As a general principle, the more information you seek from members the fewer will complete the registration form.
Some automatically assume this is a bad thing and reduce the information sought to just an email address and password.
The reality is the registration form is one of many tools you use to attract the members you want in your community and the kind of mindset they’re in when they arrive.
If you simply want anyone and everyone, you will get members who haven’t had to think what they want from (or what they can contribute to) the community. That will be reflected in your discussions.
But adding the right kind of friction helps shape the kind of community you’re creating
Take a look at this signup form below (for a very meta community for community managers).
There is a hodgepodge of good and bad ideas here.
The location, mobile number(!), job title, and favourite TV show can probably be removed.
Unless you’re limiting membership by any of these categories, they don’t change the mindset of members or act as a natural filter for members.
The ‘what are you seeking’, ‘what can you offer’, and ‘what is your proudest accomplishment’ are examples of good friction (although the former two need more options).
These questions make people think about what they want from the group, prime them to offer something to the group, and encourage people to share what they’re proud about. It creates the platform for a very unique sort of community.
Just because you can reduce friction and get more people to complete the registration form doesn’t mean more people will participate in a productive way. Carefully adding friction can help nurture a far better community.
A common problem is trying to design a community to appeal to multiple audiences at once.
If you have developers, customers, buyers, resellers, and more all in the same community, it’s a nightmare to try and develop an experience to satisfy each of them. Yet, it’s also a real pain to have them click a button on each visit to go to the content they want to find.
One solution to this offered by Salesforce (and some other platforms) is audience targeting.
Once members login to the community, you can use their profile data, activity data, any fields they’ve completed to create a unique experience for each audience.
This might be a different variation of the page, a display of different features, showing different discussions, creating different navigation menus etc…(here’s a good overview).
If you’re using one of the more inexpensive platforms, you might not have this option. If you’re using an enterprise community platform, you should start exploring what you can do.
In one recent project, members were complaining about the navigation of the community.
They said it was impossible to find what they were looking for. They often felt lost. They struggled to follow and find the discussions they had participated in.
The community team had been trying everything to fix the problem. They had redesigned and simplified the homepage, created onboarding journeys, and had used every feature their platform offered to help members find what they wanted.
This had helped a little, but it was still the number one problem members complained about.
We took a different approach. Instead of trying to make it easier to find each feature in the community, we simply removed the majority of them.
Every feature which wasn’t used by at least 30% of active members was removed.
Any category which wasn’t attracting several hundred posts per month, was archived/merged with other categories.
Any page which wasn’t visited by at least 1k people per month was deleted (except for terms and conditions).
Any member that hadn’t visited within the past two years, was notified and then removed too.
Only two of the 20+ groups had any meaningful level of activity, so we created a discussion category for this and removed groups as a feature.
Any discussion which hadn’t been visited by 50+ people within the past year was archived.
We even removed the majority of options from member profiles too.
We reduced the navigation menu from 8 options (with drop-down sub-menus) to just 3 (without sub-menus).
Three things immediately happened.
First, navigation dropped from the number one cited problem in the community to the 4th.
Second, the level of participation increased by an average of 22% year on year.
Third, search traffic increased by 17% year on year.
The key to improve navigation (and the entire member experience) in most mature communities isn’t to improve the quality of maps, but to reduce the quantity of roads.
It’s harder to get lost when there are fewer places to go.
Status permeates deep within community building. Asking people who perceive themselves as high status to connect with those they see as low status (even if they don’t admit it) almost always fails. You can have limited success with time-limited engagements which present the individual as a high-status person, but otherwise you’re going to struggle.
A few years ago, I was sitting backstage at a conference waiting to give my talk. Fellow speakers in the room included Presidents, CEOs, and CMOs of known technology companies.
One speaker, having just preached the values of community onstage, asked our host how to sneak out the back without being seen.
Slapping a community label on an activity doesn’t disguise underlying social dynamics. People who perceive themselves as high status – even the most fervent believers in community – still aren’t keen to connect with community members they perceive as low status.
Part of this is understandable. Had the speaker tried to exit through the main foyer, the speaker would likely have had to engage with a large number of people who wanted something (answers to questions, pitch an idea, help with a specific feature of their product, validation by association etc…).
It’s feasible the speaker might have found someone who would have solved an urgent problem or become a lifelong friend. But the odds are low and the immediate pain too high. So the speaker slipped out the back.
I’m seeing many well-intentioned community initiatives fail because they ignore, rather than embrace, status.
Both the high status and low-status group still crave community.
But one group craves a community that offers privacy, intimacy, and an environment that reflects their status (luxury). They want a small number of strong ties with people like themselves. (hint: this probably won’t happen in a discussion forum). The other wants connections, purpose, and opportunities to grow. They want a large number of weaker connections.
Whether you like it or not, status permeates through all community work. A message (ghostwritten) from the CEO will have a far bigger impact on industry experts than the same message sent by a junior community manager. It’s impossible to even build a community in some sectors unless the founder is perceived as high status.
As you begin developing your community skills, you should become increasingly better at engaging people how they desire to be engaged, a desire based upon their perceived status.
A simple exercise.
In interviews, polls, surveys, or even a discussion post, ask what challenge members need help to overcome (and haven’t been able to solve anywhere yet).
You should get a big list of problems. List them by frequency (or urgency) and put them onto a content (or event) roadmap.
Each month make it your mission to engage members in solving each need.
You might notice the primary navigation tab is driving people to StackOverflow for discussions.
Embracing the existing communities (or native platforms members use) is both an incredibly smart and often an incredibly difficult decision to make.
It means you’re ceding control to a platform over which you can’t moderate and manage activity. Sure, you can participate and reply, but you can’t collect any data, easily escalate issues and plenty more.
Which is why so few organisations take a similar approach. They want control.
It might be psychologically hard to give up this control and simply link to a tag on StackOverflow, Reddit, or even a Twitter hashtag. But it’s far harder to persuade people to participate in your platform, when they’re so comfortable and familiar with participating in another.
You have to forge new habits, offer something members can’t get anywhere else, and force members to jump through additional hoops each time they want to connect.
But it’s worth considering the benefits of this approach.
StackOverflow probably has the best platform experience today. It’s a platform most technical audiences are very familiar with. Snowflake saves itself the trouble of hosting (and managing) the majority of discussions by directing people to another platform already filled with vibrant discussions.
Instead of competing with the existing ecosystem, Snowflake embraces it and adds value with distinct groups (which members can put themselves forward to run), user groups/events, documentation, ideas, and features StackOverflow can’t provide.
If there is already a place where members have discussions about the topic, it’s typically a good idea to embrace it rather than compete against it.
In surveys in around a third of our projects, members cite navigation problems as one of their biggest challenges.
This creates a battle where we try to make it dead-simple for members to get to every important area of the community within a single click (while still leaving space for banners, announcements, search, and the latest community activity).
Our work with Sephora is a good example of this process in action.
This is why communities like UIPath work so well.
You might not think it’s the most attractive site, but I love it.
Every visitor can easily see and reach every part of the community. The latest discussions, categories, and links are all in one easy place – with a banner for new information.
In 90% of cases, ease of navigation massively trumps aesthetics.
Counting the number of emails a member received from one organisation upon joining the community recently.
- 1x Weekly newsletter from the company.
- 1x Special email announcing the community.
- 1x Confirmation email when they registered.
- 1x Welcome email when they clicked the confirmation email.
- 1x Email congratulating the member on making their first post.
- 1x Email letting the member know they had received a response to their post.
- 1x Email letting the member know they had received their ‘first post’ badge.
- 1x Email letting the member know they were now being followed by the admin.
- 1x Email letting the member know they had received a direct message from the admin.
- 1x Email letting the member know they had reached a new level.
- 1x Weekly community digest.
- 1x Curated monthly community newsletter.
Timing was a factor, but all 12 emails were sent within 3 days.
You can intuitively see how receiving each email individually makes sense.
But combined they create overwhelm which almost guarantees members will never read any of your emails again (aside, while you distinguish between emails from the community and the rest of the organisation, a member doesn’t).
A few basic tips:
1) Limit distribution of emails. If your platform allows it, limit the number of emails a member (especially a newcomer) will receive to just 2 to 3 per week.
2) Don’t send out gamification emails. For newcomers who quickly move up levels, this creates far too many meaningless emails. Either limit this to the higher ranks or turn it off entirely.
3) Don’t send out DM or follow emails. DMs should only be for active members who regularly visit the community and follow-related emails are pointless.
4) Don’t enroll newcomers automatically in the newsletter or digest. Either wait a week or two or invite members to opt-in when they’re ready.
5) Delay the welcome email. Wait until after a member has made their first post or been a member for a week.
Try going through your registration process yourself. You might be surprised just how many emails members receive.
Not one of the 530,000+ posts in the community will ever show up in the answers here.
The incredible collective wisdom of the community is wasted because the support center doesn’t use a federated search tool. Worse yet, the option on the right doesn’t invite people to ask the community but instead contact support.
Two things here…
First, the amazing thing about a community is that over time it covers so many edge cases which can’t be covered in the relatively small number of articles on the support center.
I don’t know how many articles Bose has created to support its products but I’m going to wager it’s less than the half a million posts the community has created.
Every different way a member might describe or solve a problem has been covered in the community. Being able to search for everything in one place is a win for everyone. Prioritise help center articles if you like, but don’t ignore the community content.
Second, if people can’t find the answer in the help center, they probably have an edge case that should be added to the community. The side button shouldn’t be to contact support, but to ask in the community. Questions that are unanswered thereafter [xyz] hours can be escalated to support anyway.
Too many communities try to take newcomers through onboarding journeys at the exact moment a newcomer is least receptive to them.
Most of the time, newcomers only care about solving their problem. Everything that comes between them and asking a question is bad.
If they join and an onboarding journey pops up, a newcomer quickly clicks through all the steps so they can ask a question. They ignore the guided community tour, they don’t bother following other groups or members, and they don’t care about other important benefits of the community.
Good onboarding journeys begin after the visitor has asked their first question.
The best onboarding journeys begin when a visitor has posted their first response. This is the moment they’re most interested in the broader community.
If your onboarding journey isn’t having the desired impact, it might’ve begun at the wrong time.
Not many of us would volunteer to sit in a call center for a major tech company and answer calls from disgruntled customers for free.
But many thousands of people are doing this in online communities every single day.
This is because of the feeling a community creates.
In a community, you’re not working for free, you’re helping friends and people in your tribe solve problems.
In a community, you get to experience personal satisfaction at helping people overcome their problems.
In a community, you get to appear smart to people you want to impress and develop an identity as someone important.
In a community, your help might lead to job opportunities or connections that can open up new opportunities.
In a community, you feel you have a purpose and you’re contributing to the greater good. You have a mission.
This is what makes a community different from any other support activity. The community creates lasting relationships that enable all these things to happen. A community lets people earn rewards they value more than money.
If you want more people helping each other, the key isn’t to resort to tangible rewards but to do a far better job amplifying the feelings of the emotions above.
A useful reminder today, don’t tell people to join a community.
Tell people to do something within the community.
Joining a community feels like work with no obvious value.
Sure, some people might see communities = good and dive straight in. But the majority will be too preoccupied with everything happening in their own lives to bother.
Invite people to do something specific within the community. This ‘something’ should touch an emotional nerve.
Solicit their feedback on an upcoming decision so they feel important. Ask them to share some expertise they recently discussed on Twitter. Invite them to be among a small, exclusive, group of people to attend an online event. Ask them to share how they overcame a topical challenge or what content they want to see.
Have them participate in things that make them feel important, useful, and helpful.