that divide. Community positions often require many adjunct specialties like strategy or content or are infused with expertise in one specific domain.

Community leaders typically come from a range of functional backgrounds, with the most common being marketing, communications, and customer support. The rest come from a variety of functional areas including product, strategy, communications, legal, sales, HR, consulting, operations, and even finance. This reinforces the fact that community building is a method of approaching any work versus the goal of work – and the best organizational communities are built to achieve a business objective. In fact, this is how many people come into a community leadership role – they identify a community approach as a better way to do the functional work that they have historically done.

Given the complexity of community leadership, it is no surprise than that the community professionals we surveyed had an average of 17.6 years of work experience and 6.3 years of community experience. The vast majority of community professionals have a college degree and a significant number also have a master’s degree. That earned them, on average, $107,807 in total compensation with a base salary of $98,569. Within the data, however, is a wide range of salaries, suggesting that job roles and salaries vary quite a bit. This is likely due to industry and geographic differences, but also suggests a lack of standardization and rationalization, which we see anecdotally. Because community leadership is an emerging field, those being hired often know more about the role, its demands, and its objectives than the hiring and Hr managers. This dynamic makes it a challenging field for both the people hiring and the people being hired.

Download the State of Community Management 2019 to read case studies, access more data and read the full report.

Note: This post contains content originally published in the State of Community Management 2019 report. Download your free copy here.

Trends in Community Management Staffing

July 29, 2019 By Jim Storer

34% of community professionals surveyed in the State of Community Management 2019 are still on teams of one, with the average community team now at six individuals, four of whom are full-time.

Surprisingly, the size of a team currently does not show consistent correlation to use case, the number of members in a community, the ROI of the community, or the sophistication of community strategy. This indicates there is little rationale in staffing to fit the needs or value of the community and suggests that staffing still relies on ad hoc support, that may just be one enlightened executive who believes in the promise of building community.

This disconnect further reinforces that community roles are not well rationalized – and justifying new headcount relies more on persuasion or vision than on responsibilities and results. This implication is further reinforced by looking at the disconnect between growth in value and the resulting increase in staffing and resources. 67% of community programs saw an increase in value and 70% of professionals report that the perception of their credibility and value has increased, yet only 34% of community programs saw any increase in staffing.

Additionally, only 49% of community professionals have been promoted, despite that increase in value and credibility. Not surprising then, when asked about their biggest frustration, community leaders identified lack of resources. Community value is growing significantly, but resources and compensation is lagging behind and often never materializes. This incongruity needs to be addressed by organizational leaders.

Note: This post contains content originally published in the State of Community Management 2019 report. Download your free copy here.

Advanced Online Community Strategies Enable Success

July 1, 2019 By Jim Storer

100% OF COMMUNITIES WITH ADVANCED STRATEGIES IMPACT THEIR CULTURE/ BRAND IN POSITIVE WAYS.

Successful communities are generative, with success and impact leading to more success and impact. Community returns, by their nature, benefit more than one participant, thanks in part to the trust and transparency that they enable. This typically results in consolidated and transparent information, win-win scenarios, and high ROI.

The question for organizations embarking on community approaches or who are currently operating underperforming communities, is this – how can my community get there?

Across the data from the 2019 State of Community Management research, the factor that correlates to the most other success factors is having an advanced community strategy – one that is approved, operational, and measurable. Within the 24% of community programs with advanced strategies, we see a group that is able to achieve self-generating, emergent growth, resulting in compounding value. Advanced strategies can be measured but they also are more comprehensive generally,
and are much more likely to include roadmaps, shared purpose and shared value statements, ROI projections, and, most critically, budget requirements.

AN ADVANCED COMMUNITY STRATGY IS ONE THAT IS: 



APPROVED
OPERATIONAL
MEASURABLE

Interestingly, average communities and those with advanced strategies do not look very different in terms of engagement rates, suggesting that the quality of engagement matters as much as or more than the quantity. In many other ways, they are quite different. despite having almost twice as many members, communities with advanced strategies are far less fragmented by sub-groups, more of their engagement is consolidated on the primary platform, and less of that engagement is hidden in private sub-groups. All of these aspects make the information more transparent
and accessible, causing the communities themselves to be more valuable to everyone.

Download the 2019 State of Community Management Report for more community insights, including a list of common elements of community strategies.

Note: This post contains content originally published in the State of Community Management 2019 report. Download your free copy here.

Podcast: SOCM 2019 Highlight – Communities Transform Organizations

June 20, 2019 By Jim Storer

Welcome to the latest episode in our community management podcast series, “Conversations with Community Managers.”

Join TheCR’s Shannon Abram as she chats with Rachel Happe, Principal and Co-Founder of The Community Roundtable, and Peter Broadley, Manager, Community Development and Engagement at CSA Group about the State of Community Management 2019 report.

In Episode #57, Rachel and Peter discuss key finding #2 from the 2019 research: Communities Transform Organizations.

Peter shares best practices for organizational transformation, and an inside look at how the CSA Group team has leveraged its online community to advance complex problems. Peter also shares the process he took to help his executives understand the value of community, and get their on-going support.

Download the SOCM 2019 Report for Free
https://media.blubrry.com/608862/thecr-podcasts.s3.amazonaws.com/SOCM2019_PeterBroadley_KeyFinding2.mp3

Podcast: Play in new window | Download

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