The concept of Community manager is understood to include various tasks and responsibilities. Still the image of what community manager is, varies a lot. Some think that community manager is a person who takes care of social media and lurks in twitter 24/7. Some might think that community manager is just there to function as a watchdog for brand. While those can be seen to be part of community manager’s tasks, they are just part of it.
Since the community manager ‘business’ in Finland and in Open Source is becoming more and more ‘professionalized’, we need to make manifest for Community Managers in Finland. The manifest will help in defining what community managers are for and what they are not. This in turn will possibly make it somewhat easier for companies and communities in open source field to understand what they can expect from community manager. Note that this blog post is intended to start the discussion, not to end it.
The manuscript represented here is based on my experiences in Ubuntu Finland (I was active for some time), MeeGo Network Finland (paid community manager for 8 months) and in Devaamo (just member). Initial discussion around this topic was started in previous blog post and the discussion continued in LinkedIn. Based on those, I’ve gathered some guidelines regarding national level community managers.
1. Professional commitment
It has been visible in several open source communities that purely volunteer-based management is not enough. Communities today have so much activities, communities today have become more professional eg people participate in those both as paid developers and as pure volunteers. The role of communities has also become more demanding and more people participate in communities. It is hard to get professional results without professional commitment. In my experience, paid community manager is the answer to this.
If someone gets paid to make sure that community at hand keeps on motion, gets resources needed and stays active and forward looking, it needs someone’s full-time attention.
2. Locality is underestimated strength
Commonly large open source efforts have global level community manager(s). Their hands are already full of tasks and responsibilities. They don’t have time or knowledge to handle local / regional level activities. Local community manager (for example in Finland) has better knowledge of the culture and skills to make community run smooth. One of the local level activities that seem to have really positive effect on developers, is running a Local Device Program. That program will loan devices (for short period) for developers to make testing and development easier. This is something that can be done in local level. The ‘big brother’ of local device programs has been tested in various contexts, such as MeeGo and Raspberry Pi. By extending global device programs to local levels, the reach could be boosted and workload distributed more evenly.
Local community manager understands local needs and situation better than global managers.
3. Advocacy
Community manager is expected to be advocate. This includes writing a blog, participation in discussions (in and outside of community), participation in community related events, giving presentations in different kind of events and ad hoc meetings. In brief, one side of being a community manager is to represent the community, make it visible and well-known. Again, this means that getting one paid community manager, your project gets better representation locally. It also enables better communication (outside the community) about goals and aims of project. This is because, local community manager communicates with the press and others in local language, and therefore it is easier for press to contact project member for further information. This is turn results to more accurate information in public and (evil way to say it but) possibly slightly better control of the press.
Local communication is more efficient than press releases in English.
4. Liaison
Community manager is a bridge between companies involved and community. Community manager knows the ‘spirit’ in community since he/she lives in it. A good community manager is always observing what’s going on in community. That means a lot of listening and reading, sometimes between the lines. One of the key tasks that a good community manager should do well is communication. Communication includes putting forward information about community status to companies involved and back to community. Community manager should be informed about changes in company strategy if it affects community. By enabling fluent flow of information, doubts and fears become lesser and people find it easier to participate. Working with community is about trust. One aspect of open and transparent communication is to put community meeting agendas and meeting minutes available publicly.
Fluent, transparent and open communication is essential for successful co-operation.
5. Technical expertise
Some of the community managers are needed to have technical skills to evaluate code and even contribute code. This is not always the situation. Every community manager can not be expert in all fields. If the community manager is not ‘technical’ enough, he/she should engage another person to handle those tasks. In my personal opinion, community manager is more about social aspects than about technical items such as code. Same applies to setting up and maintaining community tools and servers. Of course it makes start a lot faster if one person can handle the above mentioned tasks.
Technical skill are needed, but deep and profound technical tasks can be delegated.
6. Engagement enabler
As it was stated above, community manager is probably not so talented in all fields and always needs help from rest of the community. Therefore community manager should be skilled in getting people involved and in finding ways to lower barriers to participate. Engaging members in community is vital for the success. More important (and harder) is to keep up the engagement. This can be done by renewing activities, providing rewarding challenges and acknowledgement (in some cases as hardware bribes or other ‘benefits’). One of the ways to keep up community interest and engagement is to arrange Summits, events for the community. Summits function as ‘glue’, which ties people together and towards shared goal. Often these summits can be arranged mostly with the help of community members, but they need some resources (often some money). To keep engagement level high, community manager should always be looking for new inspiring tools to support community efforts and activity. One such example is Local Device Program.
Enabling and keeping up community engagement requires shared goals and ability to renew activity.
7. Organizer
Every group of people need organizing if their goal is to make something useful. Organizing should not be seen as extra bureaucracy, but more like guidance and resource stream management. A good community manager can see what kind of groups emerge from community and foster the group formations. Groups per se are not the thing, more important are groups created by activity and need to focus activity. Community manager can hardly manage all the groups and normally there isn’t even need for that. Good community manager is not a dictator, but master of delegation. As it was discussed above, Summits and other events are important for community engagement and liveliness. Community manager should take responsibility of organizing the events, not alone but with the help of community and companies involved.
Not a dictator but master of delegation.
Summary
All in all, good community manager is a combination of salesman, HR manager, developer, master of psychology and packet with extra energy bars. The above is a lot. Given features and requirements vary from case to case, but it is obvious that without getting an opportunity to focus on community management, no one will be able to do it properly. This initial version of Community Manager Manifest lacks at least one thing: company viewpoint. That is prepared to be done during this summer in co-operation with COSS (Centre for Open Systems and Solutions). Any comments would be more than welcome.
Content is available under
2012, Jarkko Moilanen. CC BY-NC-SA 3.0
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