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41 ways to spark collaboration!

Hi everyone, hope you had a great Easter break! Ours was filled with lots of Easter fun with the kids, visiting parks and zoos collecting eggs and having lots of fun.

 

As we ran between hedges a glimpse of collaboration flashed before me (sadly) and it got me thinking about the process of egg hunts and how comparable it was to how we find, or don’t find, answers in LBG.

 

Starting the hunt

 

When we started the hunts we were given a map of the area that outlined the egg zones we’d be hunting in - of course the actual egg locations weren’t on there, we’d have to find them ourselves.

 

As we hunted through vegetation there were plenty of misses and plenty of false egg sightings with high hopes raised and dashed but we kept going, confident that more chocolate was out there!

 

We made a lot of progress at first but as our eggs increased the time between findings became longer and longer. We asked the staff if there were any more, at times different people pointed out areas that could be the right ones only to find they’d been looted already or they’d just say ‘sorry I didn’t put them out’. We kept going hoping for more until eventually we decided we’d got enough, or had enough, and it was time to get eating.

 

Hunting for information

 

So how does that compare to how we find answers in this business?

 

We start with our rough map, Interchange, bringing us through divisions and departments in the hope that the information is stored hierarchically and we already know under what team we’d find it. Just let an egg hunt, eggs locations change for each hunt and so do teams and structures, making finding the right team a real challenge.

 

We look around the teams we think might be right only to find the answers aren't there, so we try somewhere else with a trial and error approach and that doesn’t work out either.

 

We try asking other egg hunters, checking search for more the right answer. Loads of suggestions come back, we look into those and there’s similar things but not the egg were looking for.

 

So we approach the egg hunt staff, usually a mailbox for a team we don't know. We wait a few days to hear back only to be told that they don't know where the egg is but they know the egg layer.

 

We contact the egg layer who says they actually just planned the egg hunt laying. The actual layer is somewhere else and to ask the egg laying team if they know more.

 

We ask the egg laying team and finally find the layer and we find our egg - hooray! We scoff that egg straight away and don't tell anyone else that that's where the eggs are.

 

An answer found and a success for business? Yes, except for the amount of time and resources it’s taken to resolve it.

 

That's why we collaborate

 

We collaborate to avoid these problems by making what we do less hierarchical, more open and discoverable.

 

Instead of organizing information into hierarchies, it's organised into interests that we actually look for - Egg Hunt groups, not Zoo owners > Marketing teams > Activity teams > Egg Hunt setters > Egg hunt layers.


Instead of the information being buried, it's made open so others can discover it through search and self service the answer, saving everyone time.

 

And when the answer can't be found, it's open to others with similar interests to support it. They can point us in the right direction and to the people that know the answer.

 

That all saves time, energy and effort and is a cornerstone to why collaboration is so important. It cuts out the hunting and gets us to the outcome, fast. That makes us more agile, more responsive and ultimately more secure as businesses of the future.

The Movie: The Breakfast Club

The Lesson: You never know who you can learn from. 

 

When you’re on your Community, you are in a room with hundreds or thousands of people who have different knowledge and different expertise than you. It may not be immediately obvious who can help you, but with a Community, you can connect in ways that might surprise you.

 

Look for help in unlikely places. All profile information is searchable, as is all content on and uploaded to the Community, so when you are looking for expertise or information on a subject, check not only content results in your searches, but also people results as well. You can then use the direct message or @mention functionalities to reach out. Who knows? The expert you need may have been sitting two desks or two blocks away from you the whole time.

 

Does that answer your question?

Sincerely yours, the Community Club

 


The Movie: Ferris Beuler’s Day Off

The Lesson: Life moves pretty fast. If you don't stop and look around once and a while, you could miss it.

 

 

The Activity Streams can be the most useful tools for you to keep your finger on the pulse of the whole Community, your topics of interest, and your personal connections, but only if you take a moment of your time to stop and look.

 

Take the convertible out for a spin. Search, discover, and follow people, places, content, and tags that you care about. Put some miles on that mouse! Don't worry, if you put the car in reverse, the miles will come off the odometer.

Be who you want to be. Use the Community as a platform to create a persona for yourself.  Be honest in all you write. The Community is an online tool where you can pen insights and responses that share your best opinions.  You too can be Abe Froman, the Sausage King of Chicago.

 


The Movie: Ratatouille  

The Lesson: Anyone can cook.

 

In Ratatouille, Chef ___’s motto is that “anyone can cook,” and what Remmy, the main character, who happens to also be a rat, teaches us throughout the film is that this doesn’t necessarily mean that any Joe or Sally who picks up a skillet will be able to make a perfect filet, but rather that the most spectacular chefs could come from anywhere

 

Expand your Network.

  • The All Activity news stream is nice to check in on every once in a while because it shows you what’s happening throughout the Community, so you may stumble upon something relevant or interesting to you that you would not have found otherwise.
  • Pay some attention to the things your personal connections comment on and reply to. There's always room to grow your network within a Community and you may very well be just a few degrees of separation from a contact that has the answer to your question or a skill set you need to tap into.
  • If you are looking for an expert (the best soufflé maker in the company, for example), post your search to the entire community and to specific portions of the community (the Internal community, for example) through a question with relevant @mentions.

Find and Share Recipes in the Social Cookbook.

  • With Community comes the ability to have a voice and reach an expansive audience. You have stories, opinions, lessons, best practices, ideas, photos, jokes! Take the thoughts in your brain and put them on (virtual) paper. Think about when you got started in community and how amazing it was to learn from other master chefs. As you learn and grow, share your knowledge to the social cookbook. Ready to get started, learn about the JiveWorks Blogging Guidelines.

In the first two posts of this series [Using email to drive adoption & understand your people (pt.1) and Using email to drive adoption & understand your people (pt.2)] I looked at the inner workings of an email campaign to 1,000 people who'd been previously communicated to but hadn't registered on Hive. Their interactions would be tracked and their propensities to take action according to different messaging measured to discover the most effective ways to communicate collaboration.

 

In this final post of the series I'll dive into the results, what worked, what didn't, what people responded to and their backgrounds. This ones going to be good so read on! If you haven't read the first two posts yet I recommend going back to them first to give these results the proper context.

 

The results - a summary

 

People responded to...and didn't respond to...
  • Stories from real people
  • Value that affects them directly
  • Success stories
  • Answers to common objections
  • Urgency
  • Implications of missing out
  • That other teams were on the platform
  • Understanding how others are using it
  • Value that doesn’t affect them directly
Registrations...Sign up's for the quick starts...
  • Were highest from those directly affected
  • Increased as level increased
  • Decreased over the age of 50
  • Are slightly skewed towards males
  • Are lower for contractors
  • Were highest for real stories
  • Are more effective with banners
  • Are effective when aligned with successes
  • Are effective for onboarding

 

Digging into those

 

So let's look into those results a little. The expectation of trust being a key driver really showed in the results with response rates significantly higher for stories from real people converting the most colleagues overall. The sense of direct value was particularly prevalent in the results too. People responded to things that showed them direct value to what they do, day in, day out. This is the danger of trying to create too broad communities - if the community doesn't have clear value in the day to day it'll be far more difficult to drive engagement in the early stages.

 

One surprising area of the results was the lack of engagement with messages regarding missing out. Statements like '1,000 of your colleagues are already collaborating' didn't work. I'd track that back to the findings above again - if people don't see value to them they're not likely to get engaged. After all, they're getting on with their work fine as they are, why complicate things?

 

Another area that was really interesting was engagement went up as grades increased, which I hadn't expected. It seems defining ways of working for lower grades is absolutely crucial, probably because the lower you go the more process driven you can be and if something comes along which isn't part of your core role and not a process you have to follow it can be seen as optional and therefore overlooked.

 

Conversion rates were way lower for contractors in it was only in the final 'use it or lose it' email that they started converting. That makes sense as they've been brought in for a specific job in a specific way and they're here for a fixed period. Why invest in Hive if they're not directed to? It raises an important area for communications; if you have a large contractor population, you need to be more direct with your messaging.

 

 

And the emails?

 

What was even more powerful was the insights into each email and the propensities to respond. Let’s have at look at what worked best.

 

Day 1 – about me and my story

 

The beginning of the story, outlining my journey to a new way of working.

 

The email performed well with high levels of registrations and quick start take up. As the link for the quick start was at the bottom, the high performance means people were scrolling to the bottom of the story and showing high interest levels in the content.

The email attracted colleagues across all grades, converting higher (proportionally) as levels increased.

 

 

Day 2 – showing existing value

 

The day 2 email had stronger calls to action and promoted other teams working on the platform. However, despite its large banners and mentions of high volumes of people in their area already working on the platform, the email converted lowest overall and of those conversions, only attracting lower grade staff.Its performance suggests colleagues need actions or stories that they directly affect them and aren’t motivated to action by highlighting a lack of inaction.

 

It also shows that universal statements on how Hive can support them are unlikely to convert and more detail is needed.

 

 

Day 3 – giving back

The Day 3 email was about surfacing tips and solutions for day to day tasks that had come out of the community.It performed well with the highest number of registrations, likely due to its diverse and universally applicable content. Registrations came from across the grades with no specific grade converting higher.
The results also support conclusions from the day 2 email around the need for actions that specifically relate to the individual and their day to day.
      
Day 4 – Group 1 – for people pro collaboration
This email showcased successes across the platform and hinted urgency.It performed very well with the second highest registrations to date, likely due to a high interest level for content and multiple links to the platform with each case study.
Registrations spanned the level evenly but saw a good uplift from the higher grades who indicated a real interest in the content.Quick starts saw good uptake from low to middle level suggesting that direct examples are effective at inspiring the mid-grades to get involved with and learn more.

 

 

Day 4 – Group 2 – for people against collaboration

 

This email included strong messages on urgency and answers to common challenges to collaboration.

 

The email performed best out of all emails to date, probably due to its high urgency. Registrations spanned the level and saw good take up from higher grades and contractors which had been previously difficult to convert.

 

Lower grades were the least responsive, supporting the conclusion that the mid-grades are most responsive to direct examples. Despite the call to action being at the bottom of the email, the quick starts also saw good take-up, indicating a high level of readership for the content.

 

 

In conclusion

 

You made it to the end! I hope this study provides some insights into what can work effectively for you and areas to consider for communicating and inspiring collaboration.

 

For me, the most important part of beginning collaboration is the journey – understanding where people are coming and making no assumptions about how they’ll work in future. The best collaborative communications understand that people work differently, but also appreciate that collaboration may be something they do (or believe they do) already.

 

The definitions of collaboration vary and it’s not something you do for the sake of it. It’s got to add value for the individual and teams and that value has to be seen in a relevant way to inspire others to do the same. Generic, universally applicable statements don’t convert. People want to see how it’s going to change their working lives and why they should make a change – after all, they’ve made it this far without it…

 

Do these results match what you're seeing? What's different and how can we overcome objections to collaboration?

 

Internal Communities Steven Rigby

In the first post of this series Using email to drive adoption & understand your people (pt.1) I discussed how I used an email marketing campaign sent to 1,000 people who had previously received communications about Hive but had not taken any action.

 

In it I discussed how the campaign would track their responses to discover their key objections for collaboration and what messages they responded to. The campaign converted 38% of the audience and showed just how effective trust is to bring people on the journey to better ways of working. If you haven't read part 1 make sure you do first!

 

In this post I'll look at how the campaign worked in detail, what emails were sent and how they were used to measure success.

 

Let’s get to it

 

The campaign was 4 emails across 5 days, one per day with a break before the last one – so that’s an email on Monday, Tuesday, Wednesday and Friday. Each email also contained a second subscription link – a chance to opt-into a three day quick start campaign that would take them through the basics of getting started in the community and collaborating.

 

Here’s how they looked:

 

Day 1Day 2Day 3Day off

Day 4

(option 1)

Day 4

(option 2)

Story that endears the reader to the senderHow the platforms being used nowProviding value with tips to use nowGive the readers a break, no email todaySuccesses and how to take partAnswers to objections

Opt-in for a three day quick start guide

 

The emails in detail

 

Day 1 – starting the story

This first email would be coming out of nowhere for the recipient, so it was really important that it wasn’t just selling.

Instead it was an introduction – a story about me, the collaborative journey I’d been on and how it changed the way I worked for the better. It was there to help people get to know me, that I’d be talking to them this week, give them some background and establish trust. It was also designed to create intrigue for future action or immediate action from people that connected with me straight away.

 

An excerpt from the email

Hi [first name]. I’m [your name and job title]. I’d like to show you how our community has changed the way I work – and could do the same for you.

 

Back in the day

 

Before I worked on [our community] I was in the [team name and description of what you did] – and it wasn’t easy. What made it difficult was the way we operated. I couldn’t find the information I needed. Everything had a process and business areas didn’t talk to each other. I couldn’t see what was being done and all the hurdles stopped me from working effectively.

 

Day 2 – showing existing value

 

Day 2 continues the story. In the first email they discovered how collaboration can make work better. In day 2, I shared how it’s already making work better for their teams and how they’re missing out.

 

Changing behaviors towards collaboration is about showing value, so I didn’t just linking to the homepage. The call to action linked to a specific group relevant to the recipient that they see immediate value in.

 

An excerpt from the email

Yesterday I shared my journey to a better way of working through [our community]. Today I’d like to tell you about all the ways [our community] can make your work better!

 

It’s already started

 

 

Did you know that over [number of your people on the community] from [name of teams] colleagues are already working on [name of work]? They’re collaborating through a group called [your group name and link to it] to [purpose of your group].

 

 

Day 3 – giving back

 

By day 3 they’ve already heard from me twice and if they haven’t taken action already, they could be getting annoyed. So day 3 was about providing value by helping them with time and cost saving tips. Not tips how to use the platform, they’re not on it so they’re useless at this point. Instead, I used tips that applied to the work they’re doing now.

 

But… I’m not just giving them tips, I’m giving them tips that came from the community and collaboration, while at the same time introducing them to people they don’t know and creating valuable connections for the future.

 

An excerpt from the email

 

Yesterday we discovered your colleagues on [your community] and how they’re making work better.

Today in my penultimate email I’d like to share some fantastic tips from the Hive community that’s making their work easier!

 

Adding public holidays to your calendar


Add public holidays to your calendar in a few clicks!
Go to Options > Calendar > Add Holidays, and choose the countries that you are working with.
– by Norman Taylor –

 

Day 4 – time to take action

 

Day 4 is the final email and if they haven’t taken action yet it’s time for them to take action. Whether they’re deprioritising doing it or they’re against the whole concept, I wanted to urge them into action and find out why they haven’t taken it yet.

 

On day 4 I took the people that hadn’t acted yet and randomly sorted them into two groups, half receiving one email and half the other.

 

Group 1

Group 1’s email was targeted at people that are pro collaboration but aren’t convinced yet. It was designed to give them absolutely no doubt that there’s value in joining by providing them with a huge list of successes and links to find out more. Whatever their area and whatever they do, they’d have something that should interest them.

 

Group 2

Group 2’s email was targeted at people that are against collaboration, addressing key objections head on. Objections like why collaboration isn’t just a flash in the pan, why it’s supported by our leaders, how it aligns to our strategy and how it supports our business. It challenged their anti-collaborative behaviour directly and prompted them to get involved or tell us why they were against it.

 

An excerpt from the Group 1 email

It’s my last email today so I’d like to talk about all the amazing things happening in the community! With over [total] colleagues online, it’s no surprise that the community has seen great successes already – here’s some highlights…

 

Inspiring colleagues

 

[Our community] gives everyone the chance to share their thoughts and we’ve seen real success for leaders that have used it to communicate. [Leader in their area] shares his thoughts to his teams via his weekly blog and [another leader in their area] is very active, starting and getting involved in discussions with his teams.

 

Feedback from the top

 

When graduate [name] asked us if we attended training after school, she received a great response from the community and support from [leader] to talk to a group of apprentices about his own experiences.

 

An excerpt from the Group 2 email

It’s my last email today and your last chance to join – so what’s holding you back?

It’s tempting to keep putting it off, there’s lots of work to do and it’s not a priority. But here’s why you really need to try itand why it’s so important to our business.

 

Why it’s the real thing

 

[Our community] is supported by [our strategy] to help our business collaborate more effectively. There’s over [total] colleagues on now and more to come. In short? [Our community] is real and it’s coming to you. Collaboration isn’t a buzz word, it’s happening now and you’ve got to try it to experience it.

 

How it’s supported by our leaders

 

 

The entire leadership teamis on our community. Leaders like [X, Y, Z] regularly blog, share and input to discuss strategy and objectives.

 

 

The results

 

In the last post of this series I'll go through each of the emails and discuss exactly who responded to each of the emails and calls to action. There's loads of great insights including how old they were, what grade, whether they were permanent or contractors, whether they completed the quick starts, what worked and what didn't. Don't miss the final one, it's going to be good!

 

Your thoughts

 

What are the key drivers for collaboration in your business and what's holding people back? Share your stories in the comments.

 

Michelle Gantt Dina Vekaria Kim England Marie Badlam

A Successful Intranet Launch with Jive

 

We recently celebrated the one-year anniversary of our new intranet, which has been a tremendous asset to our state agency.

 

Our internal community continues to grow. A year ago, we had 3875 active users. That number is now hovering at around 4250!

 

There have been many recent changes to our organization over the past year:

  • We've developed and implemented new Protective Intake and Supervision policies, to better protect and serve children and their families
  • Our IT Department released a new build of our Statewide Automated Childcare Information System (SACWIS)
  • We support an increasing number of end users out in the field who access this system and our intranet from their iPads

 

Our new intranet makes it easy for staff to stay connected with their area offices. Even when they're on the go, they can quickly access information, obtain the forms they need, get answers to their questions, submit suggestions for technology enhancements, or request a new iPad app.

 

 

Engagement: Thinking Globally and Acting Locally

 

In terms of engagement, our target demographic is the social workers out in the field and scattered throughout various area offices. Daily activity has been steadily increasing. However, many staff here in our central office aren't yet leveraging this new technology.

 

So I embedded Google's Pac-Man in the Overview Page of our IT Group, a private group for people in our department. I did this using the HTML widget. Since then, we've seen a spike in engagement.

 

Below is a screenshot of our IT Group from a couple months ago. You can find the JavaScript embed code for the game here.

 

IT Group with PacMan Game.jpg

Despite the best communications campaign, leadership endorsements, strategic alignment and evidence of value, many people still don’t join or collaborate on enterprise social networks.

 

Exactly why can be difficult to understand and even more difficult to measure. If they’re not responding to invites, they’re not going to respond to a survey asking why they didn’t join. If they’re not seeing the value in joining, they’re not going to try it out until they see the evidence – which they won’t see, because they haven’t joined. It’s a vicious circle and for most businesses, a surprisingly high percentage of staff never even try it out.

 

In this series of posts I’m going to show you how I used email marketing to increase engagement from 1,000 people on Jive by 38% and learn their key objections to collaboration at the same time, revealing crucial insights into our culture and how to enable our staff to work better. I'm also going to share a toolkit and templates for how you can do it too - interested? Read on...

 

38%
registration rate
372
registrations
Key insights into
drivers for collaboration

 

 

The norm

 

Users that have logged into collaboration software at least once are known as ‘registered’ and the benchmark across the software providers is around 70% – that’s almost one third of staff not taking part.

 

That 70% is actually quite a positive benchmark and it's often much lower depending on the type of business and those 30%+ missing staff are a major factor in why many collaboration initiatives fail. Gartner’s report on why ‘80% of social business efforts will not achieve intended benefits through 2015’ remains true and describes the real reason collaboration fails…

 

Social collaboration doesn't fail because of software - it fails because of culture.

 

So the big question is, what’s stopping these staff from joining?

 

  • What is it about the engagement with them that isn’t working?
  • What behaviours are they exhibiting that are preventing them from taking part? A
  • What’s preventing them from changing the way they work?
  • What are they resistant to?
  • What are they able to do?
  • What are their key drivers to change?

 

What’s clear in these examples is that it’s not just technology that’s important, it’s the behaviors that drive involvement.

 

Background to the study

 

At the time of this study we were 6 months into Jive and had around 20,000 accounts provided to our colleagues. They had all received a few emails discussing the importance of collaboration to our business, how Jive fit in and how it would it was our new way of working. They were all supported by community managers and many received additional engagement from our internal communications teams and their leaders.

 

…but 40% still hadn’t logged in. That’s 8,000 people who weren’t getting involved and we wanted to know why.

 

The study

 

It was clear that whatever was being said to these colleagues wasn’t working so I designed a study to find out why. From the 8,000 I chose a sample of 1,000 and used email marketing techniques to send them series of emails with different calls to action, messaging, objection handling and reasons for getting involved. The interactions with those emails would be tracked and by combining their responses with demographic data I’d build out profiles on what worked, what didn’t and what messaging was most effective in converting them to new ways of working.

 

How it worked

 

One of my favourite email marketers is Ryan Deiss of Digital Marketer who provides great insights into building effective email campaigns, funnels and conversions from proven experience of sending millions of emails every year.

 

In his amazing free tutorial How to stand out in the inbox he outlines a 7 day process to email marketing which really resonated with me because of its directness, simplicity and speed. This would the basis for my study.

 

In the study I’d send emails across a 5 day period. Each email would continue a story, told by me and designed to create trust, showcase benefits, handle objections and bring the reader with me on a journey to a new way of working.

 

Study principles

 

What I was trying to do with this campaign is change people’s behaviours – heavily embedded behaviours that have been a part of how they work for a long time.

 

Changing behaviours requires trust. Trust between you and the reader. Trust that your values are like their own and trust that those values are ones that they should strive for. In Harvard Business Review’s article ‘The one thing that makes collaboration work’, Larry Prusak discusses the importance of trust to collaboration and how “trust is the new gold.”

 

Why am I going on about trust? Because trust is fundamental to changing behaviours and key to the success of this study. All the emails came from me, my outbox, my email address and were personalised for each recipient with their name at the top. I spoke to people as a person, not a mailbox and when people asked me questions I was there to support them. The emails were written by me and not corporate news. They were open and honest and described me and my values. It was all part of the story; for more on the power of storytelling see Dave Lieber’s Ted Talk.

 

And finally, all the emails included an unsubscribe link. This was a conversation, not a communications campaign. People were free to leave at any time, it wasn’t forced and receiving them wasn’t mandatory.

 

So how did it work?

 

Good question - find out later this week in part 2 of this series!

 

Michelle Gantt

Community managers are funny people. Full of passion, energy and a desire to help, they’re out there every day making peoples lives better and it’s an emotional roller coaster. They’re a bit of a mad bunch, but they’re my favourite people in the world.


Managing communities isn’t easy. They’ve got a lot of pressures – feedback coming in from every side, new initiatives that have to go right, networks to keep track of and unruly members to moderate and keep on track.


With all these pressures it’s not easy to keep it all together and they’ve got to balance those emotional states to be as effective as possible. So what are the emotions that community managers go through?


Super excited


Great community managers are excited a lot of the time. They’re passionate about what they preach and look for every opportunity to share it, often times annoyingly so. They use a ton of emoticons and multiple exclamation marks wherever possible. They’re wearing out the @ key on their keyboard from sharing too much. And – at times – are very annoying to sit next to! ;)


Isolated


It’s hard being excited all the time and it’s a very high and low emotional environment. Despite constant likes, not being able to affect the change they want or receiving negative feedback can cut deeper that it looks and can bug community managers for a long time.


Dwelling on those can leave them feeling isolated, even though they’re continuing to talk to people at the same time. The problem is most of those conversations are online and remote working’s pretty common for community managers. They’ve got to be proactive and connect and share in the real world to feel better. 


That’s where networks come in; great community managers support each other and affect change together.


Exasperated


We love our communities and we wouldn’t replace them for the world. But sometimes, just sometimes, they can push you to the limit. 

Teaching people to collaborate isn’t easy and your going against heavily embedded behaviours.


 You’ve got to keep repeating yourself day in day out to get people to understand and that can be exasperating!


There are times when you just feel like why don’t these people get it? Can’t they see the value in working together? Why are they not working together in first place? How did that even happen? Isn’t working together something everyone wants to do?!


Then you get on social and say hey guys, why don’t people get it? They say:


“I know right, they should just do this, it’s obvious!”
And you’re going “Exactly! That’s what I’ve been trying to tell them!


It’s at that point when stepping away from the keyboard is the best thing to do. Grab a snack. Have a drink. Vent to the nearest colleague. And come back feeling happy and ready to educate again.


Proud


Helping someone share their first blog post and it blowing up with comments. Seeing someone share what they’re doing and the community saying how awesome it is. Being there for the great “Oh, I get it now, it makes so much sense!” moments are make for the best emotional state – pride. 


They’re made even better because they’re earned through consistency, empathy and a desire to share and help people. And the best thing about pride is it’s infectious. 


Your pride drives you to share peoples work so others can comment and share and tell them how much they love it. That makes them even prouder, more likely to share again and create more proud moments.


EPIC


Seeing your guidance change people go from quiet insular people to collaboration advocates, demonstrating collaborative behaviours, educating others, creating valuable connections, getting new jobs and sharing their passions – now that makes community managers feel EPIC.


They’re those moments where you read a comment and punch the air with both hands. You go ‘yes!’ in your head (or even out loud!) or you race to show people how awesome something is. Epic. Moments. You can’t replace that.


Is it worth it?


Of course, no community manager would tell you otherwise! Share your epic stories below!


 Becky Leung 

I've had a few people ask how I create my whiteboard friday's and you'll be glad to know it's really easy

 

For these I've tried to focus on value and consistency first, that is not to invest so much time and money in production that the videos never happen or don't get posted to the schedule I promise. Also what I didn't want to do was over-engineer them before I had an audience, instead iterating through practice and experience rather than making too many assumptions up front. That's my working practice now, test, learn, iterate - it makes for a lot of time saved and better results!

 

Filming

 

So onto the videos, they're filmed with an iphone on a tripod ... that's it, no fancy cameras. As a pro photographer I do have the gear to use but as above it'd take too long on my own so I opted for my phone instead. The phone is held onto the tripod with the top section of a selfie stick I found at poundland, just unscrew from one to the other - easy!

 

I have a makeshift studio at home and you'll see I'm often in different locations when recording, generally due to where I am at the time.

 

If i'm filming in a random location I'll look for:

 

  • A window light without direct sunlight, ideally in front or to the side. If it's light enough I'll turn off the room lights as they're a different colour. You can make up for the light by increasing the exposure on the camera, press and hold on the screen then drag up to increase it.
  • If there's no window or little light I'll turn on the room lights. If there's hard downlights (e.g. halogen bulbs rather than strip lights) i'll arch some paper over the one shining on me which will diffuse the light to make it softer

 

When filming at home I have a big whiteboard in my garage and large halogen work lights around it. They have opaque lighting filter paper over them to soften them up and are positioned with one in front and one at each opposite corner of the board.

 

Pens

 

It might sound like a small point (pun intended) but pens that actually show up on film are hard to come by as they need to be heavy ink, have a beveled end and be wipeable. The best I've found so far are these types - Whiteboard Markers . You'll need whiteboard spray and a cloth (not a whiteboard eraser) too to stop slow staining of your board.

 

Sound

 

Right now I'm not using a mic as iphones need an adapter to get one to work, which is fine if you're in quiet room. I will be using a tie clip mic at some point.

 

Ideas / shots

 

My ideas for whiteboard fridays generally come out of conversations I have with people which are often objections or challenges to collaboration. I prefer to address those through videos because they're conversations, not articles. They need a connection with the advisor to be incentivised to watch and be influenced by.

 

For shots, it's all one continuous recording chopped up. I've started putting a 5 second intro at the start to intice people before the credits which is working well, after that the session itself is one take. I aim for no more than 5 minutes for most material to keep attention and ensure I can keep them going. Those 5 minutes are done in one or max two takes. I'm not worried about mistakes unless they're total stops. If they're just re-pronunciations that's fine and if anything it makes it more authentic.

 

Production

 

Production takes literally minutes through iMovie and I have a template where the new video just replaces the old, gets chopped and aligned with the intro and outro and finished. The somewhat budget titles are built into imovie (i do intended to jazz those up) and music is free from Bensound.

 

Cover photo

 

If you're using youtube then you'll need a cover photo for your video - a still that grabs peoples attention and gets them to watch (it's not shown on Hive). While you're filming the video take a few seconds at the end to put the phone on timer and grab a photo, trust me you won't get a good cover photo out of a still from the video, it'll either be boring, blurry or awkward looking.

 

For the cover photo I use the Typorama app, adding the text over the image and adding an overlay light leak to give the text some contrast.

 

Other videos

 

If you follow me on Twitter (@dtdotme) you'll have seen my other short vector videos that look great but are SUPER easy to make. [Dan Thomas on Twitter: "Discover the 5 top collaborative behaviours in today's video! #collaboration #cmgr https://t.c… ] They're made with biteable.com, free if you want watermarks or only $99 a year otherwise. It's an awesome site and we use it to jazz up all kinds of training.

 

delfin hope this helps!

We have been experiencing difficulties setting up SAML in Jive using Google as the Identity Provider.

 

We successfully logged in with SAML enabled for Goggle however we experience an sso authentication error after a day being logged in

 

We raised a private case with Jive support, below is some feedback on the error message received

 

- Authentication statement is too old to be used with value 2017-03-06T22:35:29.000Z

- Validation of received assertion failed, assertion will be skipped

org.springframework.security.authentication.CredentialsExpiredException: Authentication statement is too old to be used

        at com.jivesoftware.community.aaa.sso.saml.JiveWebSSOProfileConsumer.verifyAuthenticationStatement(JiveWebSSOProfileConsumer.java:225)

        at org.springframework.security.saml.websso.WebSSOProfileConsumerImpl.verifyAssertion(WebSSOProfileConsumerImpl.java:302)

        at org.springframework.security.saml.websso.WebSSOProfileConsumerImpl.processAuthenticationResponse(WebSSOProfileConsumerImpl.java:204)

        ...

- Response doesn't have any valid assertion which would pass subject validation

- AuthNResponse;FAILURE;10.160.25.44org.opensaml.common.SAMLException: Error validating SAML response

        at org.springframework.security.saml.websso.WebSSOProfileConsumerImpl.processAuthenticationResponse(WebSSOProfileConsumerImpl.java:246)

        at org.springframework.security.saml.SAMLAuthenticationProvider.authenticate(SAMLAuthenticationProvider.java:81)

        at com.jivesoftware.community.aaa.sso.saml.JiveSAMLAuthenticationProvider.authenticate(JiveSAMLAuthenticationProvider.java:63)

        ...

- There was an error during SAML authentication

org.springframework.security.authentication.AuthenticationServiceException: Error validating SAML message

        at org.springframework.security.saml.SAMLAuthenticationProvider.authenticate(SAMLAuthenticationProvider.java:92)

        at com.jivesoftware.community.aaa.sso.saml.JiveSAMLAuthenticationProvider.authenticate(JiveSAMLAuthenticationProvider.java:63)

        at com.jivesoftware.community.aaa.sso.SingleProviderAuthenticationManager.authenticate(SingleProviderAuthenticationManager.java:15)

        ...

Caused by: org.opensaml.common.SAMLException: Error validating SAML response

        at org.springframework.security.saml.websso.WebSSOProfileConsumerImpl.processAuthenticationResponse(WebSSOProfileConsumerImpl.java:246)

        at org.springframework.security.saml.SAMLAuthenticationProvider.authenticate(SAMLAuthenticationProvider.java:81)

        ... 119 more

The complaint is that your authentication statement is outside the required conditions. Parsing through the assertion included in the stacktrace, it's easy to see why.

<saml2:Conditions NotBefore="2017-03-07T22:31:54.483Z" NotOnOrAfter="2017-03-07T22:41:54.483Z">

...

<saml2:AuthnStatement AuthnInstant="2017-03-06T22:35:29.000Z" SessionIndex="_f1990db4724c1f3a93ceeec3043ec1af">

AuthnInstant (2017-03-06T22:35:29.000Z) is older than NotOnOrAfter (2017-03-07T22:41:54.483Z"). Usually, this means that your server time is out of sync. In order to verify this, I ran ntpstat on both of your web app servers.

[nathan.howard@envato-isthebest-enc-t-wa01 ~]$ ntpstat

synchronised to NTP server (10.160.8.15) at stratum 3

   time correct to within 165 ms

   polling server every 1024 s

 

[nathan.howard@envato-isthebest-enc-t-wa02 ~]$ ntpstat

synchronised to NTP server (10.160.8.11) at stratum 3

   time correct to within 158 ms

   polling server every 1024 s

However, Jive appears to be in sync with NTP (Network Time Protocol). So I would recommend checking ntpstat on your IDP's server. Another way this can also be solved is by increasing the "Response Skew" time under Admin Console: People > Settings > Single Sign-On > SAML > General. See General SAML Integration Settings:

Response Skew

Specifies the maximum permitted time between the timestamps in the SAML Response and the clock on the Jive instance. The default value is 120 seconds. If there is a significant amount of clock drift between the IdP and Jive, you can increase this value. The same value is also used for the skew in the NotBefore check in the response. If you see an error indicating a problem with the NotBefore check and you aren't able to fix the clock difference problem, you can try increasing this value. However, increasing the response skew value can increase your security risk.

 

My colleague did some further investigations into this issue and here is his findings:

 

Let me clarify first a few misconceptions we have about the SAML response. The `saml2:Conditions` is sent by the IdP (i.e. Google) in the response to indicate simply the conditions under which the whole response should be accepted by the consumer (i.e. Jive). In other words, the `NotBefore` and `NotOnOrAfter` values are only telling Jive to accept the assertion in that given timeframe, but it has nothing to do with the authentication itself.

 

 

Now, going into the authentication bit. The `saml2:AuthnStatement` contains the last time the user was authenticated by the IdP in the `AuthnInstant`. For Google, that only happens when the user is forced to re-authenticate due to session expiration, MFA token expiration (remember this is 30 days), or user forcing a logout-login cycle. Google does not consider reusing an existing authentication token as a re-authentication, hence why we see what we see in the responses.

 

 

The following article mentions that, once the response is deemed valid through `saml2:Conditions`, Jive checks if the `AuthnInstant` is within a given maximum authentication age, and if not, it will simply throw the error we see:

http://msexchange.turnberrysolutions.com/?p=31

 

 

*Solution:* Modify the Maximum Authentication Age parameter to be a reasonable amount of time (maybe 30 days because that's when the MFA token expires?). This can be done through the administration console in Jive, or most probably asking them to do it if we don't have access to such console in Jive Cloud:

https://docs.jivesoftware.com/jive/7.0/community_admin/index.jsp?topic=/com.jivesoftware.help.sbs.online/admin/SSOSAMLGeneralSettings.html

 

I hope this blog post helps you.

 

Regards,

Marlise

Even though we've only had Jive for 18 months, I do find it difficult to remember what life was like before it. Did I really send emails for every comment I had? Were the only connections I made distant voices on phone calls? And why did I hold onto work so closely before ever letting anyone see it?

 

For me, seeing the change in the way people work and the connections our business is making is just incredible, and that we can do it in an open way, connecting not just on work but on social too, is so valuable. So it made me think - how does Jive make my life and work better?

 

The secret to a fulfilled life

 

For over 75 years Harvard's Grant and Glueck study tracked the physical and emotional well-being of two populations: 456 poor men growing up in Boston from 1939 to 2014 (the Grant Study), and 268 male graduates from Harvard's classes of 1939-1944 (the Glueck study).

 

Being such a long study it  required multiple generations of researchers, analyzing blood samples, conducting brain scans and conducting surveys plus actual interactions to compile the findings. The conclusion according to Robert Waldinger, director of the Harvard Study of Adult Development was:

"Good relationships keep us happier and healthier. Period."

 

The study demonstrates that having someone to rely on helps your nervous system relax, helps your brain stay healthier for longer, and reduces both emotional as well as physical pain. He goes on to add:

 

"It's not just the number of friends you have, and it's not whether or not you're in a committed relationship," says Waldinger. "It's the quality of your close relationships that matters."

 

How does Jive come in?

 

So can Jive help you have a more fulfilled life? If I think back to before Jive, my working relationships were based around who I spoke to, worked with and who I met in person, most of which were through existing connections. If I was lucky enough to catch up with them outside of meetings I could get to know them even better, but there was always a limit to how involved I could be with them in a work environment outside of where our work crossed over.

 

Jive's given me the opportunity to reach those people in a completely different way, learn about them, understand them better and create better working relationships. I've also had the opportunity to meet new people I never would have met through shared interests, collaborations and an overwhelming sense of goodwill from a community that really gives back to itself.

 

A better working life

 

Being part of Jive has really been a high point in my career and made me feel happier and healthier at work. I look forward to seeing what's going on in the community and the value I can add and even find myself checking my inbox via the app in the evenings, not through a sense of work, but through wanting to be connected to the community. It allows me to be myself more and that ultimately makes work more fulfilling for me :)

 

A huge thanks to those involved

 

Jive wouldn't have happened without collaboration and while I'm here I'd like to thank the people that made my journey fun, supported Jive, our community or were just downright awesome. Here's to you all!

 

  • Michelle Gantt for your expert help in getting us going - and putting up with me!
  • Becky Leung for being super fun and always 100% positive! Ps - becky can you get me a personal blog on the community?
  • delfin - for... well, what happens in Vegas stays in vegas
  • Alex Gallina for getting Jive and us to our business, not an easy task
  • Martin Finlay for supporting our community and representing us
  • Miriam Smith for being epic ;)

 

There's loads more and I'll update this doc as and when I think of you but thanks to everyone for making Jive - and work - so great

 

Who makes your Jive better?

 

@ mention someone who makes your Jive and work better!

 

Internal Communities

tags.jpgOne of the ways to improve the findability of content in Jive is to add tags, especially if the author has not included specific keywords as tags that people are likely to use when searching for that content. But users who are not system administrators can't edit tags on content they did not author (except for documents).

 

Here's a simple hack that gets around this and allows users to add tags to content they did not author: add a comment on the item and insert inline tags in it. These tags affect the search results for the original content item. Since people may not be familiar with how to create inline tags, here are quick instructions.

 

To add tags to content that you can't edit (everything except documents), add a comment on that item and insert tags in the comment. You can insert tags inline in text in Jive by typing # and then typing the tag. The trick is to let the list of suggested tags pop up and select the one you want, or else create a new one. You'll know you were successful when the # changes to a tag symbol. See, for example, these:

  • inline tags
  • #crowdsource  (there was no existing tag so when I hit enter it failed to create a new one -- the # remains)
  • crowdsource (this time I noticed there was no existing tag, so I clicked the link displayed that said to create a new tag, and the # was replaced by the tag symbol)

Are you a community manager extraordinaire? Are you hungry for more knowledge?

Are you a socially-savvy exec who sees and lives the value of social business?

Are you a new community manager or admin looking for ideas, tips and tricks to get your community thriving?

 

If so, the Jive Mentors Program is perfect for you!

 

 

What is it?

The Jive Mentors Program connects new community managers, execs, and administrators to experienced users across different organizations in order to explore social business topics of their choice related to the success of their Jive communities.

 

 

What are the benefits of participating?

 

  • Build your expertise. Mentors are provided with a unique experience to apply their expertise outside of their organization and network with peers from different organizations.
  • Points, points, points! Additionally, the Jive Mentors Program is another opportunity for mentors to progress within the Jive Advocates Program. Mentors will receive 450 points for every mentee they mentor to completion. That's more than a quarter of the way towards a free JiveWorld ticket! Additionally, Advocates can receive special recognition and privileges in JiveWorks, including special rewards such as the chance to participate in industry thought leadership activities, a special badge after becoming a Jive Champion, discounted tickets and VIP experience at JiveWorld (VIP seating, Champions meet-up), and more.
  • Valuable insights. Mentees receive coaching, guidance, and the opportunity to build valuable relationships with experienced social business leaders. The true value of the Jive Mentors Program is realized when mentees achieve the objectives they envisioned.

 

 

kid.jpg

 

Who should participate?

 

Consider being a mentor if....

  • you recently launched your community and have recent experience with onboarding and community planning/launching best practices
  • you have significant community management experience and are comfortable with the entire life-cycle: planning, building, launching, managing (and repeat!)
  • you are a social business exec supporting communities and their success within your organization

 

 

Consider being a mentee if...

  • you are a new community manager, admin, or exec looking for best practices
  • you are an experienced user but want to learn more about specific topics (exs. user adoption, community launch, expanding your use cases, improving engagement, etc.)

 

How do I find a mentor/mentee to work with?

 

Mentors and mentees will use their respective Internal Communities or External Communities groups within the JiveWorks community to find their partners.

 

To reply to existing requests, go here: Open Mentoring Opportunities

 

To create a new request, follow these steps:

  1. Create a QUESTION. Title it "Seeking Mentor (or Mentee)"
  2. Include the following information about yourself to ensure you find a good match:
    • Name, Title, Company
    • Industry, # of employees
    • Type of Jive community you have (internal, external, or both)
    • Topics you'd like to discuss
    • Anything else you'd like to share with your partner
  3. Post it and wait for your eventual partner to respond! After a match is made, mark their comment as Correct!

 

question.PNG

 

What is the structure of the program?

 

Mentorships are structured around three 30-minute engagements (phone calls or virtual meetings). Mentors and mentees may wish to use the Mentorship Planning Framework.docx to help guide their conversation.

 

The first call is an opportunity to get to know your partner, identify a topic/goal, and discuss first steps forward. The second call provides both mentors and mentees a chance to reflect on their progress and dig deeper/course correct. The third and final meeting should be used to debrief on findings and define a plan for continued learning post mentorship.

 

The mentorship is officially over when participants have conducted all three calls and completed their respective post-mentorship surveys (below):

Mentors Survey

Mentees Survey

 

Should both parties desire to, mentors and mentees are encouraged to continue their conversations beyond the three meetings. Mentors can work with multiple mentees at one time and both mentors and mentees can participate as often as they'd like.

 

Questions? Check out these docs:

Mentees: Do's and Don'ts

Mentors: Do's and Don'ts

Mentorship Planning Framework.docx

Mentors Program Resources Library

 

 

For any other questions, contact me! Miguel Rodriguez

 

karate.jpg

Dina Vekaria

That’s a wrap!

Posted by Dina Vekaria Champion Jan 3, 2017

tada.gif

 

 

 

 

 

 

 

 

 

 

 

 

I’ve really enjoyed being your peer-to-peer community manager for Internal Communities.

 

Thank you Libby Taylor for giving me this wonderful opportunity to get more involved. I manage our Neo community, but it’s majority back end, which is something i’m hoping to change in 2017. This activity has allowed me to be a Community Manager for a community, i’ve contributed blogs to encourage conversations, i’ve helped colleagues with their questions, i’ve jumped on calls to troubleshoot issues and i’ve taken part in conversations about other communities and challenges they’re facing, so wonderful to see everyone comment and help each other out. It’s been a really valuable experience.

 

This isn’t the end, i’m still going to be popping into this community and helping out as much as i can. I’m looking forward to seeing who our next quarter's peer-to-peer community manager is.

Overview

When doing Jive and Social Collaboration consulting for teams and organizations I noticed that people encounter issues with graphic sizes as it relates to Jive Documents, Document Viewer Tiles and images in tables. In our cloud instance I have found that Jive does adjust images for the most part. The following seems to work for me, give it a try.

 


 

Add a Banner to a Jive Document - 1265 x 250

 

  • When creating your graphic you can determine the ideal height that works for your presentation.
  • When you want to ensure your images FILL the space and does not get CUT OFF.
  • I have set an image width to try and anticipate possible future changes in the environment.

 

Try the following:

  1. In HTML view, remove any width and height pixel references.
  2. Add style="width:100%; height:auto;"
  3. If you want to zero out any padding around your image you can remove the default image class. Example; class=" image-1 jive-image" - You can manage padding via an inline style class or the cell padding of a table

 

Benefits:

  • Will work with Tiles and Widgets
  • Will self adjust in a 1, 2 or 3 column layout - places (document viewer tiles or widgets)
  • Will work with tables ( ensure your tables are not using pixels and are set to 100% and columns a percentage of that. 2 column table for example; table is 100% then each column is set to 50%)

 

Gif Animation - Demo - Click image to view larger

demo-graphic-resize.gif

 

Mobile View

Dina Vekaria

Community Adoption

Posted by Dina Vekaria Champion Dec 14, 2016

I wrote a blog in October about what your elevator pitch is and started a conversation on how you use your Jive community?. The JiveWorks community really helped me out by posting back really interesting thoughts around their community. It inspired me to think about our narrative in 2017.

 

The lovely Jessica posted a comment and within it, she wrote I encourage participation and use of the community through evolving adoption techniques” - Thank you for inspiring this blog post Jess.

 

I’m going to be very honest about our community (Neo). We’re a mature community, coming into our sixth year. We’ve had a tough 1-2 years, as have many other companies. We’ve had restructures, redundancies and morale is at an all time low. Neo has been a great tool for us to communicate our changes to the business, but with that comes negative comments. We moderate when comments aren’t decent, but we encourage conversation and healthy debate so try to stay as neutral as possible. Unfortunately, due to the negativity, Neo can sometimes be perceived as the tool to use to have a moan. We see it as transparency in how our colleagues are feeling but senior leaders and middle managers see it differently. We really want to change that mindset in 2017.

 

The last few years in Neo have been about cleaning up and archiving out of date content and places. We really want to focus 2017 and beyond to be about community management and adoption. We’re going to be launching something (still a working launch), which will help us get more colleagues using Neo.

 

We’ve lost some colleagues around the world due to:

  • Most of the content in Neo being written in English.
  • They have another place to go to collaborate (Google Drive).
  • They don’t have time in their work day.

 

This is how we’re going to address it:

  • Translations - we’re in the pilot phase of integrating a translation tool within Neo.
  • Jive Anywhere - so colleagues can collaborate from within their Google mail inbox.
  • Jive Daily - so they have Neo on their mobile devices and can consume content when they want it.

 

It is about choice:

  1. Enabling users to choose HOW they get information.
  2. Enabling users to choose WHAT information they get.
  3. Enabling users to  choose how MUCH information they get.

 

We’re planning to curate:

  • Stories - How do our colleagues around the world use Neo.
  • Videos - Video to demonstrate how they can consume content in Neo in different ways.
  • Video Diaries from colleagues - for example “Hey, i'm Dina and this is how i stay on top of my communications” - by using custom streams, getting notified once a day, week etc.
  • Use Gamification, if possible and it makes sense to use.

 

I would love to hear if other Jive communities have gone through, or are going through similar issues we’re experiencing. How did you overcome them? If you didn’t, let’s get the conversation going and see if we can help each other out.

 

I would also love to start a conversation around community adoption. What techniques have you tried within your community? Did it work? If so, please share if you can. If it didn’t, share it anyway, what didn’t work for one Jive community could be really valuable for another.

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