The enterprise community manager position is sometimes termed a “jack of all trades” role. I know — I’ve said it myself. But I think we’re starting to take it a bit too far.
Over the past few weeks I have participated in a suite of webinars and talks about online communities and their growing role in functional areas such as customer care. I have listened to, and debated with, countless community management specialists about community management best practices. I’ve heard a lot about keeping business strategy and community management aligned. There’s no question this is a critical success factor for social business — but the issue is whether or not this responsibility is part of the charter for the online community manager role.
Pity the poor community manager who has been handed a whole range of new and complex tasks, responsibilities, and accountability measures related to managing and monitoring business strategy — in addition to the normal work of running a community! It won’t work. Placing responsibility for business strategy on the community manager will ruin many a promising online community, with lasting negative consequences for the business, the brand and, most of all, community members and customers. Online strategy and online community management are emerging as two distinct roles in the rapidly evolving world of online communities.
Let’s look at the role of online community strategy. It starts at the highest level, based on the organization’s mission and vision, and then proceeds to the business goals and business processes for the community itself. It is a line-of-business function led by an executive stakeholder responsible for strategic alignment based on the goals, metrics, measures and ROI.
This means the leadership from customer care, the office of strategy management or even product development — depending on the mission of the online community — have the charter to ensure that the online community is tracking in support of their organization’s strategy.
The second role is that of online community management. The crucial task for this role is delivering value to the community participants – the members. Full stop. If the community serves member needs and builds high-value customer/supplier/prospect relationships, it can achieve the strategic goals established by the business organization.
Adding business strategy leadership to the community manager’s role renders them ineffective, unable to succeed at either task. Keep in mind the community manager is the voice of the members back into the organization, and is charged with serving member needs. Asking the community manager to view her community through the lenses of both the business and the members is a prescription for blurred insights, mixed messages and reduced trust on both sides. Community managers can and should take into account the firm’s business goals in the programs and engagement models they develop and produce. But determination of which best fit with the overall strategy is best left to those in charge of business leadership.
The reasons for this separation of roles is primarily around skill sets. A seasoned community manager typically grew up through the ranks of communication specialties, and has the unique and invaluable ability to facilitate ideas, grow thought leadership content and listen well. What they do, and the ways they have honed their methodologies and insights, constitute hard-to-find skills based on extensive hands-on experience. In contrast, the skilled strategist has a keen appreciation for the nuances of goal-setting, planning, and measuring results, involving technical, financial and organizational design skills.
Just as HR executives typically aren’t tapped to run adjacent lines of business like finance, the community manager may not be best at driving the business of community. While there should be a dotted line between the business and the community operations, asking online community managers to manage functions that are out of their realm of expertise jeopardizes both the community and the business. The corollary is that for your online community to succeed and deliver business returns, the roles of online community strategy and community management should be treated with the business respect they deserve.
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There is a great conversation happening on the BtoC community http://www.business2community.com/online-communities/dont-ask-community-managers-to-be-strategists-0132543 debating this post and I have posted an example to help bring some color to the issue. Here it is…
This is a great and essential conversation and the issue is not black and white; dependent on size of organization and staffing models. The situation I described above pertains mainly to *enterprise* communities. Here is an example:
Take a large software company whose board sets the FY 2012 goals to include improving quality of products. This goal cascades to a line of business who then focuses on reducing defects for a certain costly module.
One way to do so is surface issues early in the release cycle so that fixes can be applied before it impacts customer satisfaction at large.
The LOB and the community manager work together to think about how to use the online community to learn about defects sooner. The Community Manager suggests developing a new feature on the community to gather early data and enable defect reporting. The CM then does formative research with the community members to determine whether this feature would be welcomed by customers and learns that it is desirable.
Now the work needs to be done to design the new (costly) feature, someone needs to look at the community financials to see if sponsor revenue could be reallocated to cover the cost of the new feature without impacting the run rate of the community, and the outcomes of the new feature need to be reported to the LOB to help them better track defects. Someone also needs to determine whether or not the development of the new feature should be built in house or using an outsourced vendor.
Who’s job is this? Can the community manager continue to run their sizable community operations while also fulfilling the needs of this requirement? And should they take on this role?
I was the first Social Media Marketing manager for a very large enterprise level retailer based in Seattle and my role was not only to act as community manager, but also as trainer, strategist, analyst, and advertiser. Ultimately after more than a year of trying to explain that these should be at least partly separate roles, I left. After I left, the hired at least two people to fulfill my former job duties.
I loved my community and I understood what was needed to keep them happy and continue to grow our audience, but that was the part of my job I had the least time to focus on.
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