The First Beneficiaries of a Powered-Up Community Manager are the Internal Team Members.
Recently, we brought together some of Social@Ogilvy’s digital strategists to explore the role of the community manager 3.0. What is Community Management 3.0? Today’s best version – what does it look like? One thing we know that’s for certain is that the role is changing into something bigger.
We started by writing a job description for the Community Manager 3.0 role.
Ugghh, right? It’s three whiteboards wide. Now six… You’ll find such headlines as writer, account rep, editor, content manager, media buyer, proofreader, budget cop, traffic cop, editor, copywriter…. Yes, they’re going to wear many, many hats, we get it.
That’s the danger, isn’t it? How can one role reasonably comprise entire disciplines?
See, the job description exercise doesn’t provide an accurate measure with regards to who and what Community Manager 3.0 really should be. Wearing many “hats” is not a good metric. We cannot squeeze more value out of a role by requiring people to just be good at more things. (If we did, then we ought to give them a three-page description, and a superhero cape, and a seven figure package. Think about it.)
We found that we have to focus on internal value, not hats. We have to ask: what value do I want this person, this role, to bring to my organization? Today, we should expect a ton of value, and the first beneficiaries should be the internal team.
Are they bringing new community insights to the overall strategic effort? Are they piping up when new data might suggest a radical change in direction? Are they reaching out to brand/agency teams to help socialize their thinking? Are they connecting content creators in the organization to build new streams of content? These are a few questions we tackled.
The Community Manager 3.0 is less a Cruise Director and more of an Internal Power Plant, who is capable of catalyzing entire teams to reach a marketing goal. These managers are good writers, but more importantly, clear thinkers. They instinctually get all the platforms, but aren’t platform-bound in their thinking. They are not just solid researchers, but the best kind of scientists: the creative ones. They hypothesize, identify opportunities, and bring them to light.
Too often, Community Managers are asked to wear all the hats. We ought to simply ask them to bring their social intelligence to the team, and to the brand we’re all working to build.
(And give them the cape, too.)
How has your community managers’ role changed over the last year, and what has it brought to your organization?