Salesforce Chatter: The Adoption Playbook

Building Your Chatter Community

Make Chatter a place where people want to work

and can be productive

•  Sets strategy and measure

What community manager does

$1.3T untapped opportunity in social technologies.

80% of social business efforts won’t achieve intended benefits through 2015.

… y e t …

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o  Invest o  Build o  Grow o  Enable o  Design

Your Chatter Network Can Help You Tap Into That Opportunity. However, It Must be Launched Properly to Succeed.

Poorly launched communities frequently follow this progression:

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launch excitement disillusionment attrition confusion




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Enemies of Adoption

•  “Build it, they will come” approach

•  No focus on change management and community management

•  No connection to business process

•  Lack of executive vision, sponsorship and engagement

•  Lack of managerial commitment



Meet Sam, the User Today, your employees aren’t a captive audience. They get to choose the tools they want to use and bring their devices to work. You have to think through their experience just like you would through your customers’ experience with your product.

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This is What Badly Launched Chatter Looks Like

•  Sam finds out about Chatter

•  Sam visits Chatter

•  Sam sees no content, or nothing meaningful being done

•  Sam doesn’t understand what it’s for or how it’s relevant

•  Sam leaves never to come back because she has choices

If you build it, they may not come

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This Is What It Takes To Make Chatter Sticky In Sam’s Life

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A habit is formed

Company turns on Chatter

Company tells users about Chatter

Sam visits Chatter

Sam makes a post in Chatter

Sam’s colleagues engage with Sam

“This Chatter thing seems like something that may

be useful to me.”

“I see how others are using it; maybe I can do the same.”

“I tried it and it works. I can now work in Chatter.”

Company Actions User Actions




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We Created This Playbook To Help You Help Sam… Read on! This short Playbook is for those who want to make their Chatter network a success. It’s for community managers – formal and informal – and for change agents in their organizations.

What you’ll get out of this Playbook… You’ll learn how to create an employee community that people want to be a part of, encourage user participation, roll out and enable key stakeholder groups.

During the rest of this book we’ll follow these steps as we learn how to launch Chatter the right way.

Design Invest Build Grow Enable

To make it easier, we’ve broken down the adoption process into five main phases:



DESIGN: CREATE A VISION AND A PLAN A successful Chatter community meets the needs of the business and its members.

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Start with Why: Answer These Two Questions

What’s in it for you? (the business)

What’s in it for them? (your employees)**

Find a few of these overlapping goals and develop use cases around them. A use case should answer the question: “How will I reach this goal?”

** see Appendix for a user persona development worksheet




Prioritize Your Use Cases

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v Assemble a group of stakeholders and advocates – your Brain Trust. Work together to brainstorm and develop a few use cases that meet major organizational objectives. Prioritize these use cases – focus on Quick Wins to create meaningful value, and Low Hanging Fruit to draw users in.

Social transformation Ex. redevelop product development

process

Quick wins Ex: provide release notes / updates via group

Ease of cultural implementation

Impact to business

Easy Difficult

High

Low

Fool’s gold Ex. pursuing social for the sake of social

Low Hanging Fruit Ex: social / affinity group

To Do




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Don’t Do Too Much At Once: Think Of Use Cases As “Wedges”

Don’t pile on a lot of change – it can overwhelm people and defeat your objective. Focus on use cases that can “grease the train tracks” and create conditions for transformation. Think of these use cases as a wedge to expand into other uses.

A good use case is: •  Impactful •  Easy to implement •  Value is apparent and easy to describe •  Observable –- public •  Magnetic --- people are drawn to it naturally

Top Tip: See if there’s an existing community in another channel around your use cases and extend it to your online Chatter community.




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Address Technology To Execute On These Use Cases Now that you know why you’re doing this, think through the how. Your technology decisions should help you drive and encourage the right behaviors:

•  System architecture

•  Integration with the right systems that are used by people involved in your use cases

•  The right business objects that are relevant to these users

•  Customizations (VisualForce, etc)

Top tip: don’t do everything yet – just do what you need to do to make your use cases successful. Focus on speed of delivery & start using it! The rest will come later.




What Do Your Users Want? Technology That Fits Their Lifestyle: Mobile!

Reach employees where they are – on their mobile devices. Help them be productive on the go, remove friction of access for increased adoption

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Point & Click Apps All the custom objects and apps you’ve built are now accessible

Publisher Custom Actions Any Publisher action is brought to any device and can be highly customized for any part of your business

Custom UIs Build custom UIs with Visualforce and optimize them for any form factor




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Your Action Plan: Examine user needs (see appendix)

Examine your needs and business goals •  Short term and long term

•  Which business goals can the whole company rally behind?

Brainstorm use cases •  Select your “brain trust” – like-minded

individuals who are likely to buy into Chatter. They should work in departments that can highly benefit from Chatter. This is not (yet) the time to convert nonbelievers

•  How will you achieve these business goals? What are the processes and people necessary? If “increase quality of customer support” is a goal, then what are the specific things that will happen in the community to address that?

•  Remember to rank them and start with Quick Wins and Low Hanging Fruit



INVEST RESOURCES How can you expect results from a community if you don’t invest in it? At the very least, you need to have a community manager in place who is responsible for the health of Chatter.

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What You Need

Community Manager while everyone should contribute to the community – if no one is responsible, how can it be successful?

Executive Sponsor Helps legitimize the effort and galvanize the rest of the organization to participate

Resources Budget, technical resource, community team

Why It’s Different

•  Focus on relationships & trust - it takes time to build

•  Shouldn’t be measured like other digital initiatives

•  Slow rollout is good, so set right expectations for measurement

•  Needs daily investment - don’t set it and forget it

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What It Isn’t

•  Top-down, one-directional communication

•  Ignoring and deleting posts you -- or others -- don’t like

•  Glossing over issues instead of fixing them

•  Talking “at” people

•  A transactional “compliance” system

•  Eyeballs and views

Set the Right Expectations




But.. Don’t Communities Run Themselves? In case you need data to support your ask for a dedicated community manager (whether that’s you or someone else), check out the State of Community Management Report from Community Roundtable. It shows that community managers dramatically increase engagement levels.

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Community Engagement Standards




What Does a Community Manager Do?

•  Sets strategy and ensures value

•  Measures impact

•  Voice of community & company

•  Facilitates, connects

•  Curates and celebrates

•  Drives shared purpose and ownership

•  Builds engagement

•  Grooms Champions to lead

•  Promotes productivity

•  Limits destructive behaviors




Active Community Management Converts What If’s Into Opportunities

•  Information leaks •  Complaints •  Losing control of conversation

•  Proper training •  Create advocates •  Promote productive

conversation •  Accelerate knowledge transfer

v  identify your organization’s What If’s and how community management can resolve them – and when functional HR and legal needs to be looped in

To Do




Quick Wins Social Transformation

Ease of Cultural Implementation

easy difficult

high

low

Impact to Business

Executive Sponsor

Use Case “Owner”

Each High Impact Use Case Needs Sponsorship

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To Be Successful, Each Use Case Needs Sponsorship

v Go through your prioritized use cases and make sure that the most high impact ones have an “owner” in charge of execution and an exec sponsor

To Do




Community Manager --- Can Also Fulfill The Role Of Community Strategist & PM Must Have

Nice To Have

Technical & Design Resource

Project Manager

Community Strategist

Executive Sponsors

Team & LOB Leads, Department Heads

“Founding Champions” And User Case Owners

Extended Team

Technical & Design Resource --- as Needed Going Forward

Internal Comms, IT, HR, Legal

Internal Enablement

Building Community W/Champs

Big Public “Launch”

Tech Launch

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Building an Internal Chatter Community Takes a Team

v  Identify your core team, extended team and key participants.

To Do Top tip: Include constructive skeptics to run ideas by




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Your Action Plan: From your list of supporters, select an executive who may want to sponsor this effort. Secure their participation:

•  Communicate their role and what you expect from them

•  Share your plan and make sure to paint a realistic picture of expectations – that it won’t be a whiz-bang launch, and that it takes time to make community productive before you can roll it out to the organization at large

Build out your team. At the very least, you’ll need people from the “must have” list.:

•  You may be fulfilling the role of a community manager yourself or you may have a dedicated resource

•  If you can’t get a full-time resources, make sure it becomes part of someone’s formal job description – even if just part time

Recruit your extended team: •  Technical resource – probably someone

from IT

•  Bring HR and internal comments into the fold

•  People to “own” use cases you outlined

•  Execs to champion these use cases

Never stop evangelizing internally to garner support for the cause.



BUILD: START SMALL, BUILD, INVOLVE MEMBERS Don’t try to boil the ocean. Start small, gather support, build community with community, and start proving value.

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What community manager does Roll Out Slowly, In Phases

Don’t launch…yet

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Launching your Chatter network isn’t like a conventional IT-led launch. While you want to make the technology platform available to anyone who wants to use it – if they choose to -- you don’t want to publicize it widely just yet.

Allow the community some time to build and congeal and for your use cases to strengthen so that you can demonstrate value to each new member. If you invite every employee right now, you will have “an empty bar.” Let’s take a look how to stage your rollout.




Show – Don’t Tell – the Value

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Here’s how to avoid the “empty bar syndrome.” Show -- don’t tell – the value of Chatter to each incoming member. Help new users say “Aha! I get it!” upon their first interaction.

To do this, you want to start small – and before the official launch – and focus on your “wedge” use cases by already starting work with your early community members

No one wants to use yet another site. The more you can tie it to people’s work or things important to them, the more they will use it.

v  Identify existing technologies that should connect to Chatter for a seamless experience.

To Do




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Build a Champion Army Who’s going to create all this action? Your like-minded future community members: let’s call them Founding Champions. The process of building community with them builds community and strengthens your use cases.

•  Shared ownership builds engagement and drives better decisions

•  You can’t foresee everything

•  Peer to peer evangelism is more authentic than top-down

•  Your members know what you need better than you do

•  It turns people into natural evangelists

•  Your Champions behavior informs how future members behave

Identify Your Founding Champions Who Are:

•  Your “brain trust” and use case “owners” from use case exercise

•  Natural connectors and influencers (execs, managers and users)

•  Invested and passionate

•  Varied across the company

•  Willing and able to evangelize and influence

•  Willing and able to build with you

•  Knowledgeable about social technologies and possess etiquette

v  : Identify and reach out to your founding champions. This is the start of your Chatter

Champion program. More on this in later sections, but you may want to think of a clever name like “Chatterati”

To Do




Be the Change You Want to See By being the first participants, you and your Champions live out best practices, taking small actions daily.

•  What open communication means in practice

•  Shape culture – others will emulate

•  Encourage others; pay it forward

To grow, each Champion should form an initiative of their own and report successes and challenges.

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Lead Your Champion Army Now that you’ve identified your Chatterati champs, here are some things you can do together to kick things off.

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•  Meet in small groups and 1:1

•  Identify champions

•  Get buy-in

•  Validate plan and use cases

•  Agree on mutual expectations

•  Create a private Chatterati work group for to share strategies, successes and questions

•  Co-create charter and vision statement

•  Come up with a simple Elevator pitch about strategic importance

•  Agree on milestones and what success looks like

•  How you’ll execute on your wedge use cases

•  Agree on role, expectations and recruitment

•  Build out use cases: what will it look like on Chatter? (see appendix)

•  Technology comms - planned downtime, upgrades

•  Programming . events

•  Content, groups

•  Scaling and growth

•  Recognition and reward

•  User enablement

Mobilize Align Plan




1.  Be clear about purpose: which use case it supports, what’s the goal? Who is it for?

2.  Create a clear name and write up the description

3.  Seed the group with useful info, keep info tab current

4.  Make sure all questions are answered. Draw people in via @ mentions. Make sure to draw in execs and SMEs as needed

5.  Design regular engagement events / programming: Thursday Tip, monthly meeting, etc

6.  Onboard and welcome new members

7.  Ensure that members needs are met and questions are answered

8.  More on this in the Guide to Groups

Start Working On Your Use Cases In Groups. Here Are Some Best Practices To Set A Good Example




Address Governance; Involve Champions In The Process

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•  Which groups are public vs. private

•  Help participants do the right thing

•  Public by default •  Think through

NDAs & contractors

Governance

•  Guardrails to be productive, deliver & uphold community goals and company vision

•  How governance fits into overall digital governance – work with legal & HR

•  Code of conduct vs. best practices •  What TO DO vs. what not to do •  How you’ll deliver it. Some ideas: •  Part of onboarding for new users •  Existing users refresh •  Mandatory accept upon sign-on •  List in high-profile place in the product •  Ongoing conversation in how-to group

Top Tip: Have a bare bones governance plan in place, but use this opportunity to really flesh it out once you see your community in action.

Public vs Private Groups and Files

User Management Escalation

•  Provisioning •  Deprovisioning •  Flagging •  Automated vs.

manual

•  Group & file governance & best practices

•  External vs. internal

•  Official vs. unofficial

•  What merits escalation

•  To whom to escalate

•  How to escalate •  Role of champs &

group owners




Caveat: Have a Light Touch Make structural and governance decisions, but don’t overplan. Maintain a light touch -- the beauty of enterprise social is that people opt into it. Establish a strong direction, but avoid being top-down.

Use cases are a great place to “land and expand,” but don’t limit your users – encourage them to create their own.

You won’t know everything ahead of time; allow use cases to emerge from actual use

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Top Tip: Create core public groups and organize them into a site map that will help the community members navigate and see a foundation they can build off of




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Your Action Plan: Identify 10-20 of your Founding Champions (the start of your Chatterati program) based on qualities listed. Select a diverse group from across the organization and various levels (don’t pick all admins, all execs, or all low-level coordinators).

Design a plan to activate these champions: •  Share vision with them and align on roles and

mutual expectations

•  Run the plan by them; validate it – give them an opportunity to brainstorm and evolve it

•  Invite all the champs into a private Champs group where the group can swap best practices and support each other

Create a plan for growth: •  Develop a plan for how each champion will

bring new users in

•  how you will stage rollout - what teams you will go to next

•  what success looks like

•  Create participation guidelines

How will you implement your use cases? •  What are the right groups?

•  What’s the right content?

•  Who are the right people?

•  What are the right business systems?



GROW AND CAPTIVATE Spread the word! Demonstrate value and earn a return visit.

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4




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Roll Out by Teams / Departments Work with Champions and use case “owners” to identify a few departments / teams that can most easily apply these use cases in their work – perhaps participants in the customer chain of service.

Ask Champions to educate leaders of these teams (and their own teams) and uncover 1-2 team use cases:

•  Arm them with use case development templates and objection-handling guides

•  Ask them to share lessons and success of early use cases

•  Ask them to share their own “A-Ha” moments

Top Tip: Enable Champions to lead their team rollouts, since they are part of their business units. As they do this, encourage them to share successes, challenges and questions your private Chatterati group

v Create a guide for your champions to talk to their teams.

To Do




Ramp Up to All-Company Communication (Marketing Launch) Now you’re ready to go wide with your communication. Kick off with your exec sponsor introducing the vision for Chatter and communicating benefits and how-to’s

Publish success and findings from early use:

Use variety of mediums to reach users who aren’t on Chatter:

1.  Physical assets: posters, stickers, leaflets in common areas, desks

2.  Emails: for users and managers – include teasers

3.  Intranet & other web properties – feeds, banners, teasers

4.  Include in existing communications (email newsletters, etc

5.  Drive people to webinars & brown bag sessions to train & learn more

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Top Tip: Have fun, but be relevant to the company’s culture.




Culminate In Events

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•  All-Company real-time ChatUp with an exec

•  On value & vision •  On any relevant topic

with broad appeal •  Mixed formats: Webinar

& Q&A via Chatter •  .

•  Tie Chatter to an existing event and use it as a discussion channel

•  Townhall / All-hands events •  Internal conference •  External conference

•  Take questions ahead of time

•  Take questions in real time and continue conversation afterwards

Digital Events Physical Events Things to Do

Goals

•  Increase awareness, communicate value •  Share success of your early community

•  Get people to try it and experience “A-Ha” moments •  Connecti across geographies, levels & functions

Top Tips: Calm execs’ fears by taking questions ahead of time. Prepare them on process and help them anticipate. During event, be in the room with them, helping moderate, identify questions and help answer them

Event Formats




Giveaways Build a brand and buzz for Chatter

Banners Banners on the intranet, on printed materials and in email signatures

Posters Can be used in conjunction with lunch booths / signup clinics to help people

Kits Kit containing items above for remote offices or to share with departments can help

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What Marketing Assets Do I Need?




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Your Action Plan: Create an enablement guide for Champions to use to evangelize to their teams:

•  Background on Chatter vision at company

•  Initial use cases and early successes

•  Use case discovery worksheet

•  Overcoming objections

Make sure to have an ongoing conversation with Champs in your private group – what’s working, what isn’t, what the challenges are:

•  A regular cadence of calls / meetings is great to keep the group energized

Prepare for a marketing launch (but remember: do this only when there’s enough critical mass, excitement and constructive work in the community)

•  Enlist an exec to communicate in an appropriate venue

•  Ask for time at appropriate team meetings

•  Create email assets: for managers, users and execs: •  Vary by team •  Write copy and create a visual to include in existing

all-employee communications

•  Create enablement packages (see Step 5)

•  Create physical assets: posters, stickers, leaflets in common areas, desks

•  Create a banner for your intranet / other web properties




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Your Action Plan (Continued): Select an existing event with a large draw that you can partner with – and Chatterize it!

•  Provide Chatter as a backchannel during event (in a group)

•  Select a community manager to lead the event on Chatter

•  Communicate logistics / pre-event discussion / questions

•  Continue discussion after event

Plan Properly •  Brief execs on their role in event

•  Take questions ahead of time – it’ll make execs feel better

•  Have volunteer moderators standing by

•  If event is digital only, get in the same physical location to discuss what’s happening in real time



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ENABLE Help all members and stakeholders get the most out of Chatter and work towards a shared vision




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What Do All Users Care About?

Same thing everyone cares about..

Why should I use Chatter and how do I do it? •  Why should I do this? What’s in it for me?

•  What do I do when I get there?

•  What’s considered appropriate? What if I make a mistake?

•  How do I make it part of my day?

•  What does it mean to my identity?

Everyone’s listening to their favorite radio station: WIIFM (what’s in it for me?)

Top Tip: Don’t assume that everyone understands @ mentions, #hashtags and other power user features. What may be basic to you, may not be basic to all




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How Can You Overcome Their Objections?

Top Tip: Most objections stem from lack of understanding and can be resolved with education. Share your plan openly and educate. Understand real vs. perceived fears

Time wasting Share success

Information leaks Governance plan

Losing control of conversation

Active community management

Negativity Community mgmt

Employee harassment Terms of service, governance

What to post? Use cases

Not relevant to my job Use cases, success

Too busy Too many @ mentions Don’t want others to know my plans

Time savings Others can answer Benefits of collaboration

Don’t get social Enablement, success

No one responds Early use case results

Boss will think I’m slacking

Team Roll out

People will copy me They can help you

Someone will debate me publicly

We’ll help you stay on track. Debate is good

What to post? Enablement, use case

Not relevant to my job Enablement, use case

Too busy Too many messages Don’t want others to know my plans

Time savings Others can answer Benefits of collaboration

Manager Objections

Objection Assurance

Manager Objections

Objection Assurance




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Your Approach Should Differ Across Stakeholder Groups: Sponsors: Execs, Managers, Team

Leads

Key to success in organizations is breath of sponsorship starting with the executives. Don’t forget team managers either

Champions, Group Owners

Sufficient number of Evangelists / Champions to drive engagement and grow / manage groups

Employees Your key constituents, users must feel like Chatter is solving their work problems; not another solution

Administration Administrator for the overall solution configuration – key to making sure that Chatter connects to key systems users use in their jobs

Use Case Owners Use Case Owners are mini Community Managers for each use case




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Managers and Execs Are Key to Adoption Sponsors: Execs, Managers, Team

Leads










•  C-Level or SVP •  Believes in Chatter •  Legitimizes; increases

visibility •  Leads by example;

engages •  Communicates value

to execs

•  Engage in conversations

•  Keep the productivity drum beat going

•  Project-based leadership

•  Embrace collaborative working to achieving team and organizational goals

Executive Sponsors Managers Team Leads

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They Provide Direction and Lead by Example




Their Vision This is transformational This is important to us, but I don’t get it

Social is a fad. Why would we want to talk to each other?

Level of commitment I want to support & participate

I’ll support but I don’t want to engage

I don’t want to support or engage

Possible pushbacks May need to pull back participation

Don’t communities run themselves?

Reluctance to open comms, social is a toy

How to work with them

Get involved early, co-create vision, share plan, secure event participation

Start small, prove success, share larger vision later, make case for community mgmt

Work with other execs first, educate on proven successes

When to work with them From the beginning After early use case results Brief them on success after

rollout

Enablement necessary

How to’s, align on measurement How to’s, how it’s relevant The why, the how-to’s,

alignment to biz goals

The Visionary The Reluctant The Social Critic

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Focus On Chatter Visionaries

v  identify visionary execs to sponsor Chatter. Share your plan with them and provide Chatter mentorship. Don’t burn effort on converting non-believers at this point.

To Do




•  Private space to practice •  Start small •  Use simple language •  Reverse mentoring •  Schedule time to post and

@ reply •  Praise and measure the

right things

Executive Sponsorship is Nice; Executive Engagement Is Better

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•  Increase relevance •  Bring field closer to HQ,

make better decisions •  Increase employee

engagement •  Get credit for introduction •  Move faster by decentralizing •  Attract & retain best talent •  Out-innovate competitors •  .

•  Social is different •  Honesty, humility and

speed over polish •  No ghost writing •  Be a human; use simple

language •  Comfort with unstructured

& ambiguity •  Community is not

campaign, not 1-way •  Longer time horizon

What’s In It For Them How To Help Them Engage Set Expectations

Why Executive Engagement Is Important

•  Lend credibility and weight; legitimize Chatter as a key business tool

•  Get other execs on board! •  Leaders lead by example. If they

engage, users will too

•  Build culture that makes using Chatter possible

•  Flatten organization – help employees feel engaged

•  Sets expectations for constructive, productive, goal-oriented communication

Top Tip: Start with visionary execs first -- others will follow. There’s nothing better than a little rivalry




Executive Engagement Drives Employee Engagement

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Participate in current discussions and initiatives. Offer their help and connections

Celebrate employees for a job well done




Help Managers to do Their Jobs on Chatter This is a key group because work happens in teams. Executive engagement is not enough to change user behaviors. If your manager thinks Chatter is frivolous, you won’t be using it.

Manager Enablement

•  Explain goals, vision and how-to’s

•  Focus on their WIIFMs: •  Become better leader •  Team alignment •  Greater visibility into team •  More effective cross-functional collaboration

with other groups •  Save money and time

Top Tip: Middle managers often feel misplaced and threatened by social tech. because employees can connect and find information without them. Help them become “Leaders 2.0!”




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Develop Leadership Across Your Chatterati Sponsors: Execs, Managers, Team

Leads










How to Identify and Enable Your “Chatterati” (Chatter Champions)

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They are at the core of the community – a council that participates in major decisions. This is an aspirational group that other SuperUsers should work towards becoming. Give them some special privileges – figure out what’s important to them.

These members are actively helping others, drumming up excitement, onboarding new users. They post actively and with purpose, respond to others’ posts.

Help them help other members. Help them own parts of community; give them deeper insights into community roadmap

These members have stepped up to lead groups. They are mini community managers. Help them by developing a guide to group ownership and work with them in a group.

Founding Champions SuperUsers Group Owners




Idea: Set Up A Private Chatterati Group As A Resource And Collaborative Hub

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It serves a few purposes: •  Chatterati idea exchange and peer support •  Discussion and ideation forum for Chatter initiatives

•  Alignment and coordination •  Community of practice / center of excellence for all

ESN best practices




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Be Relevant And Helpful For Employees Sponsors: Execs, Managers, Team

Leads










Objectives for Employee User Training

•  Share vision and best practices – help them do the right thing

•  Link social to business – how does this help them get their jobs done?

•  Address objections

•  Guide with how to’s and etiquette (check out Getting Started Guide http://bit.ly/ChatterGuide)

•  Help them be rockstars

•  Make the link between job and using a social tool more explicit. People will not collaborate for the sake of collaborating

Check out User Guide Templates in Salesforce Success Community* and make them your own! *http://success.salesforce.com

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Top Tip: Don’t assume that everyone understands @ mentions, #hashtags and other power user features. What may be basic to you, may not be basic to all




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Some More Awesome User Enablement Resources For Your Users

http://bit.ly/WoLvideo http://bit.ly/WoLinfographic

“Work Out Loud and Love Your Job” infographic and video address the questions of “what’s in it for me?” and “how do I get started?” Use them to give your users that extra bit of inspiration!




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Partner With Your Salesforce Administrator Sponsors: Execs, Managers, Team

Leads










Ensure Access to Chatter via all channels

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Partner With Salesforce Admins And IT

Key for Reporting on Chatter usage

Support Chatter Community Manager to ensure appropriate adoption

Role of Administrators




Top Tip: Don’t try to do everything yourself. Templatize what you’re doing and empower your Champions to do it in their areas

Deliver Enablement Programs Digitally and In Person

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Goals Ideas

•  Brown bag sessions

•  Feet on the street

•  Set up tables in common areas to field questions

•  Mascots, swag, cookies, cupcakes, stickers

•  Sign-up clinics, Photo day

•  Share successes and “A-ha” moments

•  Remove friction to sign up

•  Provide the tools on effective use, Do’s and Don’ts

•  Educate users about etiquette and terms of service




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Continue the Conversation About Chatter.. On Chatter!

Top Tips: •  Create a “Best Practices” Chatter group to

continue the conversation in public, and cut down the back and forth

•  Involve your Champs in the process of educating others

•  Be proactive and post tips and tricks. Make it a destination

•  Be patient: behavior change doesn’t happen over night

•  Keep investing in Champions to enable their groups

Doing one training session is not enough. Keep the conversation going!




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Your Action Plan:

Examine your key constituent groups – what do they want and need? How will you win with them?

•  Employees

•  Managers / team leads

•  Executives

Develop enablement packages (use Salesforce templates or create your own)

•  Getting started for users

•  Getting started for managers

•  Getting started for execs

•  Guide to groups

For each group, clearly communicate: •  What’s in it for them

•  Their proposed role

•  What to do and not to do

•  How to get started and get the most out of it quickly (WIIFM)

Develop kits for your champions to deliver these sessions. Encourage them to adapt it by team

Have general brownbag sessions with community at large – your champs can funnel people in here




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Your Action Plan (Continued): Kick off a roadshow:

•  Go to your most important / largest offices

•  Encourage champs to do their own

•  Have a plan and a schedule to go to every office

Content for a roadshow: •  Signup clinic in a public area

•  Photo day

•  Series of brownbag lunches / webinars

•  All-company address by that region’s leader

•  “Feet on the street” – walk around with Chatter shirts on

•  Giveaways / contests (make sure to get a bunch of swag)

•  Be creative!

Ask champs to share their learnings and momentum in the Champs group:

•  Share your learnings and progress as well

Share momentum, photos and other artifacts to the Chatter network to generate buzz




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Let’s Collaborate! Join us in the Salesforce Success Community

•  ENGAGE Group

[http://bit.ly/engagesuccess]

•  Community Management Group

[http://bit.ly/cmtysuccess]

•  Official Product Group

[http://bit.ly/ChatterOfficial]

Help us write this playbook! •  Post your stories, quotes and screenshots

to the ENGAGE Group to be included in the next version

[http://bit.ly/engagesuccess]



Appendix: Community Manager Checklists and Worksheets

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The best way is to ask them. This is why your Chatterati Founding Champions should come from across the organization and be at various levels.

•  What do they need? (that they can and can not verbalize?)

•  What do they need to get their job done?

•  Why will they visit Chatter and why will they return?

•  Why will they participate / contribute? What’s the WIIFM (what’s in it for me?)

•  What else is competing for their time?

•  What’s their passion? Why did they join your company?

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Map User Personas – Analyze What Your Members Need And Their Motivations For Participation

v Separate all your users into personas and answer each question for each persona.

To Do




Create a Plan for Each Use Case Steps: •  Identify use case owner and exec sponsor

•  Who is involved?

•  Why is it better than alternative? What is it

augmenting / replacing?

•  Structure groups & content

•  Start leading with behaviors you want people to

exhibit

•  How will you let people know about it

•  How you will grow

•  How will you make it sticky

•  Things to think through

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Example use case (benefits administration): •  Owner: benefits administrator, SVP or HR

•  Benefits team, employees

•  Ongoing Q&A, dynamic content & knowledge

base, reduce duplication

•  Create benefits group, post useful content

•  Champs start posting questions there, benefits

admin answers them

•  Champs invite their teams, after enough activity

is generated email is sent out

•  champions sign up 5 people each, those people

an additional 5 people each

•  Original content, useful answers, make it primary

document repository

•  How often benefits admin answers questions,

escalation path


What community manager does Thank You Credits:

Maria Ogneva, Director of Adoption Marketing, Salesforce

Phoebe Venkat, Director, Enterprise Collaboration & Community Management, ADT

Bay Creative