A Simple Metric For Measuring Internal Support

A simple way to measure internal support for any organization’s community is to see where the community is featured on the homepage.

If you visit SAP.com (a client), you will see Communities featured on the homepage navigation bar just after Solutions, Support, And Training. The homepage also features contributions from the community.

Visit Oracle.com and you will see the community featured as a navigation tab but it’s smaller and not in the main bar. There are no member contributions in the community featured on the homepage.

Now visit Apple.com. Can you find the community? You first need to click support and scroll down below search, products, popular (support) topics, iTunes/gift card scams, Apple care and warranty, repair and service, counterfeit parts, and then Apple support communities.

All three are great proxies for the priority and value given to the community. If the community is hidden or buried within the homepage, it’s usually not a priority for the business.

This isn’t a side-issue. This directly impacts the level of traffic you receive and thus how successful your community will be. Being featured more prominently on the homepage is one of the very few areas which directly and immediately bend the trend lines in your favour.

Don’t just lobby for more resources and support, lobby for positioning too. The worst thing that can happen is a redesign that gives the community less priority. The best is being featured more prominently.

Target The Emotion To Drive More Activity In Online Communities

A course student wrote this week switching from fact-based appeals to emotion-based appeals increased participation rates from 36% to 46% overnight.

This isn’t a rare outcome.

Don’t lay out a rational argument to explain why people should participate, use emotional arguments. Use (subtle) appeals to increase their status, be recognized, feel smart, be appreciated, have an impact, make a difference etc….

Try reducing their sense of fear, loneliness, and reduce their jealousy.

You will be far more successful if you stop using rational appeals (connect, share, learn etc…) and move towards themes of hope, fear, joy, anger, loneliness, relatedness etc…to engage people.

In truth, the hard part isn’t deciding the emotion. The hard part is figuring out how to translate that emotion to subtle appeals throughout the entire community. Go through your inventory and update your messaging.

The Inverse Impact Of Multiple Goals

Let’s imagine you agree with your boss your community can support multiple goals.

Each goal has 2 to 3 objectives. Each objective requires a strategy. Each strategy takes 1 to 3 tactics to properly execute.

One community manager working alone can probably achieve a decent goal and execute 5 to 6 tactics. But when that becomes multiple goals, 9 objectives, 9 strategies, and 27+ tactics etc…you’re condemned to failure before you begin.

But, wait, it gets worse. More goals mean more time spent planning, strategizing, measuring, explaining, and persuading people internally. That means even less time actually putting in the effort to achieve a goal.

The number of goals should have a direct correlation with the resources made available to you.

If you let your boss or different departments force multiple goals on you without getting any additional resources, you’re doomed. Be careful.

Is He One Of Us?

Spend 30% of your time working internally.

That’s one or two meetings a day. Don’t waste your lunches sitting alone. Reach out to a couple of people a day and meet up with them. You can meet with more than one person at a time if you like.

Don’t ask for help, simply ask questions. What are their goals? What are their challenges? What kind of help do they need? What is their current worldview? What do they hate about their work? What do they love about their work? (tip: end meetings on a positive note by discussing the best parts of their work last).

You don’t need the answers, but you need the questions. You need to take the time to understand each of them. Most importantly, they need to know you took the time to understand them. Ask if you can sit in on their meetings sometimes.

You might be amazed what you will learn.

Building a network of allies throughout the organization isn’t technically difficult, but it takes a lot of time. But the value it provides is immense. The very best people I know in this field spend much of their time doing just this.

If others feel you have taken the time to understand them, they will be more likely to help and support you later. They can give you advice and access to their resources. They will speak positively about you to others. This does far more to get you internal support than ROI metrics.

Most people don’t do this until it’s too late. Or they begin with a request for help. Sorry, no dice.

From your very first day you have to be curious about learning more about the organization you’re in. Reach out to and ask to have a meeting to learn more about what they do. Keep it short and be respectful of their time. The results will come.

We often hear people complain that community managers work in a silo…but whose fault is that?

The Problem With Measuring Satisfaction

If you use a satisfaction feedback score, community managers will only reply to questions when they are sure the answer will be happy.

That’s not in the best interests of the member (or your business).

If you measure engagement metrics, you’ll get more competitions, events, games, and off-topic discussions.

If you measure registrations, you’ll get pop-up boxes, clickbait, and rewards for people when they sign up.

If you measure activity per active member, you’ll get community managers removing the less active members.

If you measure the % of discussions you reply to, community managers will give shorter, repetitive, answers to each question.

And if you use all five, you might just get all five. None of which bodes well for the community.

Always supplement any data metrics with common sense and qualitative data. Use surveys, interviews, and your own observations.

If you use data-driven metrics alone to set targets, assess performance, and give bonuses, you’re setting yourself up for problems.

Going Back Is Never An Option

A cautionary tale for all community professionals.

A group of World of Warcraft (WoW) gamers created a private server running an older version of the game because they didn’t like recent changes. They felt the changes made the game more competitive and less social.

Forgive the (6,000 word) spoiler…the group discovered it was they who had become more competitive and less social.

An interesting trend is most veterans in large online communities believe the group’s glory days were in the past. This was usually at a time when the group was smaller, there was greater familiarity and the quality of discussions was higher.

Most believe changes in the community platform since then have ruined that sense of familiarity and quality of discussions.

And they are usually wrong.

The problem is simple. Any successful small community (high familiarity, a strong sense of community, and high quality of discussions) attracts more people. More people reduces familiarity. Worse yet, newcomers ask more beginner-level (or repetitive) questions which reduce discussion quality.

At the same time, the community professional (you) has to keep upgrading and updating the platform as it grows to deal with a variety of issues. But members confuse cause with correlation.

Simple example. As the community grows you notice the discussion area is overwhelmed by too many discussions. No-one can keep track. You create multiple groups and categories. Yet, members now believe this has destroyed the sense of community and high-quality discussions they used to have. It’s not true of course, it’s just a natural evolution of community growth that requires some adjustment.

Now your members will ask you to go back to the way things used to be. This won’t bring back the glory days but it will bring back the original problem.

Unless you’ve made a rare catastrophic mistake, going back is never an option.

Instead, reach out to 20 or so members to outline your vision going forward. Explain the problems you’re facing and where you need to go. Be bold and forward-looking. You might just get their understanding…or even their support.

Training Groups To Build And Manage Your Community

We’ve done a lot of community training in groups.

What clients want can differ from what they need.

Many pay for the transfer of skills when they need a transfer of passion.

It’s pretty futile to sequester a group of people into a room and force-feed them community building skills.

Until you’ve felt the bug, the skills don’t matter.

And that bug comes from experiencing the community.

That experience includes asking questions, getting responses, building a reputation, seeing first-hand how the community can help them solve their problems and make valuable connections.

Once you have experienced the community, you can see the value in getting more responses to questions, building valuable relationships, and creating useful content etc…You’re eager to overcome your problems.

But you have to want to be in the room to learn those skills first.

A quick tip for anyone about to teach anyone community skills; set a simple task first. Have participants identify a problem they want to solve or a useful connection they want to make and pose this as a question in the community.

(If you don’t have a community, find the closest possible community and ask there instead.)

They have to experience community before you can teach it.

Start With The Fewest Possible Restrictions

If gratitude, recognition, and power are the engine, then rules, restrictions, and instructions are the brakes.

People want to feel creative, they want to have autonomy, they want to feel good about what they’re doing. They want to build relationships with people like them.

Anything that you do to satisfy these needs will increase their motivation, anything that stops this will damage their motivation.

Sure, you might not be able to get every single person eager to help do exactly what they want. But be aware every restriction loses people and reduces their motivation to help you.

As you grow, the challenge is to find and manage the balance between the two.

The secret is, to begin with very few restrictions and add them as needed until you find the balance – not the other way round.

The Daily Practice Of Helping Members Feel Great About Helping You

Almost every community has people who want to help, but how far will they go?

You can (and should) test this.

Don’t overthink it. You don’t need complex MVP programs with big asks and detailed reward systems to get started. These programs should handle complexity, not create it. You can develop these when you need to.

Focus instead on getting really good at the daily practice of sending out simple messages of appreciation and asking for something more – something valuable.

If you’re not getting much of a response, try different messages. Vary the tone and the ask.

If you send a single message today and get a volunteer for years, that’s a lot of bang for your buck, so feel free to send out plenty.

Find the things members want to do and help them feel terrific about doing it. Get really good at the simple stuff, then move on to the complicated systems.

My Boss Won’t Let Me Is The Best Cop Out

It’s too easy to say “my boss won’t let me”.

It lets you hide from any risk or responsibility.

It lets you tell your buddies; this would’ve been great, if only…

It lets you believe you are great without having to prove it.

I’m often amazed by how many community pros walk away from great companies because they didn’t get everything they demanded.

Are there many organizations that will give a new employee everything they demand? I doubt it.

I have a friend onto his 3rd company within 14 months. Each time he walked away within 3 months claiming “my boss wouldn’t let me do {x}, so I quit”.

You can keep jumping from one organization to the next if you like. You might even get lucky and find the one boss in a thousand who will cede such control to you upon demands. But we can agree it’s unlikely and no way to build a career.

The other option is to confront the two impossible choices.

1) You can get used to doing things without asking. If it works, you’re a hero. If it fails, it’s your head (maybe). You take all the risk and you get the reward if it works.

2) You can learn to get your boss’ support. This is harder. You need to get good at building relationships, learn what your boss needs and solve her problems first. You need to build a reputation for executing on what you say, build a decent case, and drive an emotional narrative.

Neither option is easy. The easy thing is to walk away and start again somewhere else.

Ultimately you’re going to need to decide which of these two options matters most to you. You need to decide how you’re going to act when your request gets turned down. Are you going to put everything on the line to do something great or muddle on through? Are you going to walk away from your community when things get hard or fight for your community?

You’re not going to find a boss that will hand you a blank check. Time for plan B.

Bring A Smidgen Of Data To The Table

We’ve worked with several hundred organizations. Of them, only 1 had full and unrestricted access to every piece of data they needed.

The rest had to make a case with what they had.

You may not have access to Omniture, Google Analytics, or any other package that will let you gather all the data you need, but that’s no excuse for bringing no data into the meeting.

Even if you’re not asked for data, you should bring some evidence that you’re seeing success.

My advice, bring at least a smidgen of data to the table. Gather a sample of 10 to 20 members and see what they do differently once they join a community.

Does their spending increase? Do they refer others?

Can’t track it directly? ASK THEM!

You can be forgiven for missing pieces of the jigsaw. But you shouldn’t be forgiven for ignoring the puzzle altogether.

Gaining Valuable Community Insights From Thread Views

This is a screenshot from Apple’s online community.

You probably notice two threads attract thousands of reviews while the rest barely muster a few dozen views.

This usually indicates one of four things.

  1. The organization is promoting or featuring the discussion somehow.
  2. The discussion has been linked to from a popular site.
  3. A small group of people are repeatedly participating and updating the discussion (hence the views).
  4. A lot of people are searching for this discussion.

You can find out which by looking at the source of traffic on Google Analytics and the diversity of participants in the discussion.

Seeing which discussions get the most views yields a lot of value.

Let’s assume the answer above is search traffic (it usually is). This might tell you:

1) A lot of people have the same problem that engineers need to fix. You need to develop a system for passing this information to engineers or management to fix bugs or problems. You need to persuade them of the value of identifying issues that might not have appeared on their radar yet but they can fix in advance.

2) You’re using the wrong terminology. Very often a company will write material which is accurate but doesn’t match the terminology their customers would use. If a discussion is more popular than the comparable article in the help center or FAQ, that’s a sign the terminology used by the brand is wrong. You can pass this information on to marketing teams and update the relevant articles on the main site.

3) A very small group of people really care about an issue. If only a tiny vocal group care about the issue, it might be a sign the organization can prioritize others problems and ride the wave of discontent if there are bigger problems to fix.

4) New product / service ideas. There might be new product or service ideas that the organization can explore based upon which discussions are most popular.

Seeing which discussions attract the most views can be one of the most useful pieces of information and simplest ways of gaining internal support. We can usually do much better in using the value this data yields.