Here’s a scenario some community managers are facing: You’re hired by a business interested in building a web presence. Your superiors consider themselves hip pioneers for jumping on the social media thing, but they reality is they haven’t a clue. As a result, you can’t do your job properly. They question the amount of time you spend on social networks, shuffle you around to different departments, don’t think conferences are necessary, and don’t take any of your ideas for social media promotion seriously, and really, have no idea what to do with you. Put on a brave face folks, and don’t pull your hair out. You can make it work.
You were hired to create an online presence using forums, blogs, networks and other social media tools. You know you’re good at what you do, and you know there are logical reasons for doing what you do. Now, you have to communicate it to your superiors. This isn’t always easy, and can be very frustrating, but if they didn’t want a heavy Internet campaign they wouldn’t have hired you in the first place, right?
Take a deep breath. Don’t get angry. If you find you’re getting questioned every step of the way or that folks don’t take you seriously, take some time to write up a proposal or outline. List all your social media strategies and why you feel they will benefit the business. Send it to all the players and request a time to discuss follow up. Now gather data and statistics so you can make your case. You CAN make this work!
It’s hard for many old schoolers to embrace social media but it’s part of a community manager’s job to make sure they get it. Don’t let frustration give in to anger. Use your energy to create a rocking community instead.
{ 2 comments… read them below or add one }
To develop a community for your the business, I always feel you need to create a community within the business.
You need to connect like-minded people in the business together so you can get the job done.
Learning to sell your ideas up through the organization is one of the most important skills in anyone’s professional development. Case in point:
In 1996, I worked at a dot-com where online community was a big part of the product offering. I was the first person hired with any hands-on experience building and managing an online community. I knew what I needed to do to make the community grow and be vibrant and successful. But instead of convincing people, I stated my plans as fact. And I got very little buy-in (no wonder).
Nine head-banging months later, they hired a VP from a Big Internet Brand as my boss. He took me to breakfast, listened to my frustrations, told me I was right, and within two weeks had all the features I’d been begging for fast-tracked on the development schedule. He knew how to make his case. I didn’t. (That’s why he was the boss.)
So, people, collect your statistics. Look for and write up your case studies. Gather management in a room and make that Powerpoint presentation. I find case studies the most compelling - if your management sees what other companies are doing with social media and the successes they say they’re having, they’ll be less suspicious and more likely to take a risk.
Also, don’t be afraid to show the naysayers exactly what you’re doing and what kinds of responses you’re getting. And keep careful track of your own success stories. If a customer interacts with you on Facebook and says something nice about your company, send that comment around so everyone can see it. Make sure you publicize your own success stories.