Dan Franc for Google

1. DEEPDIVE ON
COMMUNITY MANAGEMENT
DAN FRANC FOR
GOOGLE DEVELOPER + OUTREACH OFFSITE
JULY 8, 2011

2. EFFICIENT
EFFECTIVE
DURABLE
SCALABLE
= COMMUNITIES

3. I
train

4. I
love

5. I
network

6. I
have
my
passions

7. I
have
my
passions

8. I
have
my
passions

9. DEVELO- USERS, BIZ,
PERS TEACHERS,
...

10. http://geolabs.com.br/pulse/

14. THE POINT FOR TODAY IS...:
1. COMMUNITIES (GTUG) CAN HELP DEVELOPER
RELATIONS ON A GRAND SCALE
2. THEY EMERGE GRASSROOT - AND THEY CAN BE HELPED
3. THEY FOLLOW CERTAIN DEVELOPMENT PATTERN THAT
CAN BE SUPPORTED AND ACCELERATED
4. LOCAL GOOGLE CAN BE INVOLVED INTO A VARYING
EXTENT - THE CHOICE IS YOURS

15. COMMUNITY IS...

16. COMMUNITY IS A BUNCH OF
CONNECTED PEOPLE

17. COMMUNITY IS A BUNCH OF
CONNECTED PEOPLE (VIA A
SHARED PASSION *))
*) NOT NECESSARILY SHARED GOALS, INTEREST OR DEMOGRAPHICS

18. COMMUNITY IS A BUNCH OF
CONNECTED PEOPLE.
NOT A FOLLOWING, WHERE
MANY FOLLOW ONE.

19. COMMUNITY IS A BUNCH OF
CONNECTED AND INTERACTING
PEOPLE.

20. COMMUNITY IS A BUNCH (TINY,
HUGE... SIZE DOESN’T
MATTER) OF CONNECTED AND
INTERACTING PEOPLE

21. COMMUNITY IS A BUNCH OF
CONNECTED AND INTERACTING
PEOPLE, WHICH GIVES ITS
MEMBERS SOMETHING: SENSE.
“My
belong
to”
“I
life
is
assion”
“I
live
my
pbetter”

22. Bottom line of the nature of communities:
To see a community develop, you need to support
creation of an environment of connected and
interacting people, which makes their life better.
Structures without these elements might not be a
communities and the community power might not be
applicable to them.

23. PEOPLE LOVE THE SENSE OF
BELONGING TO A COMMUNITY

24. Text
Text
“Sorry ladies. Geeks only.”
EVEN GUYS.
EVEN THE IT GUYS. cartoon credit: +Lub Beyer

25. BUT COMMUNITY ISN’T JUST
A CROWD. IT’S A TRIBE.

26. PEOPLE LOOK FOR THEIR TRIBE

27. RELATIONSHIPS: FAMILY
ACTIVITY: SPONTANEOUS
CREATIVITY: WILD & CHAOTIC
PARTICIPATION: ENGAGED
LOYALTY: HIGH
PEOPLE LOOK FOR THEIR TRIBE

28. LET’S HELP THEM FIND IT!

29. WE NEED A
PLUMBER, A
GARDENER AND A
GATEKEEPER
BUT HEY, WE DON’T
NEED A BOSS!

30. ?
CAN WE PROVIDE THESE?

31. ?
AND WHAT’S IN IT FOR US?

32. RELATIONSHIPS: FAMILY
ACTIVITY: SPONTANEOUS
CREATIVITY: WILD & CHAOTIC
PARTICIPATION: ENGAGED
LOYALTY: HIGH
AND WHAT’S IN IT FOR US?
IT MUST BE ESSENTIALLY THE SAME, WHAT’S IN IT FOR MEMBERS.
YOU ARE ONLY ONE OF THE COMMUNITY MEMBERS, AFTER ALL.

33. Attract
to
tech
Build
loyalty
Get
feedback
Build
buzz
Learn
about
dev
needs
Build
awareness
Educate
the
system
Find
developers
Have
apps
done
Tap
the
innovations
AND WHAT’S IN IT FOR US?

34. IT’S NOT A
MARKETING
TOOL !

35. old school relationships community communication
we
launch
campaigns
to
the
community we
insert
stimuli
into
community
we
communicate
one
way the
community
talks
to
us
it’s
the
community
members
who
talk
it’s
only
us
who
talk
about
us
about
us
we
talk
to
a
community we
are
members
of
a
community
we
do
market
studies the
market
explains
itself
to
us

36. BUT: MEMBERS’ INTEREST MUST
GO FIRST. ALWAYS.

37. Bottom line of the tribal leadership:
You have to find out what your audience is passionate
about - best by listening to the existing chatter, which
also proves that this passion has the power to connect.
Then create a mechanism for people to relate to one
another based on that passion.
Be aware of the benefits for you, but don’t build
everything on them and don’t see the community as
your marketing branch. That’s the zen way of getting
from communities what you don’t cling to.

38. BUILDING A COMMUNITY

39. BUILDING A COMMUNITY

40. “INSPIRING COMMUNITY
GROWTH”

41. 1.
DESIGN
2.
SEEDING
3.
SILENT
LAUNCH
4.
PUBLIC
LAUNCH
5.
SUSTAINABILITY

42. IT
DOES
TAKE
TIME
TO GET
TO THE
STARS

43. TAKE ONLY
ONE STEP AT A
TIME SO THAT
YOU CAN
BACKTRACK
EASILY. BETTER
MANY SMALL
STEPS THAN
ONE BIG LEAP.

44. BUT ONCE
THE
COMMUNITY
GETS
ROLLING,
NOTHING
CAN STOP IT.

45. Bottom line of the community evolution:
Newly evolved communities follow similar patterns of
their growth but you never can be sure how the
individual steps will look like and how long they will
take. But once the mass of energy, people and
connections is created, it’s undestructible.

46. 1.
DESIGN
EMBRACING GTUG

47. DECIDE ON THE BENEFITS
who
the
GTUG
will
be
mainly
for
about?
Will
members
benefit
and
how?
Will
organizers
benefit
and
how?
Will
Google
benefit
and
how?

48. DECIDE “WHY” A COMMUNITY
right
way
to
achieve
the
benefits?
Is
a
community
the
In
your
country
and
around
the
passion
you
identified..
is
there
potential
for
a
community
?
Does
the
management
support
the
initiative?

49. ENVISION THE CULTURE
Values
Norms
Behaviors

50. ENVISION THE CULTURE
Values
Norms
Behaviors
THIS IS HOW IT’S OFTEN DONE,
BUT IT’S NOT NECESSARILY GREAT.
DEFINING JUST BEHAVIORS OR
RULES DOESN’T PROVIDE A
STRONG GUIDANCE FOR NEW
INITIATIVES OR IDEAS.

51. ENVISION THE CULTURE
Values
Norms
Behaviors

52. DECIDE ON THE SUPPORT FORM
• EVENTS • “VIP
TREATMENT”
of
organizers
• room
hosting
• beta
tests
• event
co-­‐organization
• Google
access
• logistics
&
catering
support
• special
events
• banners,
branding
• “insider
info”
• promotion
• PROMO
&
PR
• CONTENTS
• GTUG
promotion
• speakers
• activity
promotion
• online/offline
kits

53. DECIDE ON THE SUPPORT FORM
• SWAG • web,
domain,
templates
• for
members • meeting
spaces
• for
organizers • NETWORKING
• MENTORING/COACHING • door-­‐opener
to
Google
partners
• technical
• door-­‐opener
to
friendly
press
• organizational
• door-­‐opened
to
other
groups
• PLATFORM
CREATION
• FINANCIAL
SUPPORT
• “central”
group

54. DECIDE HOW FAR YOU WANT TO GO
• AT
THE
MINIMUM: • OK,
BUT...:
• announce
GTUG
in
your
• “Build
it
and
they
will
come”
country,
possibly
by
an
event
or
syndrom
two
• Internal
champions
are
not
so
• have
someone
in
Google
be
passionate
as
external
responsible
for
ongoing
community
members
promotion
of
the
idea
and
handling
enquiries
/
support • chapters
won’t
be
coordinated
-­‐
little
effect
multiplication
• support
won’t
be
coordinated
-­‐
lots
of
communication
will
be
needd

55. WANT MORE?
THEN DECIDE IF YOU HAVE THE BALLS...
...
to
deal
with
community
specifics:
...
long
run
...
unpredictability
...
more
facilitation
than
management
...
shared
ownership
...
work
with
volunteers
...
creating
a
non-­‐corporate
atmosphere

56. Bottom line of the community preparation:
You have to decide whether a community is a right
form for your goals and how much you want to be
involved.
At the minimum, you can setup the tone and create an
“empty garden” for seeds to arrive (hopefully).
If you decide to support a community, you must learn
a non-hierarchical managerial style and let go your
control of ownership.

57. PREPARING
2.
SEEDING
THE GROUND

58. GTUG CHAPTER INCUBATION PROCESS

59. WHO IS WHO?
[National
le
vel
power-­‐l
eaders]
[Google]
rs
apter
leade [Chapter
organizers]
Individual
ch
GTUG
[Power
members]
activit
recipie y
n ts
est
[General
inter
IT’S REALLY NOT A
HIERARCHICAL PYRAMID,
IT’S MORE A WEB OF
members]
RELATIONSHIPS. MANY
ROLES ARE ALSO
[OPTIONAL].

60. FORM A CORE ORGANIZER GROUP

61. ID POTENTIAL GTUG LEADERS
• WHERE
TO
LOOK
? • WHO
TO
LOOK
FOR?
• other
communities
-­‐
JUG,
Barcamp,
• communicative
people
Hackerspace,
HUB,
etc.
• people
“in
the
growth
mode”
• student
organizations
etc.
• Nice
to
have
features:
• bloggers
• already
organized
events,
• active
online
community
communities
participants
• developer
personae
• startups
• ...
start
looking
for
key
personalities
• your
network
and
network
of
your
friends

62. INSPIRE THE CORE GROUP
• TO
GET
GOING:
•
incubate
a
chapter
• submit
the
GTUG
application
• TO
DO
EVENTS:
• ideas
for
contents,
format
• offer
of
speakers
• TO
COMMUNICATE
AND
COORDINATE:
• participate
in
many-­‐to-­‐many
communication

63. ACCEPT SHARED CONTROL
old school control community control
our
company
people
create
values our
community
members
create
values
our
company
“owns”
people
who
create
our
company
“attracts”
people
who
values create
values
our
company
owns
the
product
or
the
our
company
participates
in
the
platform ownership
of
the
community
products
our
company
owns
all
know-­‐how
or
can
the
knowledge
is
spread
among
choose
to
open
it community
members
decisions
in
our
company
are
top-­‐down
decisions
in
our
community
are
spread
and
hierarchical and
non-­‐hierarchical

64. YOU WILL NEVER DESIGN A PERFECT
SYSTEM. EVEN WITH COMMUNITIES,
IT’S AN ITERATION AFTER ITERATION

65. Bottom line of the seeding phase:
It’ll be as good as will be the people who will actually
be the gravity points towards which other organizers,
members and activity recipients will be attracted.
And if you manage to get those leaders under one
umbrella, you will create a potential to multiply their
effect and help creation of a truly national community.
Don’t plan too much though.

66. OPEN IT,
3.
SILENT
LAUNCH
BUT STAY CALM

67. WHAT TO DO HERE?
• Keep
running
events
but
be
prepared
for
a
lot
of
finetuning
• Do
some
promotion
for
them,
but
not
overdo
it
• Keep
personal
networking
• Focus
heavily
on
the
seed
group
of
organizers
• Open
up
the
scale
for
more
complex
/
longer
events

68. REMEMBER:
IT. TAKES. TIME.

69. BUT IT CAN’T BE STOPPED,
ONCE IT GOES, EITHER

70. Bottom line of the silent launch:
Just hold your horses!
Watch, reflect, change (anything).

71. 4.
PUBLIC
LAUNCH
GET PUBLICLY
AND GROW
EXCITED

72. NOW LET EVERYONE KNOW...
AND EXPECT SOME WAVES OF INTEREST.

73. FOR THE
GROWTH, FORGET
ABOUT A CENTER.
THE MOVEMENT
IS DEFINED BY
THE CHAPTERS

74. YET ANOTHER GOLDEN MANTRA
You
can’t
make
people
join
GTUG,
become
organizers
or
create
events.
All
you
can
do
is
to
create
an
attractive
environment
that
will
stimulate
all
this.

75. PEOPLE CONTENTS ATMOSPHERE
SECRET RECIPE
OWNERSHIP FREEDOM INTERACTIONS

76. PEOPLE CONTENTS ATMOSPHERE
EMOTIONS
SECRET RECIPE
OWNERSHIP FREEDOM INTERACTIONS

77. Meh.
“Emotions”.
“Mantras”.
It’s
all
about
numbers.
So
cut
the
#crap

78. HOW TO MEASURE THE COMMUNITY?
• QUANTITATIVE
INDICATORS: • #
of
forum
posts
• #
of
events • #
of
feedback
collected
• #
of
participants
per
event
• #
of
pageviews
/
uniques
• #
of
chapters
• #
of
organizers
• #
of
positive
@mentions

79. HOW TO MEASURE THE COMMUNITY?
• QUALITATIVE
INDICATORS:
• the
assesment
of
GTUG
leaders
/
superleader
• the
assessment
of
Google
coordinator
• the
quality
of
events
• the
impact
of
activities
• the
activities
of
the
community
inspired
by
GTUG

80. Bottom line of the public launch:
Be ready for start of a great diversity in chapters
(form, activities, tech focus). Stimulate it - it helps you.
Also it’s time to start looking more closely at how
you’re doing.
And again: change anything and without too much
dancing around.

81. 5.
SUSTAINABILITY
LET IT GROW.
AND LET IT BE.

82. IT MIGHT RUN ON
AUTOPILOT.

83. BUT ONLY
FOR A WHILE

84. COMMUNITIES ARE LIKE A MOON. THEY’RE
EITHER GROWING, OR DECREASING.

85. ALWAYS CHANGE THINGS,
ALWAYS ADD THINGS.

86. AND WHEN THEIR TIME
COMES, LET THEM GO

87. Bottom line of the sustained growth:
Don’t go on autopilot.
The energy/resources that you’ll get by seeing many of
the things done by the community can now be spent
on new projects, new chapters, new dreams - and on
dealing with leadership succession and activity
terminations.

88. AND THAT’S IT.

89. OH, ONE MORE THING.

90. DO IT FOR PEOPLE AND THEIR
LIVES, NOT FOR YOU.
I
train

91. CREATE A POSITIVE RELATIONSHIP
ATMOSPHERE
I
love

92. CREATE A FREE SPACE FOR
CONNECTING AND INTERACTING
I
network

93. AND LET PEOPLE LIVE THEIR
PASSIONS
and
I
have
my
passions

94. Daniel
Franc
dan@gug.cz
@danfranc,
@unisona,
@gugcz
facebook.com/gugcz
linkedIn:
Daniel
Franc