“Our top members have drifted away, but I’m hoping after [take action] they will come back sharing knowledge again”
I’ll predict that won’t happen.
Moz had this problem too. Top SEO talent used to love participating in the community. The top members built a strong following and launched their own blogs/communities.
They occasionally return to participate, but only on posts about them, in webinars where they’re the guest star, to write special guest posts, or to participate in speaking at events etc…
Top members don’t usually drift away because of a single tech issue. They drift away because they’re relationship and attitude towards the group has changed. A sudden change might precipitate that issue, but the wheels were already long in motion. They feel their status is above this group level.
Don’t try to bring them back to perform the same behaviors, try to bring them back to do something different – something more befitting their perceived status (in their eyes) today.
It’s rarely a good idea to reach back into the past for community ideas. So look ahead and design new ways for people to participate in the group. Ways with high status and provide a sense of challenge.
An interesting paper to note:
Contrary to the theory of reciprocity, and in line with predictions by the bystander effect, we found that receiving high quality answers negatively influenced new knowledge seekers’ future likelihood of knowledge contribution.
Consistent with the social exchange theory, receiving high quality answers positively affected newcomers’ future knowledge seeking behaviors. Social responses (votes to the new members’ questions) were found to have strong positive effects on both newcomers’ future knowledge contribution and seeking behaviors.
This closely aligns with what we’ve seen.
Providing a really good answer to a question might encourage more questions but not more answers to a question. Reciprocity doesn’t work well within most online communities as people primarily interact with strangers.
If you want to convert an asker into an answerer, you usually need to tickle their needs for status and validation. Give them a small taste of importance (stress the impact or influence of the question). Great answers alone aren’t enough.
Building and nurturing a powerful group of insiders is going to be a critical part of your job.
The challenge is to identify, nurture, and retain top members. These are the people who will answer every question, welcome new members, and put their soul into the community.
My colleague, Sarah Hawk (just about to depart for a fantastic new job at Discourse), has spent the last 8 months putting together the biggest and most comprehensive guide to building superuser programs ever created.
The guide includes breakdowns and tips from over a dozen managers of top community superuser programs, a detailed set of resources detailing how to get one started, and what you can do to turn your program into a monster success.
You’re going to learn the psychology, technology, and the processes that make yours succeed.
You can find the complete guide here: www.feverbee.com/superusers.
Get The Templates for Free
Mobilize, a tool which can help you manage superuser programs, have sponsored each of you with a set of templates to optimize your efforts.
You can download them for free here: http://superuser.feverbee.com/
Speaking this week to community managers in Israel, one idea struck a chord; asset-based community development.
It’s the most important concept in community organizing you probably haven’t heard of.
ABCD is when a community organizer (builder, manager) stops treating communities as a group with a collective problem to solve and starts treating the community as a group with countless opportunities for growth.
It’s the belief that every single person who walks through the door of your event, who joins your community, or engages with you in some way has something they can offer the group.
It’s the belief that every single person has unique skills, knowledge, experiences and more that they can contribute to the collective benefit of the group.
Your community today has people with backgrounds in design, law, technology, marketing, sales, customer service.
Your community has people who have spare rooms, a car they’re not using, books they don’t read repeatedly, clothes, food and more.
Your community has people who know people. People that need to fill jobs, can give medical advice, or have traveled to wonderful places.
In short, your community has people who can design things, translate things, lend items, provide expertise and be more engaged if you can make the connections and make them feel special about doing it.
Someone asked in the Tel Aviv session, ‘What’s the secret to keeping members actively engaged?’.
ABCD is the answer.
Communities are a goldmine for innovation and insights, but you need to get the strategy right. Insights don’t appear by chance, they appear after a successful execution of your community strategy.
You can use a community to directly solicit ideas, gather feedback, identify bugs, track sentiment, identify popular trends, and refine ideas through getting early feedback (content, possible new features, and potential product changes).
I’ve spoken with many community managers this year who have shifted from customer support to an innovation-driven approach. It’s the most effective way to gain internal support.
Goals and Objectives
First, make sure the goals (the change the community makes in the world) and the objectives (behaviors you need people to perform to achieve that goal) both align. If you’re measuring engagement (clicks, likes, shares) you have the wrong objectives.
Some examples are below.
The objectives should be really, really, specific here. Think very carefully what behaviors will actually achieve the goal. There should be nothing vague. If you want members to refine products/improve content, you need them to read/engage with it first (action 1), you need them to reply with suggestions/feedback in the community (action 2). You might also want them to complete surveys about the products too (action 3).
That’s 3 very specific actions. All other engagement metrics are irrelevant.
Now you need a strategy for each of the objectives you’ve established.
(this is also why you should only have 1 goal and a max of 3 to 5 objectives).
Remember strategy is about inducing an emotional state that will get people to perform the behavior you want.
If you want members to report bugs, why would they do that if they’re not already?
As we see above, you might decide to stress the frustration they might feel and change the environment to highlight how they could easily remove the frustration.
You might focus on building a sense of pride. This might mean creating a group of people who proactively look for bugs that everyone else has missed.
You might focus on jealousy, and see who can resolve the most bugs.
You might focus on belonging, being part of a ‘bug squad’ that goes out there looking for bugs as part of their group identity.
Only pick one strategy per objective (I know how hard it is), but any more will diminish your focus on making the strategy successful.
By this stage you might be pursuing two clear strategies:
1) Belonging – Create a bug squad of insiders to seek out and report bugs.
2) Fear – not getting your bug fixed if you don’t click/share if the bug affects you too.
The tactics should now fall relatively neatly into place.
1) STRATEGY: Belonging (creating the bug squad)
Tactics here might include:
- Create a separate place for the group to interact and collaborate – also where they have direct access to staff members.
- Build relationships with the leaders of the group.
- Facilitate off-topic bonding-related discussions for group members to interact and get to know one another better.
- Host an offline group meet up for members to connect.
- Create unique avatars members of the ‘bug squad’ can use.
- Creating rituals and traditions for new members of the bug squad.
Whatever your strategy is, all your actions should be subservient to it.
2) STRATEGY: Fear (that your bug won’t get fixed)
Again, tactics might include:
- Publishing a regular list of ‘top bugs’ and sharing the roadmap. Inviting members to select the ones that affect them or they won’t get fixed.
- Asking members to check if their bugs are at the top of the list, or they might miss out on getting it fixed.
- Having quarterly ‘closures’ of time when people can vote on which bugs they want fixed next.
- Email campaigns highlighting time is running out to get your bug fixed before the next engineering sprint.
Notice how every tactic embraces the use of fear but for positive aims – to get bugs fixed.
By this point, you should have an extremely clear and coherent strategy that connects your tactics, to your strategy, to your objectives, and your goals.
You should have moved past the ‘driving more engagement’ and focused specifically on the kind of activity you need members to perform.
An online community is a group of people who have built relationships around a strong common interest and primarily use the internet to communicate with one another.
That definition used to be enough, I’m not sure it is anymore.
We wrote about this 3 years ago.
The shift since then has been less about relationships between members and more towards the strong common interest and online interaction alone.
Community today most commonly means everyone who shares the same interest regardless of their interest with one another. It includes your social media followings, 3rd party groups, your mailing list, and everyone you connect with online who shares the same interest. That interest might be your field or your product.
e.g. you and I might not know each other, but if we both use an iPhone we might be in the iPhone community.
This presents opportunities and risks. The opportunity is a more expansive, broader, and a more powerful role for the community manager. Perhaps one that includes figuring out the best way to engage people across multiple platforms and social tools.
The risk is it becomes difficult to define community compared with customer experience, customer success, customer support, customer relationship management, online marketing, and similar disciplines.
Push for a more expansive role engaging with customers across all platforms if you can, but be aware it might be in a different discipline.
Most companies using open-source community software end up with a community site which doesn’t look great.
Both are ok, but they miss out on the opportunity to spend a little more money developing something that looks as good as most enterprise platforms out there today.
They do this by having a landing page. You don’t drop people into a mass of discussions, you drop them into a page that makes it easy to find what they want and help them get started.
It’s pretty easy to build a front-page for an open-source platform. We’ve been exploring it for the redesign of our community (below)
If you’re going to use an enterprise community platform, it shouldn’t be for how it looks (that’s down to the implementation partner), it should be for integrations, security, and reliability.
If those aren’t as critical to you, then use an open-source platform (Vanilla/Discourse etc) but please spend just a little extra to develop a proper landing page for the community.
p.s. Come and join us at experts.feverbee.com.
Last week, Publicis announced Marcel. Marcel is an AI-tool (or bot?) that will connect colleagues around the world and allow for search of content throughout systems among 80,000 employees. The project will be funded by pulling up to $2m in spending from award shows for a year.
The main use cases are:
- Find colleagues with the right skills and experience for projects.
- Collaborate on projects with them.
- Search for relevant material throughout the company.
It’s far easier (and cheaper) to develop an internal community and tag documents properly.
This means creating a sense of pride in keeping your work updated, relevant, within the workflow of others, and properly tagged.
It means keeping your internal profiles updated and tagged with relevant experience and information.
It shouldn’t be enough to deliver award-winning creative for a client, you need to properly document and store it for others working on similar clients in the future. You need to update the vendor information, prices, and how well they did. You need to update your own profile too.
This needs to be written into individual goals and performance reviews too. You need to persuade small groups of the time they can save and people they can help by properly tagging information. Encourage people to acknowledge when existing documents helped them. Ensure updates shift to new employees when current colleagues leave.
All of this takes time. But it takes far less time, far less money, and is far more effective than developing a talking AI robot.
I spent two weeks in San Francisco interviewing 20+ community professionals from companies big and small. They split into two separate groups.
Group one were largely from the start-up sector. They had a strong level of internal support for the community. The CEO believed community was important and core principles trickled down. Most CEOs in this sector were more worried about sustaining attention than profit. Let’s call these the ‘blind faithers’. They trust the community is essential to relationships and keeping an audience’s attention.
Group two were outside of tech. They struggled to get internal support or understand their community. They are dealing with bosses and CEOs with limited resources and trying to allocate those limited resources to maximize impact. Multiple departments were using all possible means to get the resources they needed (or just wanted). They needed to see the impact of community. Let’s call these the ‘hard evidencers’.
The challenge dealing with a ‘blind faith’ CEO isn’t getting resources, but understanding their vision. This can be difficult when they don’t know themselves. Is it customer support? Innovation? Raving advocates?
Most problems that arose in this group came from not taking the time up early on to truly understand what a community means to them and what they’re working towards. They felt awkward about challenging or helping frame the goal.
The challenge with ‘hard evidence’ CEOs is building up relationships around them (they’re highly influenced by peers), creating case studies of success, and finding ever more ways for the community to deliver more value (being a nimble way to test ideas usually helps).
You already know which type of company you’re working in. So match your actions accordingly.
p.s. I’m speaking at several events in Israel this and next week. Most are private, but you can join this one if you’re in the area.
Continuing from online community strategy.
Let’s imagine your community is to improve customer satisfaction (or customer success).
Your objectives first are to establish what behavior would drive that success. These are the behaviors your entire community is designed to facilitate.
Once you have these behaviors, it becomes easier to establish what to measure (see below):
Those metrics above are the only things you should be reporting internally. Forget number of members, levels of activity, and participation. If your community is designed to encourage these behaviors, these are the only things worth reporting. This ensures you’re only measured by what you actually influence.
Notice also that creating tips is pointless if no-one reads them.
Each objective to increase customer satisfaction needs its own strategy. The strategy is based upon amplifying a specific emotion. This emotion is what will move people to take action.
Any objective can have multiple strategies, as we see below, but you should pick just one. You select this option based upon your ethnographic research into how people feel.
It’s always tempting to pursue multiple strategies, but this doesn’t work. It’s best to double down on the one strategy which will have the biggest impact.
The next step is to identify what tactics will best fulfill that strategy.
Take the strategies for our first objective above.
1) If you’re looking to provoke jealousy, you want leaderboards, interviews with top members, and recognition of the top members. These are the tactics you execute upon.
2) If you’re looking to provoke pride you need to identify areas they are experts in, provide them with metrics to measure themselves (but not compare), and communicate gratitude to them from internal letters etc.
3) If you’re looking to amplify the sense of helping others, encourage gratitude and feedback from people they’ve helped, let them track how many people they helped, give them an inside track on what issues most members are struggling with and provide them with training to help more members.
Everything in a strategy should connect. You should never be engaging in tactics just to drive activity. Everything should be part of a plan to achieve the goal.
This is a simplistic, but essential overview of the kinds of strategies available to increase customer satisfaction within a community. Be aware also there are plenty of different objectives you can focus upon to improve customer satisfaction, we’ve picked just three.
More information at: www.feverbee.com/strategy.
Benchmarks from other organizations don’t usually tell you how you’re doing, they only tell you what’s possible.
If you want a 100% accepted solution rate to every question, that’s not possible (without removing the questions which don’t get a solution, but I digress).
But if Dropbox, Airbnb, or GiffGaff get that number up to 75%, then you can study them to see how they did it.
Comparing yourself to other organizations is a dangerous game. A product with thousands of customers will have VERY different benchmarks from one with millions of customers. They develop at different speeds too (broadly, more people = faster process through the lifecycle).
And passion for the product or problems with the product vary greatly. A buggy product used by millions may have a seemingly better community than a great product used by the same numbers.
I get the temptation to compare your community to others, but try to resist it. It’s rarely a fair comparison. A better comparison is whether your community is better today than yesterday, if not, what will you do about it tomorrow?
We’ve been involved in plenty of recruitment of community professionals for clients recently.
Here’s a simple tip, build a profile of the kind of person that would be the perfect fit (or kinds of people) long before you need somebody.
Now go out and attend events (Lithium Linc, CMX, Community Roundtable, Jiveworld, OCTribe, Community Breakfasts etc) and begin meeting people. Yes, you might know most of what’s discussed already, but the connections are invaluable.
Better yet, apply to speak at events. Share publicly your successes and what your community is working on. Evangelize your community and make it a community others want to work on.
Look out and regularly add people on LinkedIn and Facebook. This is the one time where sheer quantity of connections can be useful.
The difference between posting a job ad and hoping someone good applies and reaching out to 30 people you would like to hire and another 20 who might know somebody is huge.
This takes up time initially but can save you so much time in recruitment (and replacement) later.