The Community Manager is easily one of the most unique positions in the online communications industry today. There are countless variations of the job but little clarity on where it falls inside of an organizational structure.
In some organizations, the community manager is a senior level position, managing a number of other employees below them. In others, it might be considered an entry-level position, relegated to basic social management duties.
With the growth of the social enterprise, multiple conversations online in community manager discussion groups seem to suggest this need for a chat on how the community manager could evolve into a role of seniority within an organization, organized into a document of the collective thoughts from as many community managers as possible.
At SXSW, Tim McDonald, Natalie Rodic Marsan, and I were fortunate enough to facilitate a workshop with more than 60 community managers, brand marketers, and company executives around this very topic.
We started by exploring the journeys of some great community minds like Meghan Peters of Mashable and Jenna Langer of Livefyre who were able to take the community manager mindset and carry that into senior roles in their respective organizations. We continued by brainstorming challenges that we all face in our roles today.
The theme of the workshop was “Open and ideal,” meaning that this was a judgment-free zone for all to candidly discuss their ideal solutions to these brainstormed challenges.
In the end, our collective efforts surfaced nine key areas that community managers can look to as measures of growth within their day-to-day, and evaluate any possible improvement that could be made within their own organization.
We present, The Community Manager Manifesto
We want to continue to develop the role of the Community Manager together, so feel free to share this document, leave comments or critiques, and suggest edits and revisions based on your own personal beliefs and experiences.