This is part 2 of our 6-part series on community strategy (click here to read part one).
If you like the series, consider signing up for our Strategic Community Management course.
Enrolment is now open and the course begins on October 9th, 2017.
This is going to explain the key processes behind establishing community goals and winning internal support.
About half of our clients ask for our help to set the goals for their community. The following might help.
This is a big topic, so I’ve divided it into 9 key principles.
Principle 1: Engagement Should Never Be A Goal
Many of the community and professionals we’ve worked with and trained over the past decade used to make the same mistake. They believed if they could get the engagement metrics high enough, they would finally get the support and respect they needed. They spent their time trying to get more engagement and reporting on engaging metrics.
The brutal truth is the engagement metrics will never be high enough to get you the support you need.
Chasing more engagement is a fools’ game and condemns you to the engagement trap.
Not many people working in communities today have the right goals. Setting the rights goals should be a transformational process for your community and your career. By the end you should be working towards something you know you can achieve, that other people support and that you know is valuable.
Principle 2: Goals Come From Your Stakeholders
Far too many engagement professionals set the goals for their community and then toil endlessly to win support for them. I know one director of community who has spent five years of her career trying to get internal support for her community’s goals.
The key to career success is to reverse this.
Don’t set goals and try to win support for them from colleagues. Find out what your colleagues already support and use these as your goals. It’s a lot easier to swim with the current. If you don’t want to fight every day to get support, begin with goals people already support.
Principle 3: You Don’t Truly Have Support Until You Get More Resources
Ignore what other departments say, you only truly have support when you get more resources you didn’t already have.
Your organization could commit far more to the community than they do today. For example:
- The sales team can drive new prospects and clients towards it.
- The PR team can promote your community.
- The HR team can embed it within newcomer orientation for all employees.
- The content team can test content in the community.
- Engineering or R&D can give community direct feedback into the product.
- The CEO can participate in the community.
- Marketing can give-away free products to top members.
- The web team can feature it more prominently on the website.
Imagine each department as an engine cylinder you need to fire up to support your community. It’s your job to get each department supporting the community with more resources. This is going to require building powerful alliances where you come up with the goods (more on this later).
Principle 4: The Best Goals Come From Extreme Listening
Make a list of your stakeholders (colleagues, your boss, CEO, CFO, CMO, dir. Marketing, HR, IT, and anyone else who might be interested in the community). Interview each of them to understand their priorities. Ask them what they spend their time doing, what they hope to achieve, what they’re afraid of.
Pay careful attention to what they say and how they say it.
What do you they talk about excitedly and what do they sound bored by?
Attend the meetings of other departments too. Learn how they think and what information they prioritize. Almost everyone we interviewed who has won internal support regularly attends the meetings of other teams
Your goals will come from the above information. Remember goals are personal. Most goals will be those which:
- Save time.
- Save money
- Avoid making mistakes/looking bad.
- Achieve superior outcomes/better performance.
- Impress boss/colleagues.
- Feel more important and respected.
- Feel better about the work they do.
(generally in this order)
You should be able to build a clear list of goals, for example:
Principle 5: Avoid The Big, Noble, Goals Trap
Everyone believes that delighting customers, breaking down knowledge silos, and cutting costs are a good idea.
Everyone will agree these are good goals and they want to support it. But few of this group will help you because the goals are too broad and too distant to help you now.
Base your community goals in the day-to-day reality of your audience. What are they working on today? What do they need help with? What are they struggling with?
Principle 6: Use The Stakeholder Matrix To Prioritise Goals
Now prioritise this group by their interest in the community and their influence over it. Adopt the goals of those at the top of the list. For example, above, the goals might be:
- Answer every possible question our best customers have. (stakeholder: boss)
- Identify and resolve possible PR problems before they become major problems. (Boss’ boss)
- Increase reach of promotional messaging. (dir. marketing)
Notice each of these is relevant to goals right now. This is a key part of getting support.
If you can’t tackle all 3 (and 3 is a lot), focus on just the goal for whomever has the highest influence.
This framework will also guide how you interact with each of your stakeholders. You shouldn’t send the same messages to legal as you would to your boss, for example.
Principle 7: Build Stories To Support The Goal
Now you have a goal, you need persuasive stories to establish it. Anytime anyone asks you about the community goal, you should state the persuasive goal and then use a story to illustrate it. This means using Evernote, screenshots, or any system you like as a story capture system.
Your stakeholder framework will show what kind of stories to look out for.
Using the above example, you would capture stories of the top members who were happy they got their elusive questions answered quickly, of potential PR crises avoided, and the number of people your community was able to reach.
Data helps, but it’s only the backdrop to the narrative.
Remember stories have a beginning, middle and an end. Make them fun and interesting. If you don’t have stories of your own, start looking at other comparative communities. Don’t stop until you have at least a dozen great stories. Match each story to your community goals.
Principle 8: You Are Not A Jedi
No combination of words will win you the support of sceptical colleagues. What you bring into the meeting is far more important than what you say in the meeting.
If you want the PR team to promote you, bring them five incredible case studies they can promote.
If you want the sales team to help you, bring them a list of 20 useful leads.
If you want the engineering team you help, bring them valuable feedback they can immediately use. etc…
Success is going to mean building alliances where you have to give support to get support.
Figure out what the community can give to different people and departments within the organization.
Principle 9: Keeping Support Isn’t Binary
Support isn’t binary. People leave and priorities shift.
You need to set aside a big chunk of your time (at least 30%) to building and maintaining internal support.
This means attending meetings, taking colleagues out for a coffee, and finding new ways to bring value to other groups.
Your community goals will guide everything you do in the community.
Your goals determine what platform you select, how you set the platform up, what you ask your members to do, how you motivate them to do it, and what you report internally.
Setting community goals and winning internal support are two parts of the same process.
You should, if you follow these 9 principles, find that you can finally stop trying to fight for support and take a deliberate approach to getting the results you want.
Strategic Community Management
If you found this or the last part of our series useful, please consider signing up for the Strategic Community Management course.
The course will transform how you approach your community, help you escape the engagement trap, and guide you to deliver exactly the kind of results your organization needs.
And the fee is only $675 ($1100 if taken with Psychology of Community).
I think that’s a fair bargain.