“While these positions may sound like the perfect job for the social media evangelist in your organization â€“ moderate forums, write blog posts, garden the wiki, give briefings about social media, develop user adoption strategies, answer user questions, monitor and analyze user activity â€“ the internal community manager actually wears many other hats, some of which arenâ€™t nearly as fun and exciting, and many of which arenâ€™t going to be high on the wish list of potential candidates. Letâ€™s take a look at the many hats of the internal community manager:”
Referee â€“ When someone posts a link to a political article and the conversation is starts to devolve into partisan name-calling and vitriol, guess who gets to be the one to steer the conversation back toward professionalism and healthy debate?
Ombudsman â€“ When the community starts complaining about the speed, reliability, or accessibility of the platform, you need to be the one to bring up those concerns with the developers and push to get these issues fixed.
Party Promoter â€“ Know that guy passing out flyers outside the club you walked past earlier today? Yeah, thatâ€™s going to be you.
Teacher â€“ Ever try to teach someone to change their golf swing after theyâ€™ve been doing it the same way for 20 years? Get ready for a lot more of that feeling.
Inspirational Leader â€“ You will not have enough hours in the day to do everything you want. You cannot possibly garden the wiki, write your blog posts, moderate all of the forums, stay active on Yammer, run your metrics reports and do everything else a community manager is asked to do by yourself. Youâ€™re going to need to identify others in the community to help you, and oh by the way, youâ€™ll need to get them to buy into your approach and do the work but you wonâ€™t have any actual authority and theyâ€™ll all have other jobs too.
Help Desk â€“ When the WYSIWYG editor on the blogs isnâ€™t working right, guess who the users are going to call? The answer isnâ€™t the help(less) desk. Itâ€™s you. Youâ€™re going to receive emails, Yams, phone calls, and IMs from everyone asking for your help because youâ€™re the person they see most often and using the platform
Psychiatrist â€“ When that executive starts a blog and no one reads it or comments on it, you have to be ready to go into full out touchy-feely mode and help reassure him/her, manage their expectations, give them some tips and tricks, and build their self-esteem back up so that they will continue being active.
Troublemaker – Work conversations can get pretty boring â€“ a community filled with blog posts about your revisions to the TPS reports arenâ€™t exactly going to elicit a lot of conversation. You will have to be the one who can start start and manage difficult conversations with the community
Cheerleader â€“ When community members use the platform in the right way and/or contributes something really valuable, you need to be the first one to share it as far and wide as possible.
Project Manager â€“ These communities donâ€™t build themselves. Youâ€™re going to be responsible for creating and delivering all kinds of reports, briefings, fact sheets, and metrics and youâ€™re going to need a plan for how to meet those deadlines and still engage with the community itself.
Writer – Every community platform has some sort of front page along with some static â€œAbout this communityâ€ type of content. You need to be able to write that content in a way thatâ€™s professional yet informal enough that people will still read it.
Janitor – When you open up your local shared drive, youâ€™re likely to see 47 different version of the same document, hopefully, with one of those containing a big FINAL in the filename. The old version are good to keep around just in case, but all theyâ€™re really doing is cluttering up the folder and making it difficult to find anything.
“â€˜Manufacturing 2.0â€™ is a radical shift already underway, and many key elements are taking shape. As technologies and business models evolve, we have an opportunity in the US to create and own the future of manufacturing. That means the opportunity for a resurgence of US manufacturing, creating big changes in the economy and revitalizing US cities across the country.”
A whole new ecosystem is arising, which will include social design, social funding, flexible and distributed supply chains, and more.
We have seen advances in computational reasoning, decision-making, and control that are quickly reaching human skill levels, including IBMâ€™s Watson computer that plays Jeopardy and Googleâ€™s self-driving car.
These capabilities will empower all kinds of people to design products and leverage complex production value chains. These automated assistants will frontload the design process, so mistakes can be made in the software, rather than in production. We will understand the actual manufacturing process in advance, including what will be made, how components will fit together, and whether the parts will work together safely and correctly and are manufacturable at a reasonable cost.
If we get the computational interfaces and reasoning right, there can arise a massive, distributed network of manufacturers able to work together to create a dynamic supply chain for complex products like vehicles, airplanes, and consumer electronicsâ€”without needing a central organizing entity. T
Parallel to this, social computing technologies have enabled new funding models and collaborative design systems to support a creator economy.
As an example, we are working to incorporate manufacturing knowledge into design automation tools to give real-time feedback to product creators and designers on both the function and manufacturability of designs, avoiding months of delay caused by multiple iterations and prototype builds.
“Symantecâ€™s chief human-resources officer, Rebecca Ranninger, describes the security software companyâ€™s transition to a virtual workplace while reflecting on the promiseâ€”and perilsâ€”of new ways of working.”
Now, more and more of our employees are working remotely.
In many ways, thatâ€™s a good thing. It gives people a lot more flexibility and freedom, and makes them happier about the job because theyâ€™re able to put their lives together in ways that matter to them.
But todayâ€™s more virtual workplace also raises interesting psychological questions. I think it makes all of us less able to compartmentalize and separate the different elements of our lives as we used to.
Similarly, how do we make sure people learn from one another in a virtualized workplace?
The programâ€™s goal is to focus on employeesâ€™ contributions and results rather than whenâ€”or whereâ€”work is done
Take your time off when you canâ€”weâ€™re not going to record it but you need to get the job done.
Our employee satisfaction scores did go up after the change, though Iâ€™m always leery of confusing correlation with causation when it comes to any single measure.
This approach puts a lot of responsibility on our managers because itâ€™s really up to them to help their people determine the right balance.
Remote management is now a core skill for managersâ€”one reflected in our performance-management processes.
Developing solid general-management skills requires helping people to think hard about what they want the map of their careers to look like
A more virtual and disaggregated workplace puts a lot of pressure on our senior leadership to connect the dots. The act of redefining jobs in a global company, for example, tends to highlight some of the age-old frictions about regional versus corporate-level controlâ€”and what you think about these issues often depends on where you sit.
At the most basic level, working through these kinds of challenges comes down to building and strengthening trust.
perhaps, the act of building this kind of trust among senior managers is something I donâ€™t think we could have done virtually. Thereâ€™s a limit to virtualization in that respect. At some point, you have to get people together and sit around those tables and have those discussions.
Posted from Diigo. The rest of my favorite links are here.