Chatter Best Practices 1

Building
Your Chatter
Community
Make Chatter a place
where people want to work
and can be productive
$1.3T untapped
What community manager does
Sets strategy and measure
opportunity in social
technologies.
yet
80% of social
business efforts wont
achieve intended
benefits through 2015.
Design
Invest
Build
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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:
launch
excitement
confusion
disillusionment
attrition
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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
Enable

Meet Sam, the

User
Today, your employees arent 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.
5
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 doesnt understand what its
for or how its 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 Sams Life

I tried it and it
works. I can now
work in Chatter.
Company Actions
Company turns
on Chatter
Company tells users

about Chatter
User Actions
Sam visits
Chatter
Sam makes a
post in Chatter
A habit is formed
This Chatter thing seems

like something that may
be useful to me.
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I see how others

are using it; maybe
I can do the same.
Sams colleagues
engage with Sam
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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. Its for
community managers formal and informal
and for change agents in their organizations.
What youll get out of this Playbook

Youll 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.
To make it easier, weve broken down the adoption process into five main phases:
Design
Invest
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During the rest of this book well follow these steps as we learn how to launch Chatter the right way.
8

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
Whats in it for you?

(the business)
Whats 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
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Prioritize Your Use Cases

High
Social transformation
Ex. redevelop product development

process
Impact to
business
Low
Quick wins
Ex: provide release notes / updates via group
Fools gold
Low Hanging Fruit
Ex. pursuing social for the sake of social
Ex: social / affinity group
Difficult
Easy
Ease of cultural implementation

vAssemble 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.
To Do
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Dont Do Too Much At Once:

Think Of Use Cases As Wedges
Dont 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 theres 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 youre doing this, think through the how. Your technology
decisions should help you drive and encourage the right behaviors:
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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: dont 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.
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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
Point & Click Apps

All the custom objects
and apps youve built
are now accessible
Custom UIs
Build custom UIs with
Visualforce and optimize
them for any form factor
Publisher Custom Actions

Any Publisher action is
brought to any device and
can be highly customized for
any part of your business
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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
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INVEST
RESOURCES
How can you expect results from a community if you dont
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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Set the Right Expectations

Sets strategy
measure
What
Youand
Need
Why Its Different
What It Isnt
Community Manager
while everyone should
contribute to the community
if no one is responsible,
how can it be successful?
Focus on relationships &

trust - it takes time to
build
Top-down, onedirectional
communication
Shouldnt be measured
like other digital
initiatives
Ignoring and deleting

posts you -- or others -dont like
Slow rollout is good, so

set right expectations
for measurement
Glossing over issues

instead of fixing them
Executive Sponsor
Helps legitimize the effort
and galvanize the rest of
the organization to
participate
Resources
Budget, technical resource,
community team
Needs daily investment dont set it and forget it
Talking at people
A transactional
compliance system
Eyeballs and views
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But.. Dont Communities Run Themselves?

In
case you need data to support your ask for a dedicated community manager (whether thats
you or someone else), check out the State of Community Management Report from Community
Roundtable. It shows that community managers dramatically increase engagement levels.
Community Engagement Standards
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What Does a Community Manager Do?

Sets strategy and ensures value
Drives shared purpose and ownership
Measures impact
Builds engagement
Voice of community & company
Grooms Champions to lead
Facilitates, connects
Promotes productivity
Curates and celebrates
Limits destructive behaviors
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Active Community Management Converts What Ifs

Into Opportunities
Information leaks
Complaints
Losing control of conversation
Proper training
Create advocates
Promote productive
conversation
Accelerate knowledge transfer
videntify your organizations What Ifs and how community management can resolve them and when
functional HR and legal needs to be looped in
To Do
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To Be Successful, Each Use Case Needs Sponsorship

Each High Impact Use Case

Needs Sponsorship
Social
Transformation
Quick Wins
high
Impact to
Business
Executive
Sponsor
low
difficult
Use Case
Owner
easy
Ease of Cultural Implementation
vGo 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
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Building an Internal Chatter Community Takes a Team

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

Resource
Technical & Design Resource --- as Needed Going Forward
Internal
Enablement
Tech Launch
Nice
To Have
Building
Community
W/Champs
Project Manager
Community Strategist
Internal Comms, IT, HR, Legal
Extended
Team
Executive Sponsors
Team & LOB Leads, Department Heads
Founding Champions And User Case Owners
vIdentify your core team, extended team and key participants.
To Do
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Top tip: Include constructive skeptics to run ideas by
Big Public
Launch
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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 wont
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
Never stop evangelizing internally to

garner support for the cause.
Build out your team. At the very least, youll

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 cant get a full-time resources, make
sure it becomes part of someones 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
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BUILD:
START SMALL, BUILD,
INVOLVE MEMBERS
Dont try to boil the ocean. Start small, gather support, build
community with community, and start proving value.
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Roll Out Slowly, In Phases

Dont launch
yet
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Launching your Chatter network isnt 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 dont 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. Lets
take a look how to stage your rollout.
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Show Dont Tell the Value

Heres
how to avoid the empty bar
syndrome. Show -- dont 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 peoples work or things
important to them, the more they will use it.
vIdentify existing technologies that should connect to Chatter for a seamless experience.
To Do
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Build a Champion Army

Whos
going to create all this action? Your
like-minded future community members: lets
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 cant foresee everything
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
Peer to peer evangelism is more authentic

than top-down
Your members know what you need better

than you do
Willing and able to evangelize and

influence
Willing and able to build with you
It turns people into natural evangelists
Knowledgeable about social technologies

and possess etiquette
Your Champions behavior informs how future

members behave
To Do
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
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Be the Change You Want to See

By
being
theandfirst
participants, you and your
Sets
strategy
measure
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 youve identified your Chatterati champs, here are some things you can do together
to kick things off.
Mobilize
Meet in small groups
and 1:1
Co-create charter and

vision statement
Identify champions
Come up with a simple

Elevator pitch about
strategic importance
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
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Align
Agree on milestones and

what success looks like
How youll execute on
your wedge use cases
Agree on role,
expectations and
recruitment
Plan
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
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Start Working On Your Use Cases In Groups.

Here Are Some Best Practices To Set A Good Example
1. Be clear about purpose: which use case it

supports, whats 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
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Address Governance; Involve Champions In The Process

Governance
Public vs Private
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 youll 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.
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Which groups are

public vs. private
Help participants
do the right thing
Public by default
Think through
NDAs & contractors
Groups and Files
User Management
Provisioning
Deprovisioning
Flagging
Automated vs.
manual
Group & file

governance &
best practices
External vs.
internal
Official vs.
unofficial
Escalation
What merits
escalation
To whom to
escalate
How to escalate
Role of champs &
group owners
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Caveat: Have a Light Touch

Make
structural
and governance decisions,
Sets strategy
and measure
but dont 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 dont limit your users
encourage them to create their own.
You wont know everything ahead of time;
allow use cases to emerge from actual use
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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Enable
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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 (dont 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
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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?
Run the plan by them; validate it give them

an opportunity to brainstorm and evolve it
What are the right groups?
Invite all the champs into a private Champs

group where the group can swap best
practices and support each other
Who are the right people?
Whats the right content?
What are the right business systems?
GROW AND
CAPTIVATE
Spread the word! Demonstrate value and earn a return visit.
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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:
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
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
vCreate a guide for your champions to talk to their teams.
To Do
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Ramp Up to All-Company Communication

(Marketing Launch)
Now
youre ready to go wide with your communication.
Kick off with your exec sponsor introducing the vision for
Chatter and communicating benefits and how-tos
Publish success and findings from early use:
Use variety of mediums to reach users who arent 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
Top Tip: Have fun, but be relevant to the companys culture.

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Culminate In Events
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
Event Formats
Digital Events
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
.
Physical Events
Tie Chatter to an existing

event and use it as a
discussion channel
Townhall / All-hands events
Internal conference
External conference
Things to Do
Take questions ahead

of time
Take questions in real time
and continue conversation
afterwards
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
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What Marketing Assets Do I Need?

Giveaways
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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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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
Prepare for a marketing launch (but

remember: do this only when theres enough
critical mass, excitement and constructive
work in the community)
Use case discovery worksheet
Enlist an exec to communicate in an

appropriate venue
Overcoming objections
Ask for time at appropriate team meetings
Make sure to have an ongoing conversation

with Champs in your private group whats
working, what isnt, what the challenges are:
A regular cadence of calls / meetings is great
to keep the group energized
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!
Brief execs on their role in event
Provide Chatter as a backchannel during event

(in a group)
Take questions ahead of time itll make

execs feel better
Select a community manager to lead the event

on Chatter
Have volunteer moderators standing by
Communicate logistics / pre-event discussion /

questions
If event is digital only, get in the same physical

location to discuss whats happening in
real time
Continue discussion after event
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Plan Properly
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? Whats in it for me?
What do I do when I get there?
Whats considered appropriate? What if I make a
mistake?
How do I make it part of my day?
What does it mean to my identity?
Everyones listening to their favorite radio

station: WIIFM (whats in it for me?)
Top Tip: Dont 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?

Manager Objections
Manager Objections
Objection
Assurance
Objection
Assurance
Time wasting
Share success
Dont get social
Enablement, success
Information leaks
Governance plan
No one responds
Early use case results
Losing control of
conversation
Active community
management
Boss will think Im

slacking
Team Roll out
Negativity
Community mgmt
People will copy me
They can help you
Employee harassment
Terms of service,
governance
Someone will debate me

publicly
Well help you stay on

track. Debate is good
What to post?
Use cases
What to post?
Enablement, use case
Not relevant to my job
Use cases, success
Not relevant to my job
Enablement, use case
Too busy
Too many @ mentions
Dont want others to
know my plans
Time savings
Others can answer
Benefits of collaboration
Too busy
Too many messages
Dont want others to
know my plans
Time savings
Others can answer
Benefits of collaboration
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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
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Your Approach Should Differ Across Stakeholder Groups:

Sponsors:
Sets strategy and
measure
Execs,
Managers, Team
Leads
Use Case Owners
Champions,
Group Owners
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Key to success in organizations is breath of

sponsorship starting with the executives. Dont forget
team managers either
Use Case Owners are mini Community Managers
for each use case
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
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Managers and Execs Are Key to Adoption

Sponsors:
Sets strategy and
measure
Execs,
Managers, Team
Leads
Use Case Owners
Champions,
Group Owners
45

for each use case

Employees

Administration

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They Provide Direction and Lead by Example

Sets strategy
and measure
Executive
Sponsors
46
C-Level or SVP
Believes in Chatter
Legitimizes; increases
visibility
Leads by example;
engages
Communicates value
to execs
Managers
Embrace
collaborative
working to
achieving team
and
organizational
goals
Team Leads
Engage in
conversations
Keep the
productivity drum
beat going
Project-based
leadership
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Focus On Chatter Visionaries

Sets strategy and measure The Visionary
The Reluctant
The Social Critic
This is transformational
This is important to us, but I

dont get it
Social is a fad. Why would we

want to talk to each other?
Level of commitment
I want to support &

participate
Ill support but I dont want to

engage
I dont want to support or

engage
Possible pushbacks
May need to pull back

participation
Dont communities run

themselves?
Reluctance to open comms,

social is a toy
Get involved early, cocreate 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
From the beginning
After early use case results
Brief them on success after

rollout
How tos, align on

measurement
How tos, how its relevant
The why, the how-tos,

alignment to biz goals
Their Vision
How to work
with them
When to work
with them
Enablement
necessary
videntify visionary execs to sponsor Chatter. Share your plan with them and provide Chatter mentorship.
Dont burn effort on converting non-believers at this point.
To Do
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Executive Sponsorship is Nice;

Executive Engagement Is Better
Why Executive Engagement Is Important
Whats In It For Them
48
Top
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
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
.
Build culture that makes using Chatter

possible
Flatten organization help employees
feel engaged
Sets expectations for constructive,
productive, goal-oriented communication
How To Help Them Engage
Private space to practice

Start small
Use simple language
Reverse mentoring
Schedule time to post and
@ reply
Praise and measure the
right things
Set Expectations
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
Tip: Start with visionary execs first -- others will follow. Theres nothing better than a little rivalry
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Executive Engagement Drives Employee Engagement

Celebrate employees for a job well done
Participate in current discussions and

initiatives. Offer their help and connections
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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 wont be using it.
Manager Enablement
Explain goals, vision and how-tos
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!
Design
Invest
Build
Grow
Enable
Develop Leadership Across Your Chatterati

Sponsors:
Sets strategy and
measure
Execs,
Managers, Team
Leads
Use Case Owners
Champions,
Group Owners
51

for each use case

Employees

Administration

Design
Invest
Build
Grow
Enable
How to Identify and Enable Your Chatterati

(Chatter Champions)
Founding Champions
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
whats important to them.
52
SuperUsers
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
Group Owners
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.
Design
Invest
Build
Grow
Enable
Idea: Set Up A Private Chatterati Group As A Resource And

Collaborative Hub
It serves a few purposes:

Chatterati idea exchange and peer support
Discussion and ideation forum for Chatter initiatives
53
Alignment and coordination

Community of practice / center of excellence for all
ESN best practices
Design
Invest
Build
Grow
Enable
Be Relevant And Helpful For Employees

Sponsors:
Sets strategy and
measure
Execs,
Managers, Team
Leads
Use Case Owners
Champions,
Group Owners
54

for each use case

Employees

Administration

Design
Invest
Build
Grow
Enable
Objectives for Employee User Training

Share
vision
and best practices help
Sets
strategy and
measure
them do the right thing
Link social to business how does this
help them get their jobs done?
Address objections
Guide with how tos 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
Top Tip: Dont assume that everyone
understands @ mentions, #hashtags and
other power user features. What may be
basic to you, may not be basic to all
55
Check out User

Guide Templates in
Salesforce Success
Community* and
make them
your own!
*http://success.salesforce.com
Design
Invest
Build
Grow
Enable
Some More Awesome User Enablement Resources

For Your Users
Work Out Loud and Love Your Job infographic and video address the questions of whats in it for
me? and how do I get started? Use them to give your users that extra bit of inspiration!
http://bit.ly/WoLinfographic
56
http://bit.ly/WoLvideo
Design
Invest
Build
Grow
Enable
Partner With Your Salesforce Administrator

Sponsors:
Sets strategy and
measure
Execs,
Managers, Team
Leads
Use Case Owners
Champions,
Group Owners
57

for each use case

Employees

Administration

Design
Invest
Build
Grow
Enable
Partner With Salesforce Admins And IT

Role of Administrators
Key for Reporting on Chatter usage
Ensure Access to Chatter via all channels
Support Chatter Community Manager to

ensure appropriate adoption
58
Design
Invest
Build
Grow
Enable
Deliver Enablement Programs Digitally and In Person

Goals
Ideas
Share successes and

A-ha moments
Brown bag sessions
Remove friction to
sign up
Set up tables in
common areas to
field questions
Provide the tools on

effective use, Dos
and Donts
Educate users about
etiquette and terms
of service
Feet on the street
Mascots, swag,
cookies, cupcakes,
stickers
Sign-up clinics,
Photo day
Top Tip: Dont try to do everything yourself. Templatize what youre doing and empower your
Champions to do it in their areas
59
Design
Invest
Build
Grow
Enable
Continue the Conversation About Chatter.. On Chatter!

Sets
strategy and measure
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 doesnt happen
over night
Keep investing in Champions to enable
their groups
Doing one training session is not enough.

Keep the conversation going!
60
Design
Invest
Build
Grow
Enable
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
61
For each group, clearly communicate:

Whats 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
Design
Invest
Build
Grow
Enable
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 regions leader
Feet on the street walk around with Chatter
shirts on
Giveaways / contests (make sure to get a
bunch of swag)
Be creative!
62
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
Design
Invest
Build
Grow
Enable
Lets Collaborate!
Join
in the
Salesforce Success
Sets us
strategy
and measure
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]
63

Appendix:
Community
Manager Checklists
and Worksheets
64
Design
Invest
Build
Grow
Enable
Map User Personas Analyze What Your Members Need And

Their Motivations For Participation
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? Whats the WIIFM (whats in it for me?)
What else is competing for their time?
Whats their passion? Why did they join your company?
vSeparate all your users into personas and answer each question for each persona.
To Do
65
Design
Invest
Build
Grow
Enable
Create a Plan for Each Use Case

Steps:
Example use case (benefits administration):
Identify use case owner and exec sponsor
Owner: benefits administrator, SVP or HR
Who is involved?
Benefits team, employees
Why is it better than alternative? What is it
Ongoing Q&A, dynamic content & knowledge
augmenting / replacing?
base, reduce duplication
Structure groups & content
Create benefits group, post useful content
Start leading with behaviors you want people to
Champs start posting questions there, benefits
exhibit
How will you let people know about it
How you will grow
How will you make it sticky
Things to think through
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
66
Thank
You
Credits:
Maria Ogneva, Director of Adoption Marketing, Salesforce

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

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Building

Poorly launched communities frequently follow this progression:

What community manager does

Build it, they will come approach

What community manager does

Meet Sam, the

This is What Badly Launched

Sam finds out about Chatter

If you build it,

This Is What It Takes To Make Chatter Sticky In Sams Life

Company tells users

This Chatter thing seems

I see how others

We Created This Playbook To Help You Help Sam Read on!

What youll get out of this Playbook

What community manager does

Start with Why:

Whats in it for you?

** see Appendix for a user persona development worksheet

Prioritize Your Use Cases

What community manager does

Ex. redevelop product development

Low Hanging Fruit

Ex. pursuing social for the sake of social

Ex: social / affinity group

Ease of cultural implementation

Dont Do Too Much At Once:

Dont pile on a lot of change it can overwhelm

Address Technology To Execute On These Use Cases

The right business objects that are relevant to these users

Customizations (VisualForce, etc)

What Do Your Users Want?

Point & Click Apps

Publisher Custom Actions

Your Action Plan:

Brainstorm use cases

What community manager does

Set the Right Expectations

Why Its Different

Focus on relationships &

Ignoring and deleting

Slow rollout is good, so

Glossing over issues

Needs daily investment dont set it and forget it

But.. Dont Communities Run Themselves?

What Does a Community Manager Do?

What community manager does

Sets strategy and ensures value

Drives shared purpose and ownership

Voice of community & company

Grooms Champions to lead

Curates and celebrates

Limits destructive behaviors

Active Community Management Converts What Ifs

To Be Successful, Each Use Case Needs Sponsorship

Each High Impact Use Case

Sets strategy and measure

Ease of Cultural Implementation

Building an Internal Chatter Community Takes a Team

Technical & Design

Technical & Design Resource --- as Needed Going Forward

vIdentify your core team, extended team and key participants.

Top tip: Include constructive skeptics to run ideas by