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The Community Manager Role

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An exploration of the best practices identified in the community management area.

Published in: Business, Technology
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The Community Manager Role

  1. 1. The community manager role Jean-Charles PILLET
  2. 2. Delineating the community manager role © Jean-Charles Pillet
  3. 3. Open question What are the activities and tasks of a community manager? © Jean-Charles Pillet
  4. 4. The editor in chief © Jean-Charles Pillet
  5. 5. How about the role? In our context? ▶ Cross-checking facts, spelling, grammar, writing style, design pages and photos; ▶ Rejecting writing that appears to be plagiarized, ghost-written by another sub-editor, previously published elsewhere, or simply of insufficient interest to the readers of the publication; ▶ Editing any content in question; ▶ Contributing editorial pieces; ▶ Motivating and developing editorial staff; ▶ Ensuring final draft is complete and no area is left empty; ▶ Handling reader complaints and taking responsibility for resulting issues; and ▶ For books or journals, cross-checking citations and examining references © Jean-Charles Pillet ▶ Cross-checking facts, spelling, grammar, writing style, design pages and photos; ▶ Rejecting writing that appears to be plagiarized, ghost-written by another subeditor, previously published elsewhere, or simply of insufficient interest to the readers of the publication; ▶ Editing any content in question; ▶ Contributing editorial pieces; ▶ Motivating and developing editorial staff; ▶ Ensuring final draft is complete and no area is left empty; ▶ Handling reader complaints and taking responsibility for resulting issues; and ▶ For books or journals, cross-checking citations and examining references
  6. 6. 1-Contribute editorial pieces © Jean-Charles Pillet
  7. 7. 2-Motivate editorial staff © Jean-Charles Pillet
  8. 8. 3-Develop editorial staff © Jean-Charles Pillet
  9. 9. 4-Handle readers’ complaints © Jean-Charles Pillet
  10. 10. © Jean-Charles Pillet
  11. 11. The documentalist © Jean-Charles Pillet
  12. 12. 1- Mastering of the indexing techniques © Jean-Charles Pillet
  13. 13. 2- Ensure efficient knowledge transfer © Jean-Charles Pillet
  14. 14. The leader © Jean-Charles Pillet
  15. 15. 1- Set the community norms © Jean-Charles Pillet
  16. 16. 2- Guide discussions © Jean-Charles Pillet
  17. 17. The manager © Jean-Charles Pillet
  18. 18. 1- Strategy building © Jean-Charles Pillet
  19. 19. 2- Metrics and reporting © Jean-Charles Pillet
  20. 20. Exercise online influence © Jean-Charles Pillet
  21. 21. Standing out of the crowd. © Jean-Charles Pillet
  22. 22. How to get people to read you COMPONENT 1: HEADLINE © Jean-Charles Pillet
  23. 23. © Jean-Charles Pillet
  24. 24. © Jean-Charles Pillet
  25. 25. © Jean-Charles Pillet
  26. 26. © Jean-Charles Pillet
  27. 27. FORMULA © Jean-Charles Pillet
  28. 28. TRIGGER WORD/NUMBER + ADJECTIVE + KEYWORD + PROMISE KILLER HEADLINE © Jean-Charles Pillet
  29. 29. EXAMPLE Subject: “Frying an egg” You could write: “How to fry an egg” / “Why I love frying eggs” © Jean-Charles Pillet
  30. 30. Or apply the formula: “13 unbelievable ways you can fry a small egg with a sock” © Jean-Charles Pillet
  31. 31. Trigger words © Jean-Charles Pillet
  32. 32. How to get people to read you COMPONENT 2: IMAGE © Jean-Charles Pillet
  33. 33. IMAGES SEDUCE They are instant, data-rich and visually compelling © Jean-Charles Pillet
  34. 34. YOUR IMAGES SHOULD 1- Elicit emotions Fear, anger, happiness, hope, surprise, sadness, admiration, empathy, disgust © Jean-Charles Pillet
  35. 35. © Jean-Charles Pillet
  36. 36. YOUR IMAGES SHOULD 1- Elicit emotions Fear, anger, happiness, hope, surprise, sadness, admiration, empathy, disgust 2- Tell a story © Jean-Charles Pillet
  37. 37. © Jean-Charles Pillet
  38. 38. © Jean-Charles Pillet
  39. 39. YOUR IMAGES SHOULD 1- Elicit emotions Fear, anger, happiness, hope, surprise, sadness, admiration, empathy, disgust 2- Tell a story 3- Create a curiosity gap © Jean-Charles Pillet
  40. 40. © Jean-Charles Pillet
  41. 41. © Jean-Charles Pillet
  42. 42. Becoming an effective online leader © Jean-Charles Pillet
  43. 43. © Jean-Charles Pillet
  44. 44. Be a business leader, play online games The need for collaboration, both at the individual and global levels, units both environments © Jean-Charles Pillet
  45. 45. What makes a good community or guild leader? © Jean-Charles Pillet
  46. 46. MIT Sloan Leadership Model applied to online communities © Jean-Charles Pillet
  47. 47. Personality & traits Trust Identification © Jean-Charles Pillet Reciprocity Norms of sharing
  48. 48. Personality & traits © Jean-Charles Pillet
  49. 49. Personality & traits Norms conducive of contributing behaviors © Jean-Charles Pillet
  50. 50. Handling negative comments © Jean-Charles Pillet
  51. 51. 2 types of negative messages Valid complaint Troll Simple Complex Unique Recurrent Aknowledge Aknowledge Defuse Defuse Solve Pass-on © Jean-Charles Pillet Escalate
  52. 52. Personality & traits Handling negative comments 1 – Respond quickly © Jean-Charles Pillet
  53. 53. Personality & traits Handling negative comments 2 – Be witty Survival kit Parcel Number © Jean-Charles Pillet (Additional examples here)
  54. 54. Personality & traits Handling negative comments 3 – keep it professional © Jean-Charles Pillet
  55. 55. © Jean-Charles Pillet
  56. 56. REDUCE OFFENSIVENESS ▶ ▶ ▶ ▶ ▶ ▶ Bolstering Minimization Differenciation Transcendance Attack accuser Compensation © Jean-Charles Pillet
  57. 57. CORRECTIVE ACTION ▶Plan to solve or prevent problem ▶Promise to correct problem ▶Important for repairing image © Jean-Charles Pillet
  58. 58. MORTIFICATION ▶ Apologize for act ▶Admit wrong doing ▶Ask for forgiveness © Jean-Charles Pillet
  59. 59. Demonstrating the value of a social iniative © Jean-Charles Pillet
  60. 60. Demonstrating community value Metrics & KPIs Success stories + © Jean-Charles Pillet
  61. 61. Success stories ▶ Concrete examples ▶ Understandable by everyone ▶ Hard to spot (not directly visible) ▶ Delivery format is critical ▶ To differentiate from business case © Jean-Charles Pillet
  62. 62. Lowering the price of a Coca Cola Dirk, posted to Water Cooler “Who knows why the price of a coke in the new vending machines in Eindhoven is € 1,10 and in Utrecht € 0,90." Dirk, Consultant NL “G ” financial service Boris, Process Analist Brazil “R$2 in Brazil, Google said that it's €0,63” Results • 326 readers, 33 reactions • Seen, read and reacted to from across the the world • Cost of drinks lowered on location, money saved for employees © Jean-Charles Pillet
  63. 63. 5 categories of success Productivity Increase Access to Expertise Commercial Success Increased productivity of knowledge workers; personal and team Improved access to experts and expertise across the whole of Atos Increased business value identification for customers and increased quality of proposals Employee Connectedness Increased extend of feeling connected to, and being recognized within Atos © Jean-Charles Pillet Innovation & Diversity Increased global and diverse internal collaboration and knowledge sharing, Faster idea generation and development
  64. 64. Translated in concrete examples Productivity Increase ► ► ► ► ► Quicker and better problem solving by team Reduction in time of finding relevant information (posts, groups) – better re-use Less meetings / travel needed to coordinate work Processes executed faster Faster turnaround of input into document ► ► ► Cost avoided by identification of internal expertise, avoiding subcontracting Faster problem solving / issue resolution by finding right experts to involve (targeted) Faster problem solving / issue resolution by getting help from experts (serendipitous) ► ► ► ► © Jean-Charles Pillet More connections with colleagues outside unit or GBU into services, initiatives etc. Easier to identify new or unknown talent Faster onboarding on new colleagues Faster and better dissemination of communications and conversations in and between every level in Atos Increased employee satisfaction ► ► ► ► ► Faster mobilization of relevant expert(ise) in Atos Faster gathering of complete insight into client issues / needs for sales – superior business value Less time spend gathering relevant bid information – better re-use Faster identification of client opportunities for Atos services Faster problem solving / issue resolution resulting in higher client satisfaction / business value Innovation & Diversity Employee Connectedness ► Commercial Success Access to Expertise ► ► ► ► Faster identification and development of idea’s More global and diverse internal collaboration and increased knowledge sharing (easier to organize) Faster response and adaptation of offerings and services to change (in customer or market) Faster launching of new services and offerings
  65. 65. Metrics & KPIs Accountability © Jean-Charles Pillet Community management
  66. 66. Most frequently used metrics for online community reportings © Jean-Charles Pillet
  67. 67. The Forrester research TEI Model © Jean-Charles Pillet
  68. 68. The Forrester research TEI Model © Jean-Charles Pillet
  69. 69. http://www.youtube.com/watch?v=VC 8CpueYNOE&feature=youtu.be © Jean-Charles Pillet
  70. 70. Thank you for your attention Jean-Charles PILLET jean-charles.pillet@atos.net LinkedIn Special thanks to -Jan Krans - Jean Corbel - Thomas Goubin For their valuable input on this workshop

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