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The clock is ticking and we are in the final countdown to the submission deadline for the JiveWorld16 Digital Transformation Awards. I’ve personally submitted to the awards twice in the past, and while I’ve been selected as a finalist, I’ve never won. But despite the slight sting of missing the limelight of the winner’s circle, I wouldn’t hesitate to participate again and again and again. Why? Because regardless of who’s selected as winners and losers, it’s always win/win.

 

Why should you submit?

Aside from the potential accolades you’d receive if you win (and there are plenty), there’s actually a much greater value proposition to participating, in my mind. This is your opportunity to look back and reflect on the social transformation you have personally ushered your business though. Having a documented story not only serves as a submission to this awards contest, it also becomes hard evidence, a case study, to share internally with your leadership team or share externally with peers and communities of practice. This asset will help articulate and prove the value of your community.

 

But sitting down and reflecting back on your life as a community manager can easily get overwhelming with details. So, here are some tips on how to simply pull together a compelling story:

 

Define your challenge statement (Think: Point A to Point B)

Look back at the past year and how you spent your time as a community manager. What initiatives did you focus on, and more importantly, why? Answering the latter question will help you develop your story into a “cause and effect,” “before and after,” or “Point A to Point B” solution. Some examples might include:

    1. We wanted to increase employee satisfaction and productivity
    2. We set out to increase engagement with our prospects and customers
    3. We needed to improve our customer support experience

How did you get from Point A to Point B?

Now that you’ve established your challenge statement, how did you go about solving it? Sure, key Jive product features might have played a large role in this (and be sure to embellish these if you want to catch the eye of the judges). But we all know, as community managers, that they are other keys to success. Things like navigating through political landmines, gaining consensus across key business units, uncovering user mindsets and personas, influencing user behaviors, and driving user engagement all play a critical role in successful communities. The better you can articulate this part, the more strategic experience you can prove.

Results

Results can sometimes be the trickiest part. You’ve busted your hump for the last year so what do you have to show for it? Hopefully you have performance dashboards to look back on and compare quantitative results. But sometimes, the qualitative, anecdotal feedback gives us the most satisfaction. These results are the most important part of documenting your story, because it demonstrates the actual proof of why you love your job, and why your business should continue to invest in your programs in the future.

Some examples of results might include:

    1. Adoption of our new Jive instance was overwhelming with employees. Employee satisfaction results increased YoY.
    2. Our community blog was selected as one of the best industry blogs of the year. And traffic from our community to our gated assets increased xx%.
    3. Today, more than xx% of questions asked on our community have correct answers. And of those answers, more than half were provided by the community!

 

Walking through these three steps will not only make you a shoe in for the Jive Awards, but more importantly, it will provide you with a tangible story to feel proud of. And not to get too mushy, but that’s the bigger WIN in my mind. Share your story with your leadership team, share it with your peers, and share it out in the world for other people to admire and learn from.

 

  Click here for more information about the JiveWorld16 Digital Transformation Awards and instructions on how to submit. You’ll need to include some screenshots of your community too. But be quick about it! The deadline is February 5, 2016.

Brandy Robert, Senior Manager, Proactive Service Delivery, Oracle Corporation and Rob Shapiro, Senior Director, Customer Service Experience, Oracle Corporation, have teamed up to implement ideas in My Oracle Support Community. The Your Idea Counts! series of blogs (tagged with ideas, ideation and your idea counts was co-authored by them and will deep-dive in to topics such as why idea generation is important today; ways to capture ideas; user and business impact; changing company culture to rally around ideas; and, of course, measuring idea ROI's, KPI's and other intangibles. This blog is part 3 in the Series.

 

You now have a better foundation for why ideas count and The Thinking Model (or at least you can go back to your actions and our first blog Your Idea Counts: How to successfully implement ideas in a global customer community) in tandem with why an engagement model is so important (or, again, you can go back to your actions and our second blog Your Idea Counts: The Importance of an Engagement Model). So, now it's time to address governance. Before you ask - no, not rules or bureaucracy. Rather the preparation necessary to begin tactical steps to implementation:

 

So, how does one get started?  What does the path look like for a company looking to get closer to their user base in an effort to really hear and understand what their customers are saying? It’s time to start defining where focused attention is required.  Businesses need to understand how to best use their resourcing for the highest impact activities.  It’s time to let the customer base help you parse through all the things people would like (in the social context) to the things that affect their buying or their subscription/renewal decisions.

 

 

Getting Executive Buy-in

 

It is imperative to get executive buy-in from your development team or stakeholders for where the focused improvements will center.  Idea generation is all about improvements leading, in some cases, to innovation and better design.  Whether we are making a more universally acceptable product, improving on business flow, aligning to new standards and regulations, or designing the next new product, the development team is ultimately the manager and decision maker of these ideas in their implementation.  Without their buy-in and commitment, then all you are doing is collecting ideas.  What you want to do is let the ideas foster growth and change that will allow the company to compete in a market where winning means staying ahead of the next great idea.

 

But how do you get this buy-in?  Sell them the idea!

 

Pull out your Sales 101 material and get to work.  Your stakeholders have to know what's in it for them.  What is this new way of life going to generate for them in terms of growth and opportunity?  Think about this from a company perspective.  By offering an open forum for the capture and discussion of ideas, your company is better positioned to determine if...

 

    1. This fits into the strategy / road map for the product's future or maybe this is the start to a new offering
    2. This is something that could be offered today - often referred to as a 'Quick Win', that really does make the appearance that we care about our customer experience
    3. This allows for a more universal application of the product
    4. Would a change in this area increase customer success, making customers happy and more apt to purchase additional goods and services
    5. This change would allow for more revenue generation
    6. This change would give highest impact for lowest cost spent to develop
    7. This change, in a support environment, could deflect cases/tickets as well as reduce noise in a bug tracking/enhancement system

 

Of course, develop an elevator pitch!

 

Action for you: Test the waters or even get your ankles wet. Seek a quick conversation with an executive's direct report or an opportunity with the executive him/herself at a lunch, conference, dinner, etc. Put the elevator pitch to work! There is always an opportunity or one that can be manufactured.

 

Define the Plan

 

You will need to come up with a strategy for starting the conversations.  This is important in that you can start off slow with idea generation, focusing only on the new ideas or you can choose to jump-start the conversation by seeding previously presented ideas to the users and getting their insights. Maybe your company has some ideas about things they would like to do with the product, but due to resourcing have to put them on the back burner.  Well, what if through idea discussion, you could discover 1 or 2 ideas that users feel passionately about?  This can give you a focused understanding that would allow you to incorporate these ideas into the next design or code release, thus showing the users the seriousness by which you take their feedback.  This shows commitment to users and in cases where the addition or change is easily incorporated and becomes an easy win for the company.  In talking about strategy, you need to think about your goals and objectives for implementing such a plan.

 

The business goals for this project should focus around implementing a community solution to capture product or process specific ideas and feedback.  By embracing this type of community setting and openly allowing for the sharing of ideas, you begin the basic process of brainstorming which allows for aspects and ideas to scope the original idea into something worth consideration.  You also allow for the nuances to be brought forth during the discussion.  The open forum also tells a story about what the users consider about the topic.  Is it something that draws on people's emotions?  Is it collectively of interest?  Or, is this just a fleeting idea that can be parked in the idea bank? When ideas fall into the larger idea bank with little to few votes and no discussion, it does not deem them uninteresting or of no value.  It simply speaks to the here-and-now and what the customer base is looking for or considering as a solution of their own business requirements.  What is the goal?  What is it that you want to ascertain from this new type of engagement?

 

    • Create and track ideas
    • Allow customers to do the leg work by conversing, among themselves, the merits or demerits of a proposed idea
    • Allow customers to vote on ideas most beneficial to their business
    • Allow customers to collaborate and share each others ideas vetting out the applicability to the larger audience
    • Provide an open and flexible forum where the product or service owner can participate in the conversation
    • Provide a mechanism to solicit feedback
    • Change the paradigm for how we entertain ideas
    • Provide an easy to use tool and process for idea collection

 

So, essentially what we are proposing, exploring, and defining is an idea exchange in its simplest form.  An idea exchange is nothing more that the presentation, discussion, voting, and planning of new concepts and ideas in order to improve a particular process, flow or technology.  We must evolve the idea exchange into an integrated process flow by investigating and investing in available tooling.  The idea exchange is intended to facilitate this end-to-end flow in order to identify ideas, improvements, and alternatives all while offering transparency to future inclusions and product line roadmap discoveries.  Feedback is, and always will be, important from a company perspective.  It's a measure of how we are doing with currently positioned products, services and processes.  However, looking beyond the transactional and ensuring the customer conversation is represented proportionately across the customer base, we begin to understand at the deepest levels our products, services and processes.  Often times we view feedback as labor intensive and tend to push a lot of it into the depths of the abyss in order that maybe if we ignore it, maybe, just maybe, it will correct itself.  Is it that we lack transparency to educate the customers on what is being requested?  Are we translating the feedback and ideas today into our own understanding and applying our own defined methods for resolution?  We ask these questions to raise your attention to the need to begin thinking about things differently.

 

What are the risks to this consideration of adopting an idea exchange?  Probably the biggest risk to implementation is adoption.  Adoption by the customer, who is going to be very keen on seeing quick and immediate acknowledgement and response, is the greatest risk to this plan.  That's why having a well defined and well communicated plan is important to your project.  The second greatest risk is having the customer's attention and exchange, but not having the internal organization engaged.  The next sections will speak to these things that are so very important to the idea exchange's success.  You must identify the stakeholders (those who will be responsible for the interaction in the community), set expectations, ensure adequate and proper engagement, ensure the named parties are committed to the process, and lastly communicate!  By adopting a new plan and incorporating a community solution you can begin to make engagement, collaboration and your process less labor intensive.

 

Action for you: You guessed right - develop your plan.

 

Set Expectations (SLAs defined internal and external)

 

You need to set some level of expectation with your users.  Users need to understand that vetting ideas (creating, voting and discussing) does not warrant response or inclusion on every idea submitted.  Some people simply won’t be interested in some ideas and they will go ignored, and that is okay.  In fact, it can be a very positive thing as by vetting the ideas with the users, we are hopefully reducing the noise generated by large numbers for very small and tactical items that really don’t change the scope, the process or the reality of using the product. Activity within the idea discussion tells a story to the product owner, but it also tells the users a lot too! It shows the users how the products and services are being utilized by the larger customer base and becomes a great way to educate users about its use and expectations.  It also removes redundancy as the community allows for the larger customer base to search, filter or sort based on categories, topics or keywords.  Another benefit for a company with a large footprint is that often times a user may not be aware of all product offerings and how they tie into their specific footprint, and so many times products are viewed as 'feature lacking' while in fact the feature is already there but not documented in such a way that the user can make the leap to understand what is available.  Note that a community setting allows for more solution offerings than just an enhanced product.

 

Internally, you must set expectations as to what is reasonable in terms of the engagement. We can tell you now that customers interacting in a community setting are looking for one thing...acknowledgement!  Customers know that these ideas need time to mature, to draw in interest, to weigh on the minds of other customers or to even wait for a customer to catch up in the use of that product or service in order to truly understand if they are passionate about it.  Customers are not necessarily looking for immediate turnaround on these ideas. Rather, they are looking for acknowledgement by the product or service owner.  Something as simple as a clarifying question, a note to consider or a comment relating to the topic just tells the customer that we care and are aware of their presence.  This all aligns with the concept of engagement and is so critical to the success of the project.  Note that you may have different teams who work on different schedules for product improvement release.  This is okay.  By letting the customer know what to expect, you aren't leaving them out there guessing at what may or may not come.  If the customer knows that you only review and accept improvements on a calendar cycle, then they are better equipped and patient with the community discussion.

 

Action for you: Add this to your plan.

 

Get Engaged!

 

Engagement is critical to the success of idea generation.  The thoughtfulness and discussion is what can turn a good idea into a great idea.  Referencing a comment from our earlier blog, bad ideas can transform into a good or great ideas.   It is important that the product owners become a part of this discussion because as implied before, there is often times much to be discovered about the use and implementation of a product, and let’s be honest here documentation is often times vague and lacking to solutions beyond the basic.  The reality is that business today is having to do more with less.  Less resourcing is dedicated to maintaining and enhancing products and services, so we have to get smart about how we collect information and process it.

 

Not long ago, Brandy was involved in a discussion around ideas with a developer whose opinion she greatly respects.  The conversation was based on how we could begin to understand more accurately, customers expectations and business challenges.  In that conversation he said something that struck Brandy to the core:  "Customers make terrible software designers."  Wow...think about it.  We don't think he could have said it any better.  It is not to underestimate the customer or their use of the product, but simply to make a point: for some, we are in the business of software design, and that it is when a company truly understands the customers business challenges and problems along with their expectations of our product or service that put us in a position to design great products!

 

Finally, and we have said it often but bears repeating, it is critical that the product and/or service owner(s) participate. This is very key!

 

Be Committed!

 

It’s all about delivery. You must deliver on some items. What you need to discuss in your planning is what that commitment looks like.  Will you deliver on 10%, 20% or more of the ideas generated, or will you take the position to deliver on those ideas that completely change the landscape of your product offerings?  How will you draw in your audience?  What will success look like?  In a future installment of the series, we will talk about success, ROI, and KPI’s that can help to guide you on this journey.  But, for now, let’s make the agreement to be committed. Let's listen to our users to define the problems within the scope of our product and service offerings. These are potentially holding us back from gaining better market share, producing happier customers and making our brand the one discussed in professional meetings, around dinner tables, with friends, families, and in our schools and universities.

 

Commitment must be thorough and comprehensive. This means that the product or service owner(s) follows through on all aspects of managing the idea exchange environment including status.

 

Communicate, Communicate!

 

Last, but no least, let’s toot our horn a little bit.  When you actually implement an idea, tell everyone (and don't forget your user groups!) about it and when it will happen.  Use it to your advantage!  Be more transparent with your customer which in turn gives them reasons to remain loyal.  Give them what other product and service providers may not be giving them.  Let them feel confident that their voice is heard, their ideas are welcomed, and that you are ultimately striving to make a better product or service. There are many rewards that come from this effort.

 

Speaking of rewards, this is where leveraging a gamification process or system comes in to play to both recognize and reward users for their contribution (creating ideas) and participation (commenting, voting, etc), not to mention their idea being fully or partially implemented. We will talk more about this in our next blog installment.

 

Action for you: Add this to your plan.

 

Here is something for you to remember our key takeaways:

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Happy New Year Jive Community!

 

There are so many neat things you are able to do in the Cloud version of Jive and I love that these features are making my enterprise community management job at Jive so much more simple, engaging and fun.  With Tiles & Pages and introduction of Call To Action Banner Tile in 2015, we are now able to create simple, beautiful and purposeful mobile friendly places within minutes.  Does your place need a face lift?  Check out my video blog for some new ideas.

 

 

Tip: Simple & Purposeful Places

 

 

 

 

 

 

 

 

Applicable for:

  • Jive version: Cloud
  • Community Managers, place owners/administrators with space admin or group ownership rights

 

Thanks for tuning in, until next time!

Time for some self-reflection on a day to "treat yo'self"

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Let’s face it. Being a stellar community manager is sometimes taken for granted. On the surface, you’ve got an active, engaged community, free of spam, full of answers, and running on a steady stream of peer-to-peer participation. Behind the scenes, you are moderating new members, punting questions to subject matter experts, tracking engagement metrics, pitching to leadership, and constantly playing match-maker between people, places, and content.

 

I’m not sure about you, but I rarely had people lined up to pat me on the back for keeping the pulse of healthy community at a strong, steady pace.

 

So on this Community Manager Appreciation Day, perhaps it’s time for us to call a timeout, take a healthy dose of self-reflection, and remember why we got into this career path in the first place. We asked some of our favorite community managers and here’s what they had to say:

 

Dina Vekaria (@dinavekaria) from Pearson reminds us:

“Being a community manager gives me a sense of belonging. Our community is more than just blogs, ideas, polls and documents. I see people. Generous, smart, hard working people helping each other in new ways so they can do their best and be their best. Being a part of that, is really something special.”

 

Jessica De La Torre  (@JessDLT) from BlueGreen Vacations brings to mind:

"For me, the best aspect of being a community manager is bringing people together. Jive truly helps to humanize our team members from across the country and we all work better together because of it."

 

Rachel Duran (@TheRachelDuran) from CA Technologies admits:

"I'm passionate about empowering every employee in the organization to share, create, and lead through online community interactions. Enterprise Social Networks are where culture evolves into community."

 

Keeley Sorokti (@sorokti) from MapR Technologies shares that:

"I enjoy creating spaces that facilitate serendipity. When people unexpectedly 'bump' into each other in an online community I know that we've built something of value. They log in with one purpose in mind and then see something else that catches their eye and end up collaborating around a shared topic of interest. It's even better when this leads to problem solving, new insights and an expanded network!"

 

So I want to know: what affirmation keeps you going? Why is it great to be a community manager?

Let’s pile on the positive vibes and be sure to thank ourselves.

 

Because after all, it’s Community Manager Appreciation Day. How you gonna treat yo'self today?

 

Treat yo'self to a Starbuck by answering Adam Mertz's call for participation in this festive day, see: 2016 CMAD Love to Jive Community Managers

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Bonus item:

Perhaps you are appreciated but are you getting paid enough? Download the Community Manager Salary Survey from 2014. It's an oldie but goodie that should empower you to treat yo'self.

It's been a long time coming (over a year), yet we finally found the perfect time to chat with Andrew Mishalove! From launching his second Jive community, to flying all over the world presenting at conferences, to working from his "office" at 39,000 feet, I was happy to get 45 minutes on the phone with Andrew to learn more about his workstyle and his exciting new gig.

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Leigh: Where do you work?

Andrew: I work at CallMiner as Director of Enterprise Social Business.

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Leigh: How would you describe your current role?

Andrew: Our initiative is strategic as far as where CallMiner is taking the business. Currently our community is in Phase 1, but we've planned three unique Phases. Phase 1 is about creating a thought leadership industry news and best practices space and a place for peer-to-peer networking of our customers.

 

My role involves the strategy behind the initial launch and ongoing strategy work in terms of the evolution of the platform so we're always bringing value to our customers and prospects. My role is very strategic and very operational at the same time because I'm once again working with a lean team and limited resources. I'm working with internal stakeholders and execs, aligning with sales, marketing and product teams as well as managing our vendor partnerships. I'm also on-boarding content creators, vendors and partners that will help us put together case studies and whitepapers available to the folks coming to our community. Finally, I'm closely aligning with customer advocates who can help champion the community so other users gain value from the experience.

 

So I would say there's not an area of the Jive community that I'm not going to touch at a detailed level. I'm living and breathing Jive, all day, every day.

 

Leigh: So how do you use Jive at CallMiner?

Andrew: On December 7th we launched our external community called EngagementOptimization.com. The initial use case was to create a peer-to-peer user networking community, which is specific to CallMiner customers, focusing on product specific collaboration and sharing best practices.

 

There's a more open area of the community that holds industry news and best practices. This is more thought leadership content that has everything from videos to webinars, blogs, whitepapers, case studies and infographics. We're leveraging Jive technology to build community around the customer engagement space. It's really to associate CallMiner with thought leadership and to provide folks with a resource in the business, and leverage the best practices section of the site to intrigue prospects into becoming customers.

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Leigh: Since this is your second Jive community launch, what did you learn from the last one to make this one more successful? What were you the most happy about with this launch?

Andrew:

  1. Content planning is absolutely essential. I've been to tons of conferences and I keep hearing 'content is king'. It's absolutely true. Without robust content, you can create a beautiful site, but if there's nothing to draw users there and back, all that technology goes to waste. For my first launch we didn't have a great communication strategy for launch, nor an on-going content development strategy.  We eventually got this going and overall the community was highly successful, but it took longer than I had hoped.
  2. The CallMiner community strategy development was very condensed, but we put a lot of time and effort into the strategy. I started on October 5, I had two international conferences (Berlin & London) in between my first day and the community launch on December 7. We wanted to have a great design. We wanted to provide an easy transition for customers that were on a former platform to the new Jive platform. We wanted to have a great content strategy, so now we're working on a strong editorial calendar.
  3. Really good launch communications is essential. We have a great marketing team that is supporting us with great content, newsletters, etc.

 

I'm mostly happy because it was flawlessly executed; not one issue! I've received nothing by accolades and kudos from our users and internal stakeholders. Because of the success of the launch, I'm getting flooded with ideas (internal and external) for the community, and we're getting strong executive sponsorship. Our internal teams feel like it's a good value prop for prospects, and they're excited that the new customer base will have lots more functionality and they can find the intelligence they need much faster to make them more effective.

 

Leigh: Are you attending JiveWorld16? If so, what are you looking forward to the most?

Andrew: Definitely. I've been to the last 3 JiveWorlds, and I was focused on internal use cases at that time. I'll switch gears and network with external community leaders this time. I'm really excited about it, as it presents a whole new set of challenges. It expands my knowledge base of the Jive products and about building communities in general.

 

I'm also excited about getting back on stage; I'll be telling my new story about how Jive is helping to change our business. The community is already having a huge impact on the customer engagement space and in particular how CallMiner is able to communicate with customers and reach out to prospects.

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Leigh: Are you familiar with the Jive WorkTypes? If so, what was your WorkType?

Andrew: Yes. It was very much on point, but I feel like I fall into a lot of these. The one that stands out above all is the Energizer. I draw my energy from the work I do and from the impact it has on my organization. I then share that passion with others and like to movitate them like Jordy from wolfofwallstreet

 

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Leigh: What's your computer situation... Do you use a Mac or PC (or something else)?

Andrew: PC's don't come near my home. Mac til the end. iPhones. Apple TV. Mac mini. MacBook, MacBook Pro, iMac.

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Leigh: Tell us how you use your mobile device?

Andrew: Mainly it enables me to work anywhere anytime: email, calendar, chat, social. I'm able to keep my ear to the ground in my work and personal life or just for fun. It's all about being productive personally and professionally. Apps that are currently open: messages, mail, phone, calendar, Google, Google Maps, NFL fantasy football, Uber, Facebook, Skype, Skype for Business, Jive, Twitter, American Airlines, FlightAware, GoToMeeting.

 

Leigh: Besides Jive, what apps/software/tools can't you live without?

Andrew: On my phone: Google hangouts. Twitter. LinkedIn. On my computer: Chrome, mail, Excel, Skype, GoToMeeting, BlueJeans, Password Manager, Google Drive.

 

Leigh: Do you have a favorite non-computer gadget?

Andrew: My cars. I choose to invest some of my money in exotic automobiles; I have two rare exotic cars. Every week I take them out on a drive to keep them running.

I also used to be a DJ - so I have two Technic 1200 Turntables. It's classic DJ equipment. I'm definitely an audiophile; I love my sound equipment.

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Leigh: What you surround yourself with is important, what's your work space like?

Andrew: I'm very clean and organized. OCD. There's nothing extraneous on my desk. You can take a ruler and measure the distance between everything uniformly.

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For this role I'd say I'm 50% at my home office in Miami, and 50% remote (ie: conferences, in office, on a plane, hotel rooms, coffee shop, at parents).

 

Leigh: What do you listen to while you work?

Andrew: White Noise. Silence.

 

Leigh: How do you balance work and life?

Andrew: I don't do this very well . I will take very few breaks throughout the day or week, which may not be the best technique. I do Yoga and meditation to stay grounded. I work late hours during the week to have flexibility on the weekends to do some personal and enjoyable things. It's nice to have the ability to work while I'm out and about. I try to continue working through the day - to accomplish all I can. I'll typically work on Friday night in order to enjoy some downtime on Saturday or Sunday.

 

My home also brings me a lot of peace and when I'm feeling overwhelmed, I will breathe and look out over my balcony:

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Leigh: What's your sleep routine like?

Andrew: I'll take in some TV, around 11pm when I'm starting to unwind. I'll go to bed around 1am, and I'm up around 7am-7:30am. Which doesn't satisfy my sleep need, but I've been living at this pace for the last 4-5 years. My adrenaline is pumping when I'm on work mode which allows me to function. When I'm on vacation I often crash and sleep a lot.

 

Leigh: Are you more of an introvert or an extrovert?

Andrew: It depends on the topic and activity. If I'm passionate about it I'm an extrovert.

 

Leigh: What's the best advice you've ever received (and from whom)?

Andrew: There are 3 that come to mind:

 

1)  From a fortune cookie:  "Success is getting up just one more time than you fall down."  I'm never afraid to take calculated risks and learn along the way as long as the lessons are manageable and are not doing damage to my cause. I'm constantly taking calculated risks and expanding my zone of comfort so I can grow and continue to be successful at the things that I do. I'm allergic to mediocrity.

 

2)  "The only impossible journey is the one you never begin." - Tony Robbins, a motivational speaker, personal finance instructor and self-help author.

 

3)  workingoutloud - John Stepper - "Sharing your knowledge in an observable narrative way so that it may help others.  You will also learn from those who are working in the same way, grow your network and build trust among your peers."

 

workingoutloud in real time with my friends from intreluk and @INTRA_NET_WORK in beautiful london

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Leigh: Any last minute thoughts?

Andrew: It's been an amazing experience working with the Jive technology, and it's opened up a lot of new doors for me. Moving from one Jive client to another means more challenges, and I look forward to continuing to grow and learn about what Jive to can do for everyone, for us internally and for our clients. I'm grateful to have the opportunity to work with Jive, to create bonding professional and personal relationships. It's been a great experience.

 

Shout out to Kenny Lum, my former Groupon co-worker and now Jiver and friendforlife!

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Kenny helped me create Skynet, Groupon's corporate ESB platform.  Another shout out to Skynet:

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To learn more about me, please connect with me on LinkedIn at http://www.linkedin.com/in/andrewmishalove and Twitter at https://twitter.com/andrewmishalove.

 

Leigh: Thank you very much, Andrew, for chatting with me about how you work. I really love your fortune cookie advice. It's something I need to remind myself of often.

 

Does anyone want to pick Andrew's brain about his new external community launch?

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