The idea was simple; get the engineers actively engaged in our community.
If we could connect engineers directly with members, the engineers could get useful feedback on their plans, learn what members needed, and build better products.
But the engineers (like most engineers, frankly) were far too busy to spend time in the community.
In situations like these, we’ve typically found an escalating series of asks makes this successful. Usually, this looks like:
1) Open hours/AMAs. Have a product engineer spend an hour each month answering as many questions as they can from members. Members usually like this format and engineers find it convenient (and fun).
2) Unsolicited feedback. If the product feedback goes well for a few months, ask engineers what kind of feedback would be useful and collect/send it on at the right times (at the beginning of an engineering sprint works well).
3) Solicited feedback. If unsolicited feedback goes well, have engineers suggest questions they would love to know the answer to and post these to the community. This is pretty simple.
4) Proactively monitoring and engagement. Finally invite and guide product engineers to proactively monitor the community, respond to questions, ask questions, and gather feedback – especially after a big change.
Your mileage with each step will vary. But start small and expand the asks over time.
A quick reminder this is the final week to sign up for our Strategic Community Management course. We won’t be running this course again this year.
If you’re not sure whether you should sign up, consider how many tactics you’re engaging in today.
If your community strategy is any good, you should be working on just 3 to 7 tactics each week.
Your goal is to commit all your time, resources, and energy to executing a tiny number of tactics extremely well instead of lots of tactics badly.
This is how you delight your members and make your community completely unique.
The problem is most people aren’t even close to this.
Most people are engaging in a dozen or more tactics each week. One community manager last week gave me a list which included:
- Initiating new discussions.
- Replying to current discussions.
- Creating the newsletter.
- Writing new blog posts.
- Organizing AMAs.
- Organizing webinars.
- Removing spam.
- Updating the gamification system.
- Running the MVP program.
- Welcoming newcomers.
- Chasing up lost members.
- Collecting and analyzing community data.
- Presenting the community to bosses.
- Escalating problems to the product team.
- Writing a new onboarding series.
- Updating the FAQ with new questions.
That’s 16+ different tactics.
You’re never going to make any real progress if you’re dividing your time into tiny chunks while hoping for big results.
When you’re constantly jumping from one tactic to the next, spending a few minutes on each every day, you’re undermining your own community efforts.
Real progress comes from doubling down on the tactics which really matter.
Much of our work with clients is explaining what tactics they can stop doing to double down on the ones that move the needle.
This is the trick to making immediate, remarkable, progress towards any goal. All things being equal, when you commit more resources to something you can achieve much more.
For example, do you think your members prefer to join a community where they can get answers to questions or a community which is systematically building the biggest database of expertise in that field.
Do you think your members prefer to join an MVP program which sends them swag or which gets them on a call with the CEO to discuss their concerns once a quarter?
Do you think your members prefer to join a community which shares useful tips, or one which publishes a book containing the best advice from your members each year?
Do you think your members want another hour-long expert webinar to go to or a professionally filmed and edited list of the top 5 tips shared by your community’s top experts from that webinar?
Do you think your newcomers want to be included in an @mention list or get a personal mentor, a private call, and someone who takes the time to find out what they need.
The list goes on and on. Once you start spending 10 hours per week on a tactic instead of 1 to 2, you can build a completely unique community.
The problem is most people aren’t even close to this.
There tend to be three reasons why most people don’t do this today.
1) You don’t know what your members want. This happens when your audience research is bad, you haven’t properly segmented your members, and you don’t know what tactics to focus on.
2) You don’t know what’s working. This happens when you haven’t built dashboards to check what’s working/not working. Most people keep adding new tactics without removing those that don’t work. You have less time to spend on each tactic.
3) You’re scared. Perhaps the most common. You’re worried about killing a tactic because a small group of vocal members like it. You don’t want to make anyone upset.
Getting Strategic About Tactics
If you sign up for the course, we will help you escape this tactics quagmire by building proper audience segments to know what your members need, developing dashboards to know what’s working, and equipping you with the mindset to face down the vocal minority.
If you want to join us, click here.
This is your final week to join us.
A simple rule of thumb is 1% of members will create 90% of your content.
If you believe this, it makes sense to spend a lot of your time keeping top members happy and highly active. Superuser programs thrive in these environments. They do everything possible to anticipate and satisfy the needs of your best members.
But the data is often a lot more nuanced than this. This is a recent breakdown from a client’s community:
(you can show this in a bar chart, I prefer line graphs).
The top 1% are contributing only 20% to 25% of contributions. Once we dove deeper, it became clear an overwhelming number of these contributions were in a private forum and in off-topic areas (in short, the least valuable areas).
The 1% to 10% group are making over 40% of the contributions to the community. A further dive shows this group both asks and answers most questions outside of the off-topic and social categories.
The 10% to 50% group are creating around 30% of the content. This was primarily the newcomer group and they posted a significant percentage of the new questions which appeared in the community.
Finally, the bottom 50% contributed just 5% of contributions.
We can also see how many posts they make on average per month:
The top 1% post 300+ contributions per month (and rising), the 1% to 10% group post around 60 times per month, the 10% to 50% group post around 10 and the bottom 50% approximately 1.5.
Once we ran a multivariate analysis on this group, we found the no. of contributions from the top member group was negatively correlated with the outcome we were trying to achieve while the number of new members and number of posts from the 1% to 10% groups were most highly correlated with the desired outcome.
Don’t Fall Into The Superuser Fallacy
This is the danger of superuser programs. You can spend a huge amount of time trying to treat your top members like royalty without realising it’s hurting your community’s value.
In the above example, the overwhelming contributions from this group were driving others away and were hurting us. If we want to achieve the best results, we clearly need to focus on the 1% to 10% group (people making an average of 2 posts per day) and attract more newcomers to the site. This is where we want to be spending the bulk of our time.
This is important too because it laser-focuses our strategy on a specific group of members and getting them to make an extra quality post per day. It’s also a lot easier and more effective to get members making 2 posts per day to publish 3 than to get the top 1% posting an additional 30 posts per day.
There are plenty of nuances here. If the top 1% of members are providing all the best content (which often happens in customer support communities), then, by all means, pursue your superuser program with gusto. But be aware that outside of customer support the members who contribute the most to the community’s value are probably not the most active group.
Early on in most consultancy projects, we run a survey.
You can find an example from one client here.
In a survey, we’re looking to validate/refute our ideas and identify clear member segments.
The member segments are the most valuable part.
A common mistake here is to look only at the aggregated data (i.e. the 1266 answers below).
What we need to do is dive deeper here and see if there are any clear segments.
SurveyMonkey makes this easy. You can create custom filters for each answer and compare them side by side.
For example, when we looked at how relevant one client’s customers found the community and filtered by the amount of time they’ve been using these products, we got the answers below:
It’s not a precise science, but we can clearly see some clusters starting to form here based upon how long they’ve been using the client’s products and how relevant they find the content in the community.
We can see a relative newcomer group, an intermediate group, and a veterans group respectively (note, we might want to dive a little more into the newcomer group and see if there is a difference between <1 year and the rest).
Once we know what attributes divide our audience, we can use this as the basis for establishing community objectives which aim to best harness their potential within the community.
For example, we might create different spaces for newcomers, intermediates, and veterans (in this case, we focused on newcomers and veterans).
The next step is to combine the filters above (i.e. select all the intermediates together) and use the quantitative data from each to determine the unique needs of each group.
One of the very useful things about SurveyMonkey is it shows you where there are statistically significant differences between groups.
This lets you zero in exactly on what each distinct group likes and dislikes about the community, what parts of the topic are of most interest to them and what they most want to see in the community.
The hard part is finding the segments in the first place. Length of time using the products or in the community is just one example. Usually, we create a lot of unique filters based upon survey answers and play around with the data until we find the ones which really show clear differences.
It could just as easily be level of participation (lurkers, top members etc..), specific interests within the sector, location, or any other variable. Once we have these, you can dive deeper into member interviews with 3 to 5 members of each group to get an extremely detailed understanding of what each wants.
Developing the right member segments becomes the very foundation upon which you should be building your entire community strategy. If you don’t have them, you can sign up for our Strategic Community Management course beginning on Mon 17th and we’ll help you build them.
Tomorrow, we’re raising the cost of our Strategic Community Management course from $675 to $750 USD.
However, I want to briefly explain why most of you won’t take this course.
My Biggest Obstacle
Early in my career, I was too scared to ask for help, admit there were things I didn’t know, or even get a second opinion from people much smarter than I to see what I could be doing better.
I felt forced to pretend I was an expert, even in fields in which I had no experience.
For example, until three years’ ago our entire website was hosted on an outdated Typepad blog. I told myself if the blog content was good enough, people would hire us. They wouldn’t need pesky things like case studies proving we could do what we claimed.
Not asking for help was pure pride…and a big mistake.
Today I try to spend at least a couple of hours each week having research calls with our audience, talking to other people running a business, getting expert opinion (especially in statistics/analytics) to see what we could be doing better, or taking training courses in specific areas (public speaking, analytics, psychology etc…).
If you’ve noticed any change in how we work in the past few years, now you know why. This is what it took us to really take our work to a higher level.
I suspect this problem crops up a lot in the community space too.
Wasting $1k+ Per Day
A while back, my colleague Todd and I braved a New York snowstorm to meet with a potential client.
The meeting went well, but they decided to go it alone instead.
In the past 18 months, they’ve made a bunch of easily avoidable mistakes, from the site design to daily management of the community, and failed to gain any meaningful level of activity.
They’re still signed to a 3-year contract (for $150k per annum), hired a full-time community manager and sunk at least an additional $50k into the design of the community.
Which means they’re losing at least $1k per day on their community and will do so until their contract runs out. By that point they would have wasted over half a million dollars on a failed community project.
Around the same time, another prospect decided to go it alone too. Again, they made a bunch of almost identical mistakes (from the community concept to daily engagement tactics).
Today the only activity comes from community managers posting huge weekly @mention lists which elicit no further discussions. They’re on the same platform, signed to a 3-year contract, and will never turn the community around. That’s another half a million dollars wasted.
Pride gets expensive pretty fast.
These aren’t isolated stories. Scrolling through our list of community examples, there are hundreds of organizations repeating the same mistakes and wasting six-figure sums in the process. At any time they could have reached out to others for help, but have continued to go it alone and their communities have suffered.
At the other end of the scale are communities which are doing ok, but not achieving their potential.
Their community managers respond to activity, optimize what they can, and work with the resources they have.
But they’re barely scratching the surface of their community’s potential.
They usually don’t have a clear roadmap, are focused on a single objective (an objective which isn’t fully supported internally), haven’t developed unique member segments to target, haven’t validated member journeys, and often find themselves measuring the level of engagement instead of the end result.
Worse yet, they are often trying to execute on a dozen or more tactics per week because they can’t pinpoint the few which really move the needle on the metrics which really matter.
They’re working within their comfort zones instead of stretching both themselves and the potential of their communities.
As a result, nothing changes. They will have the same level of activity, support, and deliver the same kind of results next year as they do today. They’re completely at the mercy of external forces and trends they can’t control.
What Stops Us Taking A Community To The Next Level?
Every big leap we’ve taken has been the direct result of acknowledging we can (and should) do a lot better.
It’s this acknowledgement that lead us to seek advice or learn from the experiences of others. It’s why today we still (and hopefully always will) invest huge amounts of time learning from others in our field (and other fields).
If Usain Bolt was still getting training and advice after running faster than anyone in history, we each probably have a lot to learn too.
And whether you sign up for our course or not, I hope at the very least you invest the time and resources to be as good as you can be in this field. Your career aspirations and your community deserves nothing less.
If you want to learn more about the course, click here.
(price rises to $750 USD by the end of tomorrow)
Around 18 months ago, a client’s community points system failed.
All members had their points reduced to zero.
The client spotted it at the weekend, filed a report to their vendor, and waited for a response.
On Monday, a member created an angry post asking why her points had been removed.
The client didn’t want to respond until they could explain what happened and when it would be fixed (against our advice).
By Tuesday, members were working themselves up into a fury. Why had the client removed their points without warning? Was this a cynical attempt to save money on promised reward schemes?
Many members had said they would no longer participate or help other members of the community. Accusations were flying without response.
The problem was eventually communicated and fixed, but the accusations had already done lasting damage. The community team were treated with a lot more hostility and a lot less trust going forward.
The lesson is pretty clear. Communicate what you know as early as possible. If our client had even said “hey, this is broken, we’re trying to get it fixed” the reception would have been a lot better.
When you leave a void to fill, members will (sadly) often fill it with the most negative, cynical, stories imaginable. So, don’t leave a void to fill.
A year ago, I was invited on Al-Jazeera to explain why Facebook was so secretive about their rules.
The answer is they’re not. Nor is Twitter, Snapchat, LinkedIn, or any other large organization. Some form of terms and conditions, community standards, and rules have been publicly available since the very earliest days of each platform.
They are secretive about how the rules are enforced.
For example, violent content is banned but what counts as violent content is down to Facebook’s discretion.
Hate speech is banned but what counts as hate speech is only loosely defined. Racism is clearly wrong, but what happens when it’s within a broader context, perhaps as a joke by a member of the same minority? Who gets to define what’s a harmless joke and what’s a cruel joke?
There’s a good reason why you don’t explain how rules are enforced. It would tell bad actors exactly how to beat the system.
In my earliest gaming community, we once banned swearing and used a language filter to prevent it. Members naturally began to use ‘Fook’, ‘f|_|ck’, or “FCUK” instead. We clamped down on them too and they just use rhyming words instead (“you plucker!”).
Imagine this on a global, far more sophisticated, scale. Add in some machine learning and you see the problem.
Once people know the tripwires they can easily avoid them and still have the same harmful impact.
It’s far better to train moderators well, help them get it right 99% of the time, and do a better job of addressing the perceived inconsistencies.
I think ProjectManagement.com is one of the best brand communities in the world.
Can you guess why? It might take you a second.
The discussions aren’t super active, the website doesn’t look great, and some of the most basic features are missing (@mentions).
Now click on the templates page.
Woah, do you see that? There are 1000+ member-created templates in this community covering almost every possible aspect of project management you can imagine.
Imagine how much time and money this saves members?
Imagine how much it raises the standard of the entire field? It’s incredible.
This is a great example of what happens when you raise the bar to contributing instead of lowering it to get the metrics up.
Once you realize engagement metrics are irrelevant, you can finally focus on getting your members to make their best possible contribution to a community.
Creating A Honeypot of Resources
Sometimes we do things which make no sense.
For example, I’ve seen community managers spend weeks (even months) crafting what they think will be a game-changing resource for their members.
Do you know what really is game-changing?
Spending weeks persuading members to share their best resources!
This is what turns your community into a honeypot of resources which attracts more and more members.
Soon having a featured resource becomes a badge of honour within the field.
But My Members Don’t Have Time To Do This
I know what some of you are thinking.
‘That’s great for Project Managers, but my members are too busy to do this.’
Do you honestly, seriously, think Project Managers are less busy than your audience?
Your audience doesn’t do this today because you haven’t made it happen yet.
You haven’t made it a priority for them (aside: if they already have the resource, it doesn’t take much time to upload it to your site).
Your members aren’t contributing their best material because they don’t see the community as indispensable to their career aspirations, their relationships, or a key source of joy in their lives.
Once your community provides members with the psychological value they can’t get anywhere else, they flock to it. They make their best contributions to it. They make the time to create contributions which will make them stand out above the crowd.
That’s the difference between ProjectManagement.com and your community today. They set a high bar and never wavered from their standards.
And where you set the bar for your members matters a great deal.
Set The Bar High To Drive The Best Contributions
If you want the community to be a honeypot of useful resources, you need to set the bar high.
You need to forget chasing engagement, engagement metrics are irrelevant when you chase quality.
Instead, the only objectives that matter are how many great resources you get.
That’s what you focus on, it’s what you report to your boss, and it’s what you drive your efforts to increasing.
This should completely change your mission and how you think about your community.
You should no longer send out mass emails to the entire community, but instead, segment your top members from the rest, run surveys and interviews to identify their indispensable value.
On Sept 17, we’re launching our Strategic Community Management course.
During this course, we’re going to teach you how to create powerful member segments, understand what value they find indispensable from the community, and then deliver on that value by using the most powerful tactics possible.
If you want to chase more engagement, don’t take this course.
If you want to build a community your organization and your members find indispensable, we’re here for you.
Prices are going up to $750 on August 31.
A few things coming up.
SwarmSydney takes place on August 30 – 31.
I’ll be (briefly) in San Francisco and Palo Alto from Aug 30 – Sept 6. If you want to meet, drop me an email.
On Sept 9, I’ll be speaking at Unblock Community in Hong Kong. Tickets are still available.
On Sept 17, registration for our Strategic Community Management course will close. I strongly recommend you sign up for this one. It will redefine how you approach your community.
Salesforce’s Dreamforce takes place from Sept 25 to 28 in San Francisco.
The Community Roundtable also host their CR-Connect event from Sept 30 – Oct 2.
On Oct 1 to 3, I’ll be speaking at CMX Summit in Portland, USA (Tickets available).
Influitive’s Advocamp also takes place on Oct 3 in Toronto.
Lithium’s CX Live event also takes place from Oct 3 to 4 in Austin.
I’ll be speaking on a Vanilla-hosted webinar on Oct 9th. You can sign up here.
Most of our work over the past year has been focused on community strategy.
A lot of people running communities aren’t sure what they should be focusing on, what goals they should have, or what their community can become.
This is the reason we don’t get the support we need and our communities often achieve only a fraction of their potential.
Most of the time, people don’t even know what resources they need to ask for to achieve their goals.
This post is going to help you think about this problem the right way and explains the concepts we cover in depth as part of our Strategic Community Management course.
What Your Roadmap Might Look Like
When you’re just starting out, you usually begin with a single goal (this is usually customer support, collecting feedback, or customer success).
But over time you need to expand your goals until the community is supporting many areas of the business. This is how you can multiply the value of the community.
Alterx, for example, has one of the best brand communities I’ve seen. The community supports many areas of the business including customer support, training customers, events, gathering feedback, and a lot more we can’t see from the surface.
It’s so valuable to customers it even gets mentioned by the CEO on investor calls as a key pillar of the company’s strategy:
That’s what happens when your community is supporting multiple channels of the business. You become indispensable
When we teach participants to build a roadmap, we tell them to begin with a single goal which colleagues directly care about. Once that’s established, you can understand what other senior colleagues need and begin aligning the roadmap to those goals.
For example, it might look like the below:
Once you have a roadmap like this, it becomes a lot easier to explain where the community is going and what you need to get there. Once your colleagues know how the community will support them in the future it becomes easier to get support yourself.
When you have clearly progressive goals and know where you want the community to be in a few years’ time, you not only get a lot more respect, you also get to focus on doing the work that matters, not just driving more engagement.
IDENTIFYING THE RESOURCES YOU NEED
Too many community professionals make the same mistake. They ask for more resources to improve the community or drive more engagement.
No-one really cares about either outcome.
You should only ask for more resources to drive better results – this means tackling additional goals.
For example, you might ask for a part-time support staffer to identify and collect great case studies from the community for the sales team. Or you might ask for resources to build a platform which lets you easily track, escalate, and resolve more customer problems or set tasks for members to respond to etc…
These are directly connected to clear outcomes. Never ask for more resources to increase engagement, ask for more resources to capture more of the value a community creates.
But you need to know what to ask for. This means you can take your goals roadmap and turn it into a required resources roadmap.
This highlights the technology, support staff, money, and processes you need to put in place to make the community reach its goal. For example, a (highly simplified) version might look like this:
Now you know exactly what you need to get to where you want to go. You can have a serious discussion about the trade-offs in getting more support and what you can deliver if you get that extra support.
You can present options to your boss and colleagues too.
“With [x] number of resources, I can deliver [y]. But with [xx], I can deliver [yy]”
These are the kinds of discussions that get you taken a lot more seriously than talking about the level of engagement you generated last week. It’s the level I believe everyone working with brand communities should be working at.
….and it’s the level we’re going to take you too if you sign up for our course.
When Amino first launched, it wasn’t possible to share outbound links.
That’s nuts….almost every community lets people share links in increasingly novel ways.
But take a second and think what happens when members can’t share links.
Problems like fake news, job ads, and self-promotional spam disappear. You can start crafting a community for people who want to be there because they love the topic, or love participating, and not because they want to get something out of it.
You start creating a totally unique culture that might really appeal to a key audience segment.
The problem with most of these examples of online communities is they make it seem like the best way to launch a community is to grow an audience and launch a forum.
But forums are just one of many options and Q&A covers only a small percentage of possible discussions. When you gather with your buddies, you’re not constantly asking and answering questions, you’re just riffing on what each other says.
The communities which people are excited to join, the ones which explode to life, are those which find an edge to push – often an edge few people have ever considered (like banning links).
Looking at current trends, it’s easy to identify some interesting edges to explore:
|Mobile||A mobile-only community which aims to connect members on the move who need urgent answers to questions.|
|Reputation||A community where a growing reputation scores gives you access to mentoring groups run by increasingly influential figures within the industry.|
|Reputation||A super secret community where all activity vanishes after 424 hours but reputation points remain forever.|
|Live-streaming||A community for members to live-stream what they’re working on and how to overcome that challenge. Videos are stored and shared.|
|Verification||A community where every member is verified by name and occupation by existing members. Everyone knows who is saying what.|
|Quality||A community where only the highest quality questions and answers are accepted and promoted. Getting an accepted submission is considered a remarkable achievements.|
|Disconnected ecosystem||A community with no links to the rest of the web. No spam, fake news, or self-promotional content.|
|Niches of business professionals||A community which targets the smallest possible niches within their field which need a place to connect with one another.|
|Top leaders||A community to find great leaders within that field and help them build their own tribes based around 3 to 5 subtopics.|
|Creating collections||A community for members to share their best examples/collections/work with one another – with detailed explanations and a place to get direct support.|
|Trending topics / content||A community for members to find out what’s hot in the field right now.|
|Simple events / gatherings||A community to help people organize their own events and regularly meet in person|
|Compare / compete against peers||A community members can compete against one another in competitions to build a reputation for money, respect, and future job opportunities.|
|Points/ICOs / Cryptocurrency||A community where members can tip each other with in-community currency they earn through answering questions and sharing interesting content. They can use this currency to promote their questions above others and have their content featured at the top of the page – or set a bounty for a good answer.|
|Marketplace||A community which helps top experts in that field get paid by the minute for live support to members who seek answers to questions.|
You can come up with plenty of your own, better, ideas I’m sure.
Forums are far from the only option when it comes to building a community. What you gain from reliability and simplicity, you can may easily lose in tediousness and being ‘just another community‘.
If this feels risky, it’s worth noting the risk of having a community which struggles for years to reach a critical mass of activity is probably about the same as the chance your community which explodes to life when you do something innovative, bold, and new.
So be bold and pioneer new, exciting, ideas for your community.
This is one of the most detailed guides we’ve created.
It breaks down each step of the strategic process we cover in our course and hopefully equips you with some ideas to help you think strategically about your community.
About Mayo Clinic Connect
Mayo Clinic, a nonprofit academic medical center, launched Mayo Connect in July 2011 as part of a bigger social media effort.
The community was initially a success (I blogged about it in 2011), but activity later slowed, priorities shifted, and the community soon became a ghost town.
By the time Colleen Young took control in 2015, it was well on its way to the internet scrap heap.
Before joining the course, she had already begun creating discussions, ensuring every post received a response, and helping members connect with one another. This led to an uptick in activity, but it wasn’t sustainable.
There are only so many hours you can work in a week, only so many discussions you can create created (and respond to) and only so many members you can greet.
To get to the next level, Colleen needed to drive not just more participation, but the right kind of participation. She needed a strategy to get her members participating again, rebuild support from her colleagues, and drive the clear results Mayo Clinic needed.
This led to her joining FeverBee’s Strategic Community Management Course.
STEP ONE: ESTABLISHING GOALS
The first week of the course covers community goals.
During this week, Colleen needed to speak to her colleagues and understand their challenges to set her community goals.
Using our interview questions templates, she discovered she wasn’t alone, she had allies who felt patients would be much better at coping and recovering from their condition if they could build relationships with others going through the same challenges as them.
Colleen’s discussions with colleagues revealed the community goal should be to improve the health and wellbeing of members (not just patients, but the anyone going through what she calls “a health journey” today — this is important).
These discussions also revealed wide differences in the purpose and value perception of the community that Colleen quickly addressed.
Once her goal was established and understand throughout the organization, Colleen began receiving interest from healthcare practitioners eager to recommend the community to their patients too.
They could see the community was valuable because they had told Colleen it was valuable. It’s a lot easier to gain support for a community when you begin with something the organization already supports.
Colleen’s next step would be to turn these goals into specific objectives.
STEP TWO: SETTING OBJECTIVES
Colleen could have done what most people do and try to drive as much engagement as possible. But this is a terrible strategy.
Instead Colleen needed to be clear and specific about the behavior she wanted. She needed objectives.
If goals are what the organization gets from the community, objectives are what members need to do to achieve these goals. They are the beloved key performance indicators (KPIs) of a community.
If members are performing these behaviors often, the community is on the right track. If they’re not, it’s a problem – regardless of how much activity takes place within the community.
Our course forces every participant to translate their goals into very specific behaviors for members.
As the table below shows, there are plenty of behaviors to choose from for almost any goal:
Every tactic and every effort to engage members should be designed to drive the greatest quantity of these behaviors.
Colleen realized her members wouldn’t suddenly begin managing their diseases better or following treatment plans unless they were asked to do something specific.
During the second and third weeks of the course, participants use our scripts and go through the interview process with members.
Through this process Colleen came up with two specific objectives:
- Objective 1: Get members to set their own goals for improving how they manage, cope, or recover from their condition (and report their progress back to the community).
- Objective 2: Get members to use their experience and expertise to answer questions from other members. Experienced members should be sharing their experiences with newcomers in the group.
But did Colleen’s members have the time, talent, and motivation to perform the behaviors they’re asked to do?
It’s a common mistake to treat the community as a vast, homogenous, group with identical needs and motivations.
A key principle of the course is to build unique segments based upon a member’s level of time, talent, and motivation to contribute.
This is where we can thread the needle between what the business needs and what members want.
Using the knowledge covered in the objectives week of the course (week 3) Colleen divided her community by the level of activity.
She then set two unique objectives for her two main groups of members; her super users and her newcomers.
This then enabled her to set two specific objectives below:
(Notice now she’s targeting specific sub-groups of members
to engage in very specific behaviors)
Colleen isn’t asking them to engage or join the conversation, she’s asking them to do very specific things which drive value for both her organization and her members.
Once you boil your objectives down to something this specific, it becomes a lot easier to build out the rest of the strategic plan.
STEP THREE: DEVELOP EMOTIVE-DRIVEN STRATEGIES
Now Colleen needed a strategy to achieve each objective.
Community strategies, like all strategies, sit in the middle between objectives and tactics. They take the behaviors members need to perform and provide the motivation to perform them.
The FeverBee course shows how strategies are about the emotions we need to amplify to move people to action.
Facts can convince people to hold the right kind of beliefs about the community, but emotions persuade people to participate.
It’s at the emotional level where members get the indispensable benefit from being a part of a community.
A good brand community alleviates frustration, helps members feel connected and part of something special, and gives people joy from helping others.
During the course, Colleen needed to identify the precise emotions to amplify to get members to perform the behaviors she needed.
Again using our interview scripts, the emotions wheel, and her own considerable expertise, Colleen determined two key emotions.
The first was pride.
Members felt pride in achieving their goals. She needed to make her members feel proud (or be motivated by the prospect of feeling proud).
But Colleen also realized this would exclude members who fall off the wagon, stop exercising, or give up on their treatment plan.
What happens to the people who most need the support of others?
Colleen created a different audience focused on making members feel accepted if they fail.
Not all strategies need to harness positive emotions.
Negative emotions are as valid as good emotions for a strategy.
Alleviating a sense of frustration, fear, and loneliness is as indispensable as making members feel pride, joy, and a sense of belonging.
Amplifying negative emotions might even be more powerful than amplifying positive emotions.
No-one rushes to the store to buy vitamins.
Emotions like jealousy or fear of losing social standing can drive people to make extraordinary contributions to any community.
Colleen now had her first two strategies, making members feel proud and accepted, but she also needed strategies to get members to answer each other’s questions and share their expertise.
In her interviews, two unique viewpoints kept coming through.
The first was members who had been helped by Mayo Clinic truly wanted to give back and help others who had been in the same situation.
They felt joy in helping others (and possibly guilt if they didn’t).
The second was these same members often didn’t feel they had the right level of knowledge and expertise to help one another.
They didn’t feel confident in being able to help other people.
Now Colleen had her strategies:
She would make members feel a sense of pride in their progress, acceptance if they fail, joy in giving back, and feel confident in having useful expertise to share.
Each strategy targeted a different segment of members. Now she needed her tactics.
STEP FOUR: TACTICS
A tactic isn’t designed to get members to do something, but to make members feel something.
It’s these feelings, these emotions, which are the fuel for the behavior we need.
A community which provokes the right emotions is the one which gets members to make the right kind of contributions.
There is no shortage of potentially terrific tactics to engage members.
From funny jokes to live interviews with celebrities, brands have tried everything.
But the real success comes from selecting the tactics which have the biggest possible impact and most help members feel the emotion that drives the right actions.
Almost every brand community manager is trying to do too many things with too little time. Many are trying to execute on over twenty tactics a week.
When one tactic isn’t working, they add another, and another, and another. They divide precious time into smaller chunks while hoping for bigger results.
FeverBee spends considerable time cutting the number of tactics our clients are executing from dozens to just a tiny few (usually 5 to 7).
The results always improve.
It’s always more effective to do a small number of things extraordinarily well than many things badly.
The challenge is knowing what to to do (and, just as important, what not to do).
The fifth week of the course covers the process for picking the biggest impact tactics. This helped guide Colleen to the core few tactics which would have the biggest impact.
Some of these are more subtle than they appear.
For example, she’s made over 4000 posts in the community. A typical post reads:
This post doesn’t seem especially strategic, probably no different from millions of other posts on the web.
But a deeper look shows Colleen is amplifying the emotions she wants members to feel.
By introducing members to another, she’s helping members feel accepted (strategy 2).
By asking a follow-up question, she’s helping them feel confident (strategy 3).
By tagging in other people, she’s making them feel confident they have knowledge to share (strategy 3)
By giving them the opportunity to experience joy in helping others (strategy 4).
Colleen isn’t randomly responding to feel busy, she’s deliberately executing her strategy.
Most of the 4000 posts is part of her strategy to get her members to feel the things she needs them to feel.
Her posts are just one of the core few tactics she’s using today.
Colleen also setup badges and levels to appear on their profiles as members hit each target.
This visible progress helps foster a strong sense of pride. Members can visibly see their progress. It’s a simple, but effective, win for everyone.
Next Colleen wanted members to feel confident and joy in sharing their knowledge and expertise.
She created the Mayo Connect Mentor program.
Each mentor is invited to tell their story and reach out to people whom are struggling.
This program provided members with not only a sense of exclusivity, but also made it easy for members to feel joy in helping other members.
But making it easy for members to share their story is only one side of the challenge, the other was to make them feel confident enough to do this.
For this, Colleen reached for a common tool for community builders, she helped them find their superpower.
A popular concept shared in the course is known as Asset-based Community Development (ABCD).
Instead of looking at a community through the prism of a problem to be solved (e.g. crime), ABCD looks for what attributes members can contribute for the benefit of the group (i.e. members are treated as assets).
Every member has something they can contribute (time, skills, knowledge, resources, passion), Colleen’s work was to help members identify their superpower.
As she explains:
“We have a mentor who is a former journalist, he’s our researcher. Someone else works in customer support, he’s often the person we call upon when someone is having technical difficulties.
Another mentor is particularly insightful and empathetic with people facing mental health issues. All have different assets, not necessarily the reason that brought them to Connect, and now it’s a badge of honour for why they come to Mayo Connect”.
When people identify their superpower, their confidence goes up.
The more confident members feel, the more likely they are to help others and share their own stories and expertise.
Now Colleen can plot her entire strategic plan into a simple template below:
Colleen’s tactics are simple and effective.
They all take place at the micro-level, the very level most brands take for granted.
Every post and update brings the community close to achieving its goals.
In another pair of hands, Mayo Clinic Connect would still be a ghost town.
The best strategies in the world fail without someone like Colleen doing the hard work of forging a community at the most minute levels.
In the past few years, the level of participation has risen exponentially:
The subtle, yet critical, work Colleen does each day is all part of a strategy.
It all ties back to improving how her members feel emotionally and, eventually, a huge impact for her colleagues.
The impact the community has on it users and her colleagues becomes ever more obvious with each passing day.
Today Colleen says she doesn’t “have enough hours of the day to answer all the requests and meet with all the different departments and clinicians who want to get involved with the community now.”
The FeverBee course isn’t just about developing a strategic plan, but about the skills of thinking and behaving strategically to have the biggest possible impact over your community.
In a short time, Colleen has turned Mayo Connect into a buzzing, indispensable, community for the organization and members alike. You can see the the community and check out the results for yourself.
It’s a place, Colleen explains, where members are constantly sharing their own amazing stories:
“When people post their stories of success, like wearing a smaller pant size because of the support of the community, or getting through cancer treatment with less anxiety, it’s incredible”
We created the FeverBee course with people like Colleen in mind.
We wanted to attract people who wanted to treat their work professionally, take their community to the next level, and recognize that chasing meaningless engagement metrics is a fool’s game.
Colleen is just one over almost 200 people who have graduated from the course and seen incredible results from the community.
If you want to join us, click here and sign up.