An example: Rocket Building Inc decides to start a community, focussed on rocket scientists. Here they can share the latest specialist knowledge about building faster and better rockets. While it would be very nice it the CEO of Rocket Building Inc contributes, your goal is to attract specialist knowledge and thereby get the community flying within the group of scientists. Therefore, it would make sense to get a couple of scientist to boost the community early on. They could even talk to the other scientists over coffee: “Did you read my article on the forum?”, or “Did you see the schematics for this new technology I put up?”. Though the CEO’s contribution might be valuable for creating a sense of urgency, the ignition if you will, he might simply lack the specialist knowledge to actually set the pace for achieving the community’s goals.

Another example: At Customer Contact Company there is a community set up meant to share the customer experiences of field agents, sales people and customer care. This experience is shared with the entire company, so that it can be used for various obvious reasons. Again, a senior manager, for instance a CFO, can be valuable for stressing the need for customer insight. But is it credible if he starts adding his opinion about it? He’s not the one talking to customers all year round. The CFO should be the one asking questions, and giving people mandate to act. I realise that this second example is an argument for proper coaching of these senior managers.

We’ve seen examples where senior management has been essential in calling everybody to action, and catalysing discussion. The actual “role modeling” (giving the right example by contributing and actively pursuing other people to contribute) is being done by (a select group) of people from another layer of the organisation.
Or, and this is very possible, i’m mixing up what you mean by “role models”. In that case, maybe a 10th (very important!) role/activity would be the “guerilla contributors” or “champions”: People from the field (so not community managers) that do whatever is needed to activate their colleagues. Naturally, these guerilla contributors or champions need backing from senior management, proper coaching and available time to perform this essential role!

What do you think?

This post was mentioned on Twitter by innovationfctry: New on our site: Roles in managing internal communities http://bit.ly/76H8Zj...