Salesforce Chatter: The Adoption Playbook
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Salesforce Chatter: The Adoption Playbook

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Enterprise social is a different beast than a traditional IT implementation -- if you build it, they may not come. While 80% of enterprise social efforts won't achieve intended benefits (Gartner) -- ...

Enterprise social is a different beast than a traditional IT implementation -- if you build it, they may not come. While 80% of enterprise social efforts won't achieve intended benefits (Gartner) -- you don't have to be a statistic.

Meet the goals of your business and its employees with Chatter, by creating a participatory environment where people do their best work, not because they have to -- but because they want to. Read this playbook to find out how.

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  • 36 original slides without dividers

Salesforce Chatter: The Adoption Playbook Presentation Transcript

  • 1. Building Your Chatter Community Make Chatter a place where people want to work and can be productive
  • 2. $1.3T untapped What community manager does •  Sets strategy and measure opportunity in social technologies. …yet… 80% of social business efforts won’t achieve intended benefits through 2015. 2
  • 3. o  Design o  o  Invest Build o  Grow o  Enable Your Chatter Network Can Help You Tap Into That Opportunity. However, It Must be Launched Properly to Succeed. What community manager does •  Sets strategy and measure Poorly launched communities frequently follow this progression: launch 3 excitement confusion disillusionment attrition
  • 4. o  Design o  Invest o  Build o  Grow Enemies of Adoption What community manager does •  Sets strategy and measure •  “Build it, they will come” approach •  No focus on change management and community management •  No connection to business process •  Lack of executive vision, sponsorship and engagement •  Lack of managerial commitment 4 o  Enable
  • 5. What community manager does •  Sets strategy and measure Meet Sam, the User Today, your employees aren’t a captive audience. They get to choose the tools they want to use and bring their devices to work. You have to think through their experience just like you would through your customers’ experience with your product. 5
  • 6. This is What Badly Launched Chatter Looks Like What community manager does •  Sets strategy and measure •  Sam finds out about Chatter •  Sam visits Chatter •  Sam sees no content, or nothing meaningful being done •  Sam doesn’t understand what it’s for or how it’s relevant •  Sam leaves never to come back because she has choices If you build it, they may not come 6
  • 7. o  Design o  o  Invest Build o  Grow o  Enable This Is What It Takes To Make Chatter Sticky In Sam’s Life What community manager does •  Sets strategy and measure “I tried it and it works. I can now work in Chatter.” Company Actions Company turns on Chatter Company tells users about Chatter User Actions Sam visits Chatter Sam makes a post in Chatter A habit is formed “This Chatter thing seems like something that may be useful to me.” 7 “I see how others are using it; maybe I can do the same.” Sam’s colleagues engage with Sam
  • 8. o  Design o  Invest o  Build o  Grow o  Enable We Created This Playbook To Help You Help Sam… Read on! What community manager does This short Playbook is for those who want to •  Sets strategy and measure make their Chatter network a success. It’s for community managers – formal and informal – and for change agents in their organizations. What you’ll get out of this Playbook… You’ll learn how to create an employee community that people want to be a part of, encourage user participation, roll out and enable key stakeholder groups. To make it easier, we’ve broken down the adoption process into five main phases: Design Invest Build Grow Enable During the rest of this book we’ll follow these steps as we learn how to launch Chatter the right way. 8
  • 9. What community manager does •  Sets strategy and measure 1 DESIGN: CREATE A VISION AND A PLAN A successful Chatter community meets the needs of the business and its members. 9
  • 10. o  Design o  Invest o  Build o  Grow o  Enable Start with Why: Answer These Two Questions What community manager does •  Sets strategy and measure What’s in it for you? (the business) What’s in it for them? (your employees)** Find a few of these overlapping goals and develop use cases around them. A use case should answer the question: “How will I reach this goal?” ** see Appendix for a user persona development worksheet 10
  • 11. o  o  Design o  Invest Build o  Grow o  Enable Prioritize Your Use Cases What community manager does •  Sets strategy and measure High Social transformation Ex. redevelop product development process Impact to business Quick wins Ex: provide release notes / updates via group Low Fool’s gold Low Hanging Fruit Ex. pursuing social for the sake of social Ex: social / affinity group Difficult Easy Ease of cultural implementation v Assemble a group of stakeholders and advocates – your Brain Trust. Work together to brainstorm and develop a few use cases that meet major organizational objectives. Prioritize these use cases – focus on Quick Wins to create meaningful value, and Low Hanging Fruit to draw users in. To Do 11
  • 12. o  Design o  Invest o  Build o  Grow o  Enable Don’t Do Too Much At Once: Think Of Use Cases As “Wedges” What community manager does •  Sets strategy and measure Don’t pile on a lot of change – it can overwhelm people and defeat your objective. Focus on use cases that can “grease the train tracks” and create conditions for transformation. Think of these use cases as a wedge to expand into other uses. A good use case is: •  •  •  •  •  Impactful Easy to implement Value is apparent and easy to describe Observable –- public Magnetic --- people are drawn to it naturally Top Tip: See if there’s an existing community in another channel around your use cases and extend it to your online Chatter community. 12
  • 13. o  Design o  Invest o  Build o  Grow o  Enable Address Technology To Execute On These Use Cases What community manager does Now that you know why you’re doing this, think through the how. Your technology •  Sets strategy and measure decisions should help you drive and encourage the right behaviors: •  •  Integration with the right systems that are used by people involved in your use cases •  The right business objects that are relevant to these users •  13 System architecture Customizations (VisualForce, etc) Top tip: don’t do everything yet – just do what you need to do to make your use cases successful. Focus on speed of delivery & start using it! The rest will come later.
  • 14. o  Design o  Invest o  Build o  Grow o  Enable What Do Your Users Want? Technology That Fits Their Lifestyle: Mobile! What community manager does •  Sets strategy and measure Reach employees where they are – on their mobile devices. Help them be productive on the go, remove friction of access for increased adoption Point & Click Apps All the custom objects and apps you’ve built are now accessible Custom UIs Build custom UIs with Visualforce and optimize them for any form factor Publisher Custom Actions Any Publisher action is brought to any device and can be highly customized for any part of your business 14
  • 15. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan: What community manager does Examine user needs (see appendix) •  Sets strategy and measure Examine your needs and business goals •  Short term and long term •  Which business goals can the whole company rally behind? Brainstorm use cases •  Select your “brain trust” – like-minded individuals who are likely to buy into Chatter. They should work in departments that can highly benefit from Chatter. This is not (yet) the time to convert nonbelievers •  How will you achieve these business goals? What are the processes and people necessary? If “increase quality of customer support” is a goal, then what are the specific things that will happen in the community to address that? •  Remember to rank them and start with Quick Wins and Low Hanging Fruit 15
  • 16. What community manager does •  Sets strategy and measure 2 INVEST RESOURCES How can you expect results from a community if you don’t invest in it? At the very least, you need to have a community manager in place who is responsible for the health of Chatter. 16
  • 17. o  Design o  Invest o  Build o  Grow o  Enable Set the Right Expectations What community manager does •  Sets strategy Need What Youand measure Why It’s Different What It Isn’t Community Manager while everyone should contribute to the community – if no one is responsible, how can it be successful? •  Focus on relationships & trust - it takes time to build •  Top-down, onedirectional communication •  Shouldn’t be measured like other digital initiatives •  Ignoring and deleting posts you -- or others -don’t like •  Slow rollout is good, so set right expectations for measurement •  Glossing over issues instead of fixing them Executive Sponsor Helps legitimize the effort and galvanize the rest of the organization to participate Resources Budget, technical resource, community team •  Needs daily investment don’t set it and forget it •  Talking “at” people •  A transactional “compliance” system •  Eyeballs and views 17
  • 18. o  Design o  Invest o  Build o  Grow o  Enable But.. Don’t Communities Run Themselves? What community manager does InSets strategy and measure to support your ask for a dedicated community manager (whether that’s case you need data •  you or someone else), check out the State of Community Management Report from Community Roundtable. It shows that community managers dramatically increase engagement levels. Community Engagement Standards 18
  • 19. o  Design o  Invest o  Build o  Grow o  Enable What Does a Community Manager Do? What community manager does •  Sets strategy and measure •  Sets strategy and ensures value •  Drives shared purpose and ownership •  Measures impact •  Builds engagement •  Voice of community & company •  Grooms Champions to lead •  Facilitates, connects •  Promotes productivity •  Curates and celebrates •  Limits destructive behaviors
  • 20. o  Design o  Invest o  Build o  Grow o  Enable Active Community Management Converts What If’s Into Opportunities What community manager does •  Sets strategy and measure •  •  •  Information leaks Complaints Losing control of conversation •  •  •  •  Proper training Create advocates Promote productive conversation Accelerate knowledge transfer v identify your organization’s What If’s and how community management can resolve them – and when functional HR and legal needs to be looped in To Do
  • 21. o  Design o  Invest o  Build o  o  Grow Enable To Be Successful, Each Use Case Needs Sponsorship What community manager does Each High Impact Use Case Needs Sponsorship •  Sets strategy and measure Social Transformation Quick Wins high Impact to Business Executive Sponsor low difficult Use Case “Owner” easy Ease of Cultural Implementation v Go through your prioritized use cases and make sure that the most high impact ones have an “owner” in charge of execution and an exec sponsor To Do 21
  • 22. o  Design o  Invest o  o  Build Grow o  Enable Building an Internal Chatter Community Takes a Team What community manager does Community •  Sets strategy and measure Must Have Manager --- Can Also Fulfill The Role Of Community Strategist & PM Technical & Design Resource Technical & Design Resource --- as Needed Going Forward Internal Enablement Tech Launch Nice To Have Building Community W/Champs Project Manager Community Strategist Internal Comms, IT, HR, Legal Extended Team Executive Sponsors Team & LOB Leads, Department Heads “Founding Champions” And User Case Owners v Identify your core team, extended team and key participants. To Do 22 Top tip: Include constructive skeptics to run ideas by Big Public “Launch”
  • 23. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan: What community manager does From strategylist of supporters, select an your and measure •  Sets executive who may want to sponsor this effort. Secure their participation: •  Communicate their role and what you expect from them •  Share your plan and make sure to paint a realistic picture of expectations – that it won’t be a whiz-bang launch, and that it takes time to make community productive before you can roll it out to the organization at large Never stop evangelizing internally to garner support for the cause. Build out your team. At the very least, you’ll need people from the “must have” list.: •  You may be fulfilling the role of a community manager yourself or you may have a dedicated resource •  If you can’t get a full-time resources, make sure it becomes part of someone’s formal job description – even if just part time Recruit your extended team: •  Technical resource – probably someone from IT •  Bring HR and internal comments into the fold •  People to “own” use cases you outlined •  Execs to champion these use cases 23
  • 24. What community manager does 3 •  Sets strategy and measure BUILD: START SMALL, BUILD, INVOLVE MEMBERS Don’t try to boil the ocean. Start small, gather support, build community with community, and start proving value. 24
  • 25. Roll Out Slowly, In Phases What community manager does •  Sets strategy and measure Don’t launch… yet 25 Launching your Chatter network isn’t like a conventional IT-led launch. While you want to make the technology platform available to anyone who wants to use it – if they choose to -- you don’t want to publicize it widely just yet. Allow the community some time to build and congeal and for your use cases to strengthen so that you can demonstrate value to each new member. If you invite every employee right now, you will have “an empty bar.” Let’s take a look how to stage your rollout.
  • 26. o  Design o  Invest o  Build o  Grow o  Enable Show – Don’t Tell – the Value What community manager does Here’s how and avoid the “empty bar to measure •  Sets strategy syndrome.” Show -- don’t tell – the value of Chatter to each incoming member. Help new users say “Aha! I get it!” upon their first interaction. To do this, you want to start small – and before the official launch – and focus on your “wedge” use cases by already starting work with your early community members No one wants to use yet another site. The more you can tie it to people’s work or things important to them, the more they will use it. v Identify existing technologies that should connect to Chatter for a seamless experience. To Do 26
  • 27. o  Design o  Invest o  Build o  Grow o  Enable Build a Champion Army What community manager does Who’s going tomeasure all this action? Your create •  Sets strategy and like-minded future community members: let’s call them Founding Champions. The process of building community with them builds community and strengthens your use cases. •  Shared ownership builds engagement and drives better decisions •  You can’t foresee everything Identify Your Founding Champions Who Are: •  Your “brain trust” and use case “owners” from use case exercise •  Natural connectors and influencers (execs, managers and users) •  Invested and passionate •  Varied across the company •  Peer to peer evangelism is more authentic than top-down •  •  Your members know what you need better than you do Willing and able to evangelize and influence •  Willing and able to build with you •  It turns people into natural evangelists •  Knowledgeable about social technologies and possess etiquette •  Your Champions behavior informs how future members behave To Do v : Identify and reach out to your founding champions. This is the start of your Chatter Champion program. More on this in later sections, but you may want to think of a clever name like “Chatterati” 27
  • 28. o  Design o  Invest o  Build o  Grow o  Enable Be the Change You Want to See What community manager does By being the first participants, you and your •  Sets strategy and measure Champions live out best practices, taking small actions daily. •  What open communication means in practice •  Shape culture – others will emulate •  Encourage others; pay it forward To grow, each Champion should form an initiative of their own and report successes and challenges. 28
  • 29. o  Design o  Invest o  Build o  Grow o  Enable Lead Your Champion Army What community manager does Now that you’ve identified your Chatterati champs, here are some things you can do together •  Sets strategy and measure to kick things off. Mobilize Align •  Meet in small groups and 1:1 •  Co-create charter and vision statement •  Identify champions •  Come up with a simple Elevator pitch about strategic importance •  Get buy-in •  Validate plan and use cases •  Agree on mutual expectations •  Create a private Chatterati work group for to share strategies, successes and questions 29 •  Agree on milestones and what success looks like •  How you’ll execute on your wedge use cases •  Agree on role, expectations and recruitment Plan •  Build out use cases: what will it look like on Chatter? (see appendix) •  Technology comms planned downtime, upgrades •  Programming . events •  Content, groups •  Scaling and growth •  Recognition and reward •  User enablement
  • 30. o  Design o  Invest o  Build o  Grow o  Enable Start Working On Your Use Cases In Groups. Here Are Some Best Practices To Set A Good Example What community manager does •  Sets strategy and measure 1.  Be clear about purpose: which use case it supports, what’s the goal? Who is it for? 2.  Create a clear name and write up the description 3.  Seed the group with useful info, keep info tab current 4.  Make sure all questions are answered. Draw people in via @ mentions. Make sure to draw in execs and SMEs as needed 5.  Design regular engagement events / programming: Thursday Tip, monthly meeting, etc 6.  Onboard and welcome new members 7.  Ensure that members needs are met and questions are answered 8.  More on this in the Guide to Groups
  • 31. o  Design o  Invest o  Build o  Grow o  Enable Address Governance; Involve Champions In The Process What community manager does •  Sets strategy and measure Governance Public vs Private •  •  •  •  •  •  •  •  •  •  •  Guardrails to be productive, deliver & uphold community goals and company vision How governance fits into overall digital governance – work with legal & HR Code of conduct vs. best practices What TO DO vs. what not to do How you’ll deliver it. Some ideas: Part of onboarding for new users Existing users refresh Mandatory accept upon sign-on List in high-profile place in the product Ongoing conversation in how-to group Top Tip: Have a bare bones governance plan in place, but use this opportunity to really flesh it out once you see your community in action. 31 •  •  •  Which groups are public vs. private Help participants do the right thing Public by default Think through NDAs & contractors Groups and Files •  •  •  User Management •  •  •  •  Provisioning Deprovisioning Flagging Automated vs. manual Group & file governance & best practices External vs. internal Official vs. unofficial Escalation •  •  •  •  What merits escalation To whom to escalate How to escalate Role of champs & group owners
  • 32. o  Design o  Invest o  Build o  Grow Caveat: Have a Light Touch What community manager does Makestrategy and measure •  Sets structural and governance decisions, but don’t overplan. Maintain a light touch -the beauty of enterprise social is that people opt into it. Establish a strong direction, but avoid being top-down. Use cases are a great place to “land and expand,” but don’t limit your users – encourage them to create their own. You won’t know everything ahead of time; allow use cases to emerge from actual use Top Tip: Create core public groups and organize them into a site map that will help the community members navigate and see a foundation they can build off of 32 o  Enable
  • 33. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan: What community manager does Identify 10-20 of your Founding Champions •  Sets strategy and measure (the start of your Chatterati program) based on qualities listed. Select a diverse group from across the organization and various levels (don’t pick all admins, all execs, or all low-level coordinators). Design a plan to activate these champions: •  Share vision with them and align on roles and mutual expectations Create a plan for growth: •  Develop a plan for how each champion will bring new users in •  how you will stage rollout - what teams you will go to next •  what success looks like •  Create participation guidelines How will you implement your use cases? •  Run the plan by them; validate it – give them an opportunity to brainstorm and evolve it •  Invite all the champs into a private Champs group where the group can swap best practices and support each other 33 •  What are the right groups? •  Who are the right people? •  What’s the right content? •  What are the right business systems?
  • 34. What community manager does 4 •  Sets strategy and measure GROW AND CAPTIVATE Spread the word! Demonstrate value and earn a return visit. 34
  • 35. o  Design o  Invest o  Build o  Grow o  Enable Roll Out by Teams / Departments What community manager does Work strategy and measure and use case “owners” with Champions •  Sets to identify a few departments / teams that can most easily apply these use cases in their work – perhaps participants in the customer chain of service. Ask Champions to educate leaders of these teams (and their own teams) and uncover 1-2 team use cases: Top Tip: Enable Champions to lead their team rollouts, since they are part of their business units. As they do this, encourage them to share successes, challenges and questions your private Chatterati group •  Arm them with use case development templates and objection-handling guides •  Ask them to share lessons and success of early use cases •  Ask them to share their own “A-Ha” moments v Create a guide for your champions to talk to their teams. To Do 35
  • 36. o  Design o  Invest o  Build o  Grow o  Enable Ramp Up to All-Company Communication (Marketing Launch) What community manager does Now you’re and measurego wide with your communication. ready to •  Sets strategy Kick off with your exec sponsor introducing the vision for Chatter and communicating benefits and how-to’s Publish success and findings from early use: Use variety of mediums to reach users who aren’t on Chatter: 1.  Physical assets: posters, stickers, leaflets in common areas, desks 2.  Emails: for users and managers – include teasers 3.  Intranet & other web properties – feeds, banners, teasers 4.  Include in existing communications (email newsletters, etc 5.  Drive people to webinars & brown bag sessions to train & learn more Top Tip: Have fun, but be relevant to the company’s culture. 36
  • 37. o  o  Design Invest o  Build o  o  Grow Enable Culminate In Events What community manager does •  Sets strategy and measure •  •  Goals Increase awareness, communicate value Share success of your early community •  •  Get people to try it and experience “A-Ha” moments Connecti across geographies, levels & functions Event Formats Digital Events •  All-Company real-time ChatUp with an exec •  On value & vision •  On any relevant topic with broad appeal Mixed formats: Webinar & Q&A via Chatter . •  •  Physical Events •  •  •  •  Tie Chatter to an existing event and use it as a discussion channel Townhall / All-hands events Internal conference External conference Things to Do •  •  Take questions ahead of time Take questions in real time and continue conversation afterwards Top Tips: Calm execs’ fears by taking questions ahead of time. Prepare them on process and help them anticipate. During event, be in the room with them, helping moderate, identify questions and help answer them 37
  • 38. o  Design o  Invest o  o  Build Grow o  Enable What Marketing Assets Do I Need? What community manager does •  Sets strategy and measure Giveaways Build a brand and buzz for Chatter Banners Posters Can be used in conjunction with lunch booths / signup clinics to help people Kits 38 Banners on the intranet, on printed materials and in email signatures Kit containing items above for remote offices or to share with departments can help
  • 39. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan: What community manager does Create an enablement guide for Champions •  Sets strategy and measure to use to evangelize to their teams: •  Background on Chatter vision at company •  Initial use cases and early successes Prepare for a marketing launch (but remember: do this only when there’s enough critical mass, excitement and constructive work in the community) •  Use case discovery worksheet •  Enlist an exec to communicate in an appropriate venue •  Overcoming objections •  Ask for time at appropriate team meetings Make sure to have an ongoing conversation with Champs in your private group – what’s working, what isn’t, what the challenges are: •  A regular cadence of calls / meetings is great to keep the group energized •  Create email assets: for managers, users and execs: •  Vary by team •  Write copy and create a visual to include in existing all-employee communications •  Create enablement packages (see Step 5) •  Create physical assets: posters, stickers, leaflets in common areas, desks •  Create a banner for your intranet / other web properties 39
  • 40. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan (Continued): What community manager does Select an existing event with a large draw •  Sets strategy and measure that you can partner with – and Chatterize it! Plan Properly •  Brief execs on their role in event •  Provide Chatter as a backchannel during event (in a group) •  Take questions ahead of time – it’ll make execs feel better •  Select a community manager to lead the event on Chatter •  Have volunteer moderators standing by •  Communicate logistics / pre-event discussion / questions •  If event is digital only, get in the same physical location to discuss what’s happening in real time •  Continue discussion after event 40
  • 41. What community manager does 5 •  Sets strategy and measure ENABLE Help all members and stakeholders get the most out of Chatter and work towards a shared vision
  • 42. o  Design o  Invest o  Build o  Grow o  Enable What Do All Users Care About? What community manager does •  Sets strategy and measure Same thing everyone cares about.. Why should I use Chatter and how do I do it? •  Why should I do this? What’s in it for me? •  What do I do when I get there? •  What’s considered appropriate? What if I make a mistake? •  How do I make it part of my day? •  What does it mean to my identity? Everyone’s listening to their favorite radio station: WIIFM (what’s in it for me?) Top Tip: Don’t assume that everyone understands @ mentions, #hashtags and other power user features. What may be basic to you, may not be basic to all 42
  • 43. o  Design o  Invest o  o  Build Grow o  Enable How Can You Overcome Their Objections? What community manager does Manager Objections Manager Objections •  Sets strategy and measure Objection Assurance Objection Assurance Time wasting Share success Don’t get social Enablement, success Information leaks Governance plan No one responds Early use case results Losing control of conversation Active community management Boss will think I’m slacking Team Roll out Negativity Community mgmt People will copy me They can help you Employee harassment Terms of service, governance Someone will debate me publicly We’ll help you stay on track. Debate is good What to post? Use cases What to post? Enablement, use case Not relevant to my job Use cases, success Not relevant to my job Enablement, use case Too busy Too many @ mentions Don’t want others to know my plans Time savings Others can answer Benefits of collaboration Too busy Too many messages Don’t want others to know my plans Time savings Others can answer Benefits of collaboration 43 Top Tip: Most objections stem from lack of understanding and can be resolved with education. Share your plan openly and educate. Understand real vs. perceived fears
  • 44. o  Design o  Invest o  Build o  Grow o  Enable Your Approach Should Differ Across Stakeholder Groups: What community manager does •  Sets strategy and measure Sponsors: Execs, Managers, Team Leads Use Case Owners Champions, Group Owners Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either Use Case Owners are mini Community Managers for each use case Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups Employees Administration 44 Your key constituents, users must feel like Chatter is solving their work problems; not another solution Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs
  • 45. o  Design o  Invest o  Build o  Grow o  Enable Managers and Execs Are Key to Adoption What community manager does •  Sets strategy and measure Sponsors: Execs, Managers, Team Leads Use Case Owners Champions, Group Owners Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either Use Case Owners are mini Community Managers for each use case Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups Employees Administration 45 Your key constituents, users must feel like Chatter is solving their work problems; not another solution Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs
  • 46. o  Design o  Invest o  Build o  o  Grow Enable They Provide Direction and Lead by Example What community manager does •  Sets strategy and measure Executive Sponsors •  •  Believes in Chatter •  Legitimizes; increases visibility •  Leads by example; engages •  46 C-Level or SVP Communicates value to execs Managers •  Embrace collaborative working to achieving team and organizational goals Team Leads •  Engage in conversations •  Keep the productivity drum beat going •  Project-based leadership
  • 47. o  Design o  Invest o  Build o  o  Grow Enable Focus On Chatter Visionaries What community manager does •  Sets strategy and measure The Visionary The Reluctant The Social Critic This is transformational This is important to us, but I don’t get it Social is a fad. Why would we want to talk to each other? Level of commitment I want to support & participate I’ll support but I don’t want to engage I don’t want to support or engage Possible pushbacks May need to pull back participation Don’t communities run themselves? Reluctance to open comms, social is a toy Get involved early, cocreate vision, share plan, secure event participation Start small, prove success, share larger vision later, make case for community mgmt Work with other execs first, educate on proven successes From the beginning After early use case results Brief them on success after rollout How to’s, align on measurement How to’s, how it’s relevant The why, the how-to’s, alignment to biz goals Their Vision How to work with them When to work with them Enablement necessary v identify visionary execs to sponsor Chatter. Share your plan with them and provide Chatter mentorship. Don’t burn effort on converting non-believers at this point. To Do 47
  • 48. o  o  Design Invest o  Build o  Grow o  Enable Executive Sponsorship is Nice; Executive Engagement Is Better What community manager does •  Sets strategy and measure •  •  •  Why Executive Engagement Is Important What’s In It For Them •  •  •  •  •  •  •  •  48 Top •  Lend credibility and weight; legitimize Chatter as a key business tool Get other execs on board! Leaders lead by example. If they engage, users will too Increase relevance Bring field closer to HQ, make better decisions Increase employee engagement Get credit for introduction Move faster by decentralizing Attract & retain best talent Out-innovate competitors . •  •  Build culture that makes using Chatter possible Flatten organization – help employees feel engaged Sets expectations for constructive, productive, goal-oriented communication How To Help Them Engage •  •  •  •  •  •  Private space to practice Start small Use simple language Reverse mentoring Schedule time to post and @ reply Praise and measure the right things Set Expectations •  •  •  •  •  •  •  Social is different Honesty, humility and speed over polish No ghost writing Be a human; use simple language Comfort with unstructured & ambiguity Community is not campaign, not 1-way Longer time horizon Tip: Start with visionary execs first -- others will follow. There’s nothing better than a little rivalry
  • 49. o  Design o  Invest o  Build o  Grow o  Enable Executive Engagement Drives Employee Engagement What community manager does •  Sets strategy and measure Celebrate employees for a job well done Participate in current discussions and initiatives. Offer their help and connections 49
  • 50. o  Design o  Invest o  Build o  Grow o  Enable Help Managers to do Their Jobs on Chatter What community manager does This is a key group because work happens in •  Sets strategy and measure teams. Executive engagement is not enough to change user behaviors. If your manager thinks Chatter is frivolous, you won’t be using it. Manager Enablement •  Explain goals, vision and how-to’s •  Focus on their WIIFMs: •  •  •  •  Become better leader Team alignment Greater visibility into team More effective cross-functional collaboration with other groups •  Save money and time Top Tip: Middle managers often feel misplaced and threatened by social tech. because employees can connect and find information without them. Help them become “Leaders 2.0!”
  • 51. o  Design o  Invest o  Build o  Grow o  Enable Develop Leadership Across Your Chatterati What community manager does •  Sets strategy and measure Sponsors: Execs, Managers, Team Leads Use Case Owners Champions, Group Owners Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either Use Case Owners are mini Community Managers for each use case Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups Employees Administration 51 Your key constituents, users must feel like Chatter is solving their work problems; not another solution Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs
  • 52. o  Design o  Invest o  Build o  Grow o  Enable How to Identify and Enable Your “Chatterati” (Chatter Champions) What community manager does •  Sets strategy and measure Founding Champions They are at the core of the community – a council that participates in major decisions. This is an aspirational group that other SuperUsers should work towards becoming. Give them some special privileges – figure out what’s important to them. 52 SuperUsers These members are actively helping others, drumming up excitement, onboarding new users. They post actively and with purpose, respond to others’ posts. Help them help other members. Help them own parts of community; give them deeper insights into community roadmap Group Owners These members have stepped up to lead groups. They are mini community managers. Help them by developing a guide to group ownership and work with them in a group.
  • 53. o  Design o  Invest o  Build o  Grow o  Enable Idea: Set Up A Private Chatterati Group As A Resource And Collaborative Hub What community manager does •  Sets strategy and measure It serves a few purposes: •  Chatterati idea exchange and peer support •  Discussion and ideation forum for Chatter initiatives 53 •  Alignment and coordination •  Community of practice / center of excellence for all ESN best practices
  • 54. o  Design o  Invest o  Build o  Grow o  Enable Be Relevant And Helpful For Employees What community manager does •  Sets strategy and measure Sponsors: Execs, Managers, Team Leads Use Case Owners Champions, Group Owners Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either Use Case Owners are mini Community Managers for each use case Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups Employees Administration 54 Your key constituents, users must feel like Chatter is solving their work problems; not another solution Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs
  • 55. o  Design o  Invest o  Build o  Grow o  Enable Objectives for Employee User Training What community manager does •  strategy vision and •  Sets Share and measure best practices – help them do the right thing •  Link social to business – how does this help them get their jobs done? •  Address objections •  Guide with how to’s and etiquette (check out Getting Started Guide http://bit.ly/ChatterGuide) •  Help them be rockstars •  Make the link between job and using a social tool more explicit. People will not collaborate for the sake of collaborating Top Tip: Don’t assume that everyone understands @ mentions, #hashtags and other power user features. What may be basic to you, may not be basic to all 55 Check out User Guide Templates in Salesforce Success Community* and make them your own! *http://success.salesforce.com
  • 56. o  Design o  Invest o  Build o  Grow o  Enable Some More Awesome User Enablement Resources For Your Users What community manager does •  Sets strategy and measure “Work Out Loud and Love Your Job” infographic and video address the questions of “what’s in it for me?” and “how do I get started?” Use them to give your users that extra bit of inspiration! http://bit.ly/WoLinfographic 56 http://bit.ly/WoLvideo
  • 57. o  Design o  Invest o  Build o  Grow o  Enable Partner With Your Salesforce Administrator What community manager does •  Sets strategy and measure Sponsors: Execs, Managers, Team Leads Use Case Owners Champions, Group Owners Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either Use Case Owners are mini Community Managers for each use case Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups Employees Administration 57 Your key constituents, users must feel like Chatter is solving their work problems; not another solution Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs
  • 58. o  Design o  Invest o  Build o  Grow o  Enable Partner With Salesforce Admins And IT What community manager does •  Sets strategy and measure Role of Administrators Key for Reporting on Chatter usage Ensure Access to Chatter via all channels Support Chatter Community Manager to ensure appropriate adoption 58
  • 59. o  Design o  Invest o  Build o  Grow o  Enable Deliver Enablement Programs Digitally and In Person What community manager does •  Sets strategy and measure Goals Ideas •  Share successes and “A-ha” moments •  Brown bag sessions •  Remove friction to sign up •  Set up tables in common areas to field questions •  Provide the tools on effective use, Do’s and Don’ts •  Educate users about etiquette and terms of service •  Feet on the street •  Mascots, swag, cookies, cupcakes, stickers •  Sign-up clinics, Photo day Top Tip: Don’t try to do everything yourself. Templatize what you’re doing and empower your Champions to do it in their areas 59
  • 60. o  Design o  Invest o  Build o  Grow o  Enable Continue the Conversation About Chatter.. On Chatter! What community manager does •  Sets strategy Top Tips: and measure •  Create a “Best Practices” Chatter group to continue the conversation in public, and cut down the back and forth •  Involve your Champs in the process of educating others •  Be proactive and post tips and tricks. Make it a destination •  Be patient: behavior change doesn’t happen over night •  Keep investing in Champions to enable their groups Doing one training session is not enough. Keep the conversation going! 60
  • 61. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan: What community manager does •  Sets strategy and measure Examine your key constituent groups – what do they want and need? How will you win with them? •  Employees •  Managers / team leads •  Executives Develop enablement packages (use Salesforce templates or create your own) •  Getting started for users •  Getting started for managers •  Getting started for execs •  Guide to groups 61 For each group, clearly communicate: •  What’s in it for them •  Their proposed role •  What to do and not to do •  How to get started and get the most out of it quickly (WIIFM) Develop kits for your champions to deliver these sessions. Encourage them to adapt it by team Have general brownbag sessions with community at large – your champs can funnel people in here
  • 62. o  Design o  Invest o  Build o  Grow o  Enable Your Action Plan (Continued): What community manager does Kick off a roadshow: •  Sets strategy and measure •  Go to your most important / largest offices •  Encourage champs to do their own •  Have a plan and a schedule to go to every office Content for a roadshow: •  Signup clinic in a public area •  Photo day •  Series of brownbag lunches / webinars •  All-company address by that region’s leader •  “Feet on the street” – walk around with Chatter shirts on •  Giveaways / contests (make sure to get a bunch of swag) •  Be creative! 62 Ask champs to share their learnings and momentum in the Champs group: •  Share your learnings and progress as well Share momentum, photos and other artifacts to the Chatter network to generate buzz
  • 63. o  Design o  Invest o  Build o  Grow o  Enable Let’s Collaborate! What community manager does Join us in themeasure •  Sets strategy and Salesforce Success Community •  ENGAGE Group [http://bit.ly/engagesuccess] •  Community Management Group [http://bit.ly/cmtysuccess] •  Official Product Group [http://bit.ly/ChatterOfficial] Help us write this playbook! •  Post your stories, quotes and screenshots to the ENGAGE Group to be included in the next version [http://bit.ly/engagesuccess] 63
  • 64. What community manager does •  Sets strategy and measure Appendix: Community Manager Checklists and Worksheets 64
  • 65. o  Design o  Invest o  Build o  Grow o  Enable Map User Personas – Analyze What Your Members Need And Their Motivations For Participation What community manager does •  Sets strategy and measure The best way is to ask them. This is why your Chatterati Founding Champions should come from across the organization and be at various levels. •  What do they need? (that they can and can not verbalize?) •  What do they need to get their job done? •  Why will they visit Chatter and why will they return? •  Why will they participate / contribute? What’s the WIIFM (what’s in it for me?) •  What else is competing for their time? •  What’s their passion? Why did they join your company? v Separate all your users into personas and answer each question for each persona. To Do 65
  • 66. o  Design o  Invest o  Build o  Grow o  Enable Create a Plan for Each Use Case What community manager does Steps: •  Sets strategy and measure Example use case (benefits administration): •  Identify use case owner and exec sponsor •  Owner: benefits administrator, SVP or HR •  Who is involved? •  Benefits team, employees •  Why is it better than alternative? What is it •  Ongoing Q&A, dynamic content & knowledge augmenting / replacing? base, reduce duplication •  Structure groups & content •  Create benefits group, post useful content •  Start leading with behaviors you want people to •  Champs start posting questions there, benefits exhibit •  How will you let people know about it •  How you will grow •  How will you make it sticky •  admin answers them •  Things to think through Champs invite their teams, after enough activity is generated email is sent out •  champions sign up 5 people each, those people an additional 5 people each •  Original content, useful answers, make it primary document repository •  How often benefits admin answers questions, escalation path 66
  • 67. Thank Youmanager does What community •  Sets strategy and measure Credits: Maria Ogneva, Director of Adoption Marketing, Salesforce Phoebe Venkat, Director, Enterprise Collaboration & Community Management, ADT Bay Creative