Ok - wait a minute. This article is amazing! I am so glad that you wrote about this subject. THANK YOU!!!
For a split second; when I first started reading the first part of the title, I thought, 'oh another story about a brand's Superusers. I'll check it out'. But props to you, @mhock for flipping the script a bit and actually sharing the story of discovering and galvanizing the right employees within your company to become part of the Community's success story.
A weird thing about our very own B2B high-tech Atlas Community is that even though Khoros sells Community software, and just about every single employee is aware of our Atlas Community, we still have a ways to go with getting a majority of our employee base to actually use it with any level of consistency.
Granted, I am a big believer in a brand offering to meet people in the channel of their choice, but I am unrepentant and unapologetic in my belief that Community is they most efficient way to create, preserve, and curate knowledge of the folksy variety. And why should this not extend to internal 'institutional knowledge' as well?
A successful Community does not have to begin and end exclusively with customers. Actually, in my experience, a great B2B high-tech community has a lively employee area that goes unseen by the customers. And the golden fleece eventually becomes a few of those employees voluntarily and organically participating (within the Employee Guidelines of course) in the customer area of the Community.
Thanks again for the article. It was a refreshing read.
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Thank you, @CoryD, for the brilliant editing and production touch-ups.
And thank you to @CrystalL for all of the coordination and management.
This first dive of mine into joining the podcast was fun, and I am looking forward to helping with many more in the future. Nothing but deep respect for my co-hosts as well. What a great bunch to roll with!
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No worries on a late response. I hope you had a nice Holiday Season, Piper!
To me, it does sound like there is a bigger internal problem within the business at this point. Leadership not empowering (or worse, not trusting) the team to do their job and make the right decisions around best-practices is likely to be a combination of both personality and business-culture issues.
Generally, in these situations, appealing to the business sponsor is the best course of action. If the business sponsor tends to be feckless or is not a position, politically, to put his or her foot down within leadership circles, then finding allies within leadership across other business units (or other business divisions!) is the next course of action.
I might also add that the Khoros CSM and/or the Khoros Account Executive might be another resource to tap. I certainly do not want to send any of my fellow employees into a dysfunctional situation, but sometimes a voice-of-reason from outside the business (and in this case, a voice that represents deep knowledge of both Community platform and Community practice) can help sway opinions....or at the very least, get people to revisit their previously entrenched opinions.
And, lastly, props to you for trying to help the Community (and its team) deal with this. It is not for the faint-of-heart, so I salute you.
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