Yes, especially considering Jive is still relatively new and finding savvy people may not be an easy task versus more established systems like SharePoint.
The 90-9-1 rule is interesting to bring up because I think the structure of Jive makes breaking that rule easy.
Completely agree. It can be challenging when employees want to hold meetings to discuss every detail or print copies for their presentations and not have it available in Jive. I often feel pulled back or slowed down with the things I want to do because of the nature of "how we do things." This is where I want to grow in my disconnect...empathetically empower users to have quick wins while not feeling anxious about all the work we can actually get done "if we did it this way."
I feel like there is an art to culture transformation that we could be talking about more...
Thyda Nhek - what are your thoughts?
I can totally relate. Working at a very large company, there are a lot of people who say "well this is how we have always done it." I have struggled at times with how exactly to break through that mindset.
Here are a few things I've tried (with varying degrees of success):
- Find a really quick win use case: one of my favorites is using a Jive document + table to pull inputs from many people. Example: the team is meeting for an in-person workout, let's all put our travel itineraries and cell numbers so we can coordinate rental cars and logistics. Everyone on the team edits the document on their own time and nobody is left with the thankless job of consolidating many versions
- Locate those models and promote their contributions publicly: there is something very powerful about seeing someone you know get recognition for something. Many employees have a competitive streak and will want that recognition as well
- Patience, patience, and more patience: some people are far more resistant to change than others. It takes time and some may never come around. I take solace in the fact that more millennials are joining the workplace in key roles and they will be demanding tools like Jive
I will be speaking at JiveWorld13 about this topic and how we handled it at GE, would love to chat with you more on this!
Great tips Jeffrey! I would love to connect with you at JW. (btw, my husband went through the Leadership Program at GE too!)
Yes, am certainly working on the 1st two as always, the 3rd item is personally my biggest challenge. Glad you mentioned it. I try to think of all the people that have been patient with ME.
Jeffrey Murnan - we have had multiple internal conversations about the possibility of segregating the "soft skills" we associated with Community Management from the "system skills" associated with System Administration.
The premise is that Community Managers are more socially engaged, and are truly effective when they play the role of "dot connector". They have to be experts at system functionality, but not necessarily around system configuration. They thrive in an active & live activity stream, and less so in the production of static content.
System Administrators, however, fullfill more of the "IT Support" role for the groups & spaces they manage, and are perhaps more focused on how to configure the system in the most optimal ways. They are less spontaneously engaged, and more thoughtfully executing planned activities. Less about conversation, more about digging in and understanding the code.
What do you think about this idea?
Personally I think a community manager also needs to be tuned into the business strategy - so not just good on the system or connecting, but understanding the purpose of the community in the first place and how it helps to drive the strategy and business performance - otherwise, what's the point.
I agree Ross Cavanaugh, that definitely makes sense.
For the first year, I was doing both community manager and system admin roles. I found myself split a little too thin and I always felt like I wasn't "connecting enough dots". We onboarded a community manager (Laura McCullum) and she has taken the platform to new heights. She does not have to get bogged down with a lot of the system level issues (although she answers a fair amount of user questions as L1 support!) and can focus on onboarding, training, and overall engagement.
The nice thing too is that team members can be cross trained, that way if one is out on vacation the other can pick up the work.
I'm not sure if this is what you have in mind, but I'm one of two Community Managers for our global organization (12,000+ users) and we both have System Admin access. We have a team located in another geography who are the "real" system admins and run the tickets, upgrades, technical stuff. Our access level is elevated so we can create groups/spaces and do system admin work in the event that team is not available. From that perspective, I don't feel any strain. Our guys do a good job of making sure the system is running and our access let's us jump in when we need to.
The resource strain I feel though, is around my effectiveness and reach as a Community Manager. Because our instance IS global, we can't be in the room with other geographies so it's difficult to convey information and enthusiasm. I know we need to develop a better advocate layer, but are struggling with that. Finding people who have the interest AND time to devote to it is difficult.
I've worked in smaller organizations and promoting new tools was definitely easier, partly because users/advocates were more accessible.