One of the biggest problems in communicating value is that the majority of the work is undertaken before you enter the room. This relates to your own credibility and relationships.
Many of the tactics we have suggested so far have worked on a simple assumption. This assumption is that stakeholders know you, trust you, and like you. Very often, this is not the case. Not many community professionals, for example, can schedule a meeting with their CEO to explain the benefits of the community.
Not many community professionals can schedule a meeting with their CEO to explain the benefits of the community.
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It is not often smart to directly email senior executives to communicate this value. This is especially true in larger organizations, where such tactics would be seen as “going over your manager’s head”. This creates a problem. How can you communicate value if you can’t get a meeting with your boss’ boss?
A related problem is that, even if you can get the meeting or the attention of the relevant stakeholder, they still might not listen or accept what you tell them.
This is the credibility problem. A high-value message from a low source of authority has a weaker impact than the same message from someone deemed highly credible.
Very often, the community professional has neither the relationships, established credibility, authority, or personal gravitas to have the impact they need to have.
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