Monthly Archives: April 2013

The Evolution of a Community Manager’s Job Description

flickr-Slack pics cc license This week’s readings revisited the idea of pinning down a specific job description for community managers. While it’s true that the duties and responsibilities of community managers vary by company (just as the office environment and reporting structure varies across company lines), there are a few tenets pulled from these readings that I think are applicable to all community managers:

1. Communicate, engage and build relationships

You’re nothing without the members of your community, and you have nothing without their unique voices and talents. To keep them coming back, and to facilitate an environment where people are self-motivated to return, is your ultimate goal. You should have polished communications skills, and the ability to engage and build connections between people should come as second nature, both on and offline.

2. Be good with numbers…

…Both from an analytics perspective and a strategic one. Know which metrics are important and why, and use the numbers you collect to your own advantage.

3. Listen to and empower your community members; make the empowerment and action process easy and attainable for them, your community members and the lifeblood of the very thing you built.

Facilitate change, and give people easy opportunities to help themselves. Model the user experience after what the customers want, and never lose sight of their value as your single biggest resource and provider.

How will the community manager’s job description change?

I think it’s a safe bet that job descriptions and the explicit roles of community managers will, by and large, stay pretty consistent. But the hard skills necessary (i.e. user competency on new platforms) to perform these tasks which will morph, and continue to develop as the technology develops. The adage that you must go where your customer or community is stands true here – whichever platforms house the target demographic you’re looking to engage should be the ones the community manager uses, and in that sense, the job description will evolve at the platforms evolve.

Also, if current trends in customer service and business are any indicator, I think the future value of the consumer may be a very variable thing between different companies and service industries. I think that the community manager’s job description will therefore include a lot more company-to-customer interactions; though not necessarily in the genre of marketing or of customer service.

I see community managers as people responsible bringing themselves and their company down to the level of their consumers. It takes a very gifted community manager and the right company to provide a space where the people interacting are enthusiastic enough about a company or service that they willingly talk about the company positively, and on the company’s turf. To me, that’s the ultimate goal, and it will be interesting to see how the appearance of that goal changes over time.

Scaling and Growth in Online Communities

banner_online_communityAs an online community grows, it has different needs. “The community manager will find him or herself dealing with new challenges that may require adjustments be made in order to scale their efforts.” (Richard Millington, FeverBee). Scaling your community is a good way to proceed and be effectual .

The role of a community manager should  evolve from  handling day to day work towards developing processes which allow the community to scale and develop.  Using data to optimize growth is a great way to get things moving.

  • Using Data – Now some of you may be saying “I’m a community manager not a data analyst!” While this is true, capital is an ever-present constraint, and the focus must always be to squeeze maximum growth from limited capital. Data is the answer. It will help you find target topics that are shared by members in the community. Maybe it is a demographic, a physical location or the fact that they all like cheese. Find the commonality and get them talking to each other. This will create a new branch of your ever growing community.
  • Track Members – It is important for you to recognize what stage all of your members are at.  While it looks great to have a large number of registered members you will need to quickly find the active ones. They will be posting at least every month (or more frequently). They will also be fundamental in helping new members to feel welcome. This is a great way to get new members to convert to regulars. By tracking active, regular and new members you will keep your community balanced and healthy. You will also recognize where you need to work as members come and go, your community grows, and you identify your potential leaders of conversation.
  • Conversions – In the words of Richard Millington, founder of FeverBee, “Golden Rule 3: The conversion process neither begins nor ends with the registration page.” We need to focus on how many active, participating, members you have. To do that, look at what happens after the registration page.  It may be better to ask for their first contribution before being asked to give a username, password and e-mail to register. After they register, get them to the “party” right away. Direct them with a link or some other vehicle to get them engaged. This is the shift from new to participating member. From here, your community can help to encourage a long term membership and active participation if the member is looking for that. This is where they become more involved, posting and commenting, actively engaging in the community. The next step –Volunteers.
  • Volunteers – This is the cream of the crop and well worth tracking. Their numbers will be low, but this group will be a part of creating growth, activity and a sense of belonging in the community. This form of scaling helps the community manager shift from managing all members to managing the volunteers, thus freeing up time for other things like strategic planning and tracking data.

online cm book

Most communities that fail do so because they spend too much time and money building in the wrong forum before realizing too late what the right forum should have been. Some great advice from one of the top Community Mangers in the business, Deb Ng, author of Online Community Management for Dummies shares this thought -“Logging all of your community’s activities and actions will help you determine how your community is growing and what areas need work.” Using all of the tools available to keep track of your community’s activities will help you achieve your goals. These words of wisdom will be a great guide to you as you pursue your passion to grow your online community.

Thanks for reading and feel free to share your comments, thoughts, tips and tricks of scaling and growing an online community.


Last Google+ Hangout of the Semester

Greetings CMGR Class! Unfortunately, I couldn’t attend the Google+ Hangout for class due to an unfortunate family matter. I’ll spare everyone the details, but I truly regret not being able to participate in the last hangout of the semester. This week we’re discussing scaling a community and how to make it more manageable, which I will be moderating. I believe this is a very important topic because it ensure that a Community Manager isn’t overloaded and can adequately maintain their community.

Last week we discussed analytics, metrics, and ambassador programs. I find metrics to be very interesting because it is something that I use every day at work. We have a multitude of SaaS providers that we use to monitor the performance, up/down time, and various other aspects of our web portals. Ambassador programs are important because it can expose your community to a new audience therefore improving the discussion between your participants.

outreachAmbassador Programs

Kelly mentioned Wegman’s food stores for ambassador programs, emphasizing the endless possibilities for implementing them. I think this is a great example because Wegman’s has a great, well-known brand (in certain areas) that can be used to generate a lot of interest among consumers. Depending on the location, Wegman’s could benefit from an ambassador program embracing an online community that may be a bit foreign to their own. The new audience would definitely prove to be useful when they are attempting to expand their market to a new city or state.

Justification for such an ambassador program requires detailed metrics, which may include the following:

  • # of consumers participating in community that convert to sales
  • Overall social media activity – # of tweets, posts, likes, etc…
  • Feedback from surveys sent to your audience
  • # of unique visits between major social media networks (Twitter vs. Facebook vs. Tumblr)

The most important of all metrics is conversion – how many participants on social networks turn into actual customers? How much revenue am I gaining for each of these new consumers? Questions such as these must be answered to justify any type of spending by a company to support a program.


I listed a few metrics that I use for my job that assists me with assessing how we’re doing when meeting our customers’ needs. These include metrics such as average load times, browser usage, down/up times, server load / bandwidth and Google analytics. Metrics assist me with determining how we can improve our process to make our audience happier. If they are waiting over a minute for a page to load, obviously a person won’t be happy and might leave.

Overall, last week was great and I’m looking forward to this week’s moderation assignment. I wish I could have made it to the last class… this was a truly valuable experience and I appreciate everyone’s feedback.

Ramping up Social Media Community Growth via the Conversion Process

Scaling Up

Image courtesy of jscreationzs

In his book Buzzing Communities: How to Build Bigger, Better, and More Active Online Communities, Richard Millington argues that ones of the keys to growing your social media community is to optimize the conversion process. By the conversion process, he means converting non-visitors to visitors, visitors to registrants, registrants to participants, participants to regulars, and regulars to volunteers.

Non-visitors to Visitors

The first step is to look at your current process for attracting people to your community. Ask yourself, “What sources attracted the current members to your community?”. Identify the best sources of traffic and concentrate on exploiting these sources to draw more people into your community. If a particular blogger has referred a large amount of traffic to your site in the past, work with him/her to improve your relationship and increase your future traffic. In short, focus on the sources that have been the most successful in driving traffic to your site in the past and work to accelerate the amount of traffic generated by these sites.

Visitors to Registrants

Once you have gotten someone to visit your site, the next step is to get them to register. First, you must position your best and most intriguing content “above the fold” (i.e. no scrolling or searching necessary to find it) so that it is immediately evident, when they arrive at your site. The “registration form” should also be prominently displayed on the landing page and be visible without scrolling. After a certain number of “clicks” on the page, the visitor should be prompted to register. Registration should be quick, easy, and require a minimum of information. If a confirmation email is sent, it should be sent promptly (i.e. within a minute, not hours or days), and the subject line should encourage immediate action (e.g. “Community Registration Confirmation – respond within 24 hours”).

Registrants to Participants

When the Registrant clicks on the confirmation, they should again be directed to engaging content that is begging for a response. An initial poll or other content that requests participation will encourage them to begin interacting immediately. A special forum for new members hints and tips (and a helpful community manager) will get them up to speed and help drive further participation.

Participants to Regulars

While fresh and engaging content is always a good start to keep people engaged in your community, this is not enough to guarantee participants will become regulars. Continue sending participants regular reminder emails highlighting the current trending topics and offering ways for them to participate. Notify them of upcoming events that they won’t want to miss. Introduce members with similar interests to each other or pair more veteran members with newer recruits so that they become an on-going part of the community. Gaming concepts can also be used to “score” participation levels and create an environment that rewards participants for becoming “regulars”.

Regulars to Volunteers

Although the number of volunteers to total group members will always be a small percentage, it is still important to work on this last conversion process. As a community manager, your job will become much easier if you have an active group of well qualified volunteers promoting and participating in your community. You should always be looking for talented participants who bring special expertise and skills that could benefit the community at the “volunteer” level. You will want to personally invite these members to become volunteers or if you have number of qualified candidates, you may want to have a competitive application process. Either way, it’s important to continue recognizing your volunteers and offering them opportunities to continue growing as a member of the community.

What techniques does your community use to optimize your conversion process? What steps are the most difficult in the process for your community? How do you overcome these obstacles?

Tips for Scaling Online Communities

This week’s #cmgrclass topic was scaling a community. In last week’s discussion, Richard Millington, founder of Fever Bee, suggested that community managers should be proactive and not reactive. I’d like to use this advice to further draw on the point of scaling a community.

Community managers are responsible for managing several things, according to a post we read on Fever Bee, 11 Processes For Scaling Online Communities, some of those duties include, “respond[ing] to every e-mail, check[ing] every forum post, repurpose[ing] news from web sources, maintain[ing] the platform, initiat[ing] discussions and resolv[ing] disputes.” However, as your community expands and you’ve reached your critical mass, it’s important to shift from having sole responsibility to entrusting others to help out. One of the first tips offered in the blog post was, “Recruit, train, manage and motivate volunteers. Volunteers who enjoying supporting [your] community are the best way to scale a community.”


Once you have gained an understanding of your audience you can begin to recruit members to take on leadership roles that will enhance their involvement in the community as well as lend a much needed helping hand to you. Community managers shouldn’t spend their days just writing content and responding to posts within the community, they must develop strategies and goals to promote the continued growth and development of their community.

Another suggestion was to, “Setup a community e-mail address which several volunteers can access and reply to. Let it be clear who replied to which e-mail and how it was resolved. A simple folder system can resolve this.” Employ this system of tackling that hefty inbox. This way, your time can be better spent on advancing the community with the intent to shift from the micro to the macro level.

Millington also hints at building an internal community when he suggests you, “Teach volunteers to recruit and train other volunteers. The hardest part, also the most scalable. Have a training program that will teach volunteers to recruit others (then find a volunteer to teach the program).” By building an internal community, not only are you trusting people to run your brand, but these are also highly-skilled, passionate individuals who believe in the same goals you are setting. As long as they are on board, they will contribute in any way necessary. If these individuals are trained properly by community managers, they will have the capability of training new individuals who share an interest in being an asset to your community.

Share processes you use for scaling your online community with the #cmgrclass. Which processes work best for you or which haven’t done so well?

An Interview with Amber Giuliano, Thunderbird Social Media Manager


Thunderbird Backpack Logo

The Thunderbird School of Global Management is ranked as the number one school for international business programs and is famed for its “Thunderbird Mystique”, the unique culture which binds together its student and alumni community. As a student at Thunderbird, I took courses and dragged my beloved Thunderbird backpack (see remnants in photo to the right) across five different continents learning about international business and global culture. The famed Thunderbird global community (over 40,000 strong) is represented in almost every country around the world; consequently, I was excited to interview Amber Giuliano, their Social Media Manager (and online Community Manager) in order to learn what Thunderbird is doing to extend their community of students and alumni into the world of social media.

Amber’s Background in Social Media

Amber was one of the early adopters of Facebook, at a time when you still needed a college email address and primarily identified with a university community. After some years in local government and public relations, she came to Thunderbird to work in the Executive Education group. From there she moved to the Career Management Center where she managed their Twitter and Facebook accounts before moving on to the marketing department. A short while later the school’s public relations specialist took another position and handed off the institutional social media accounts to her, which included Facebook, Twitter, LinkedIn, and Foursquare. After a reorganization, her current position of Social Media Manager was created, consolidating control of the school’s social media presence within the Marketing department. Google+ has since been added to her purview.

Community Management at Thunderbird

At Thunderbird, the Social Media Manager is primarily responsible for community management of the online communities. The Director of Alumni Relations and the Global Community Engagement Manager also do community management work, but mostly in a more traditional sense. The Director of Alumni Relations is the first point of contact for alumni looking to connect or reconnect with the school and manages most communication with the alumni network on behalf of the school. The Global Community Engagement Manager manages the campus ambassador and global ambassador programs and works with them to coordinate face-to-face events like the monthly worldwide First Tuesday networking events, preview weekends, prospective student events, and many more.

Scaling the Thunderbird Community

Facebook and Twitter have not needed much help scaling, because they have grown steadily each day. Thunderbird promotes its social channels via the alumni magazine, monthly newsletters, and cross-promotes via other social channels. As new channels increase in popularity, Thunderbird researches and evaluates the value of reaching that new audience versus spreading their brand too thin. Social media is ever-changing; consequently, half of the job is keeping up with what’s new.

Approach to Metrics

Because the lead-matriculation cycle is so long and people can enter it through multiple points, it is very difficult to track if a prospective student matriculates as a 100% direct result of social media efforts. Currently Thunderbird measures things like the number of fans/followers, engagement (likes + comments + shares divided by the number of followers) in a month over month and year over year cycle. For analytic tools they are now experimenting with HootSuite.

The Future

The role of Social Media Manager is new to the school, starting just last fall as the result of combining marketing and communications. Since then a lot of time has been spent strategizing, setting up calendars, developing key internal relationships, and just making sure each of the channels were fully up and running, and being regularly updated. Currently, they are researching and evaluating several different tool solutions including HubSpot and Salesforce Marketing Cloud and are hoping to purchase one of these tools in the next fiscal year.

As a student who enjoyed the internal community of Thunderbird students, I am looking forward to participating with my fellow alumni in the new social media communities being supported by Amber. What are other universities doing to keep their student communities engaged after graduation? If you’ve graduated, what benefits have you experienced from remaining engaged with your alma mater?

Social Media ROI: Picking a Starting Point

ROI quoteI would be lying if I said the chapters of Social Media ROI we read for #CMGRclass this week didn’t completely stress me out. The graphs, equations, measurement criteria… there is so much to be done when it comes to figuring out your return on investment with social media.

I work with a team of two people- myself and one other- who focus on social media for our office. Unfortunately, we just do not have the resources or support to do everything that Oliver Blanchard suggests.

After my minor social media panic attack, I came to terms that it is okay to start small. Even by picking just a few of his suggestions to focus on, that will help my team reach our goals. And hopefully, someday we will have the resources and support to do what Blanchard proposes in Social Media ROI. If we start tracking even just a few things now, we will be ahead of the game when the times comes.

Oliver Blanchard Social Media ROI

Example from Social Media ROI

Currently, it is hard for my team to track ROI since we do not really have access to the company’s financial transactions. However, I can focus on the nonfinancial impact that social media has on the company’s ROI, so that’s where I will begin.

Examples of nonfinancial outcomes to monitor:

  • Comments (positive and negative)
  • Mentions (positive and negative)
  • Retweets (positive and negative)
  • Increase/decrease in visitors to your website
  • Increase/decrease in followers and/or likes
  • Number of times something was shared
  • Other metrics that cannot be measured in dollars

Watch this video from Oliver Blanchard– he happily and simply describes what is ROI.

The next steps for measuring are what Blanchard calls the cornerstones of your measurement practice: monitoring, measurement, analysis, and reporting.

1. Monitoring: listening to your community. What are they talking about? What do you they have to say about your organization, your service or your product?

  • Tools for monitoring include: Google Alerts, tracking hashtags, looking at @ mentions, reading comments.

2. Measurement: quantifying what you monitored, measuring and tracking the data that you’ve collected. What links got the most clicks? What posts received the most shares? A tip from Blanchard: “Be precise and measure what matters. Start with your objectives and work your way back into metrics that support these objectives.”

  • Tools for measuring include: Google Analytics, Hootsuite, Facebook Insights

3. Analysis: taking your measurements and making sense out of them, what insights does your data provide to your company or organization. Does your community love posts about sports? Do they react well to contests? Do they only share posts that are images? See what your community is responding to and then act upon it. Analyze your measurements so you know where your organization needs to focus their social media efforts.

4. Reporting: informing coworkers of your findings and progress to show that you are reaching your goals. Blanchard stresses that “how data and analysis are reported, by whom, and under what circumstances is critical to the success of your social media program.” You need to be able to show the right people your social media insights and  prove how they are affecting the company in a positive way.

*   *   *

Picking a starting point of looking at nonfinancial outcomes will help me focus instead of getting overwhelmed by the bigger picture. That is just one piece of the social media ROI puzzle. Hopefully in the future, with more resources, I will be able to place the nonfinancial impact into this equation with ease:

investment –> action –> reaction –> non financial impact –> financial impact

The Importance of Social Media Metrics

Business Metrics

Image courtesy of jscreationzs

In a recent Wall Street Journal editorial, Bill Gates discussed the importance of setting clear goals and selecting measurements that will drive progress towards those goals as a way to create a virtuous feedback loop and solve the world’s health, education, and agricultural problems. If the Bill and Melinda Gates Foundation is tackling the world’s biggest problems with this simple insight, perhaps it could help solve social media ills as well. Maybe by measuring the right things and tracking our progress (or lack thereof) organizations could improve the effectiveness of our social media investment. In Social Media ROI, Olivier Blanchard postulates the need for a similar feedback loop to improve companies’ return on their social media program.


The first step is to establish “listening outposts”. Determine what channels are important to monitor. Where are your current and future customers hanging out? Establish a presence there and begin to listen. Begin to sort and organize the data into categories that will help you drill down to more finite measurements.


In this step you will need to define the metrics that will be tracked. The best way to begin is to do as Steven Covey says, “begin with the end in mind”. Make sure to “measure what matters”, by starting with your organization’s objectives and working backward to develop metrics which support these objectives. Also, seek to understand the amount of influence each measurement has on the behaviors you are seeking to modify. Establish baselines for your measurements so that you have a beginning point for future measurements to be compared against. Remember that once measurements are established, they are not static. They need to continue to evolve as new tools or better algorithms are developed that yield more precise or better measurements.


All the data in the world is worthless if you can not distill it into insightful information which you can use to spur new actions or change existing ones in order to increase the probability of meeting or exceeding your objectives. Create a narrative tracking specific financial investments in your social media program (e.g. $25,000 spent for new facebook company page) into non-financial outcomes (e.g. new facebook followers, more click-throughs to website on-line store) and back into financial results (e.g. increased first quarter sales generated by new facebook customers). Documenting the return on investment for each social media investment, will make it easier to know where to make future investments in order to maximize your investment returns.


Reporting needs to be “efficient, timely, clear, and to the point”. Start immediately with the basics and use a continuous improvement process to expand your reporting as needs dictate. Remember that a “picture is worth a thousands words”. Using the right graphics and charts can convey your data much more effectively than a mass dump of indecipherable data. Keep your reporting structure simple and intuitive so that important trends stand out and are quickly grasped by all.

Test, Measure, Learn, Adapt, Repeat

Finally, remember that improving your social media program is continuous learning effort. Continue experimenting and incorporating your learnings into your next iterative cycle. Always continue to test, measure, learn, adapt, and repeat! You may not solve world hunger, but you will improve the return on investment for your social media program.

How do you tie your social media program measurements into your corporate objectives? What have you learned through this process?

How To Prove Your Worth As A Community Manager

ROI, those three dreaded letters, are always on the minds of your benefactors as a community manager. Social media is still a pretty new ballgame, so many employers are still wondering if their community investments are going to pay off. The ace up your sleeve as a community manager is simple: metrics. By measuring data that is relevant to your organization’s needs, you can effectively monitor, correct, and prove the success of your management efforts, especially those that pertain to returns.

Before you can even start collecting data to observe, you need to outline the business goals behind your social media presence. In Social Media ROI, Olivier Blanchard urges specificity in goals, stating that a measurable target like “we need to sell 245 more red bicycles” is more helpful and desirable than a simple goal of “increase sales.” If you can attribute those bike sales to your community campaigns, you’ll have a measurable goal with an endpoint to determine success. But not all business goals are profit-driven.


Working for the IT services here on campus, none of the metrics I measure regard sales, simply because we don’t sell anything. We have some paid services, but if anything, our goal is to educate our customers so they never have to bring their personal devices in for repair. On Twitter, we are trying to improve our customer support services, as well as make our presence more known on campus. So, the business goals I’m considering when looking at data include offering more efficient issue handling, improving our online reputation, establishing ourselves as a trusted brand on campus, and broadening our overall support coverage.

So what metrics tie into those goals? For issue handling efficiency, I look at a lot of different criteria. The first is the length of time it takes one of our support staff to respond to the user about their problem. During working hours, we’re fast, with an average response time of under 20 minutes. That’s impressive considering how we function internally, but it could be improved. On nights and weekends, however, we average something like 12 hours. If you send us a complaint at 6 PM on a Monday, we may not get to it until 9 AM Tuesday. We could definitely improve upon that, which is why we’re training our night staff on Twitter usage. Another metric I look at is “tweets to resolution” – how many back and forth tweets does it take us to solve a problem? Now, not every IT issue can be described and fixed via Twitter, so we have a strict 3-4 tweet rule; if you can’t fix it within 3-4 sent tweets, you escalate to a different contact medium. Still, with that in mind, we do pretty well, as most issues are simple and can be handled in 2-3 tweets.

Blog13_DemoOther metrics I measure include brand and product sentiment, inbound issues (95% of our issues are from outreach, responding to a tweet not directed at us), issue tracking/conversion (how often we escalate or defer to a different medium), as well as the usual numbers like followers and retweets. Every single metric has a distinct purpose, and most are tied directly to business goals. Your metrics as a community manager may very well be different from mine, but they should at least have “business relevance” in common. When planning out your metrics, it will be helpful to work with your superiors to develop hard goals for your social media work. That way, you’ll all know what the expected outcomes are, and you will be able to deliver evidence of your successes and difficulties in a way that is easily digested.

What are some of your key metrics, and what business goals do they stem from?

How to Measure Success Within Your Community

This week’s #cmgrclass topic is measuring social media metrics effectively and efficiently. We were assigned to watch two videos in addition to class readings. Those include, How to Use Data for Better Online Community Management with Rich Millington and a webinar (#bizmetrics) that featured four community managers sharing their insight on social media metrics.

According to Rich Millington social media metrics should follow three key steps growth, level of activity, and sense of community. He suggests using a data-driven approach to clearly see and analyze what really matters when it comes to the growth and development of your community. It is important is see what is contributing to the success or failure of your community, therefore, allowing ample opportunity for improvement.


Millington says that tracking data teaches the theory of where to go next. It provides the community manager with a guideline as to what to do next. He suggests finding out the ROI of your community. Being able to answers questions like “how does the online community enhance the company?” is useful in developing ways to better utilize the platforms on which you have an existence. Millington says if your answer to the stated question is solely engagement, you may need to reevaluate. Engagement does not lead to sales. Your online community should be connected to the areas where you are actively seeking results. Know exactly what it is that you’re measuring.

Gain better insight into what your community members are looking for out of an online experience. Don’t be afraid to ask what their hopes and aspirations are regarding the topic you’re tackling. Find out what challenges and successes they’ve encountered within the topic you’re covering. This will help you better generate content. Millington distinguishes between product strategy and social media strategy. Naturally, if you’re selling products, you need to ask specific questions to make sure you product is providing the needs and desires of your client base. Social media strategy is centered around engagement, but with a specific focus that will generate revenue or improve the company in ways that enhance the overall reputation.

Community managers should be proactive as opposed to being reactive. Millington says 90% of community managers’ time is dedicated to being reactive. This includes monitoring what’s happening in the community, responding to emails and comments, resolving conflict that arises among community members, etc. These things are essential but do not contribute to proactively developing the community. You’re simply working to maintain the current community, not advance it. There’s much value in being proactive. Develop of plan of action for achieving goals within your community. Once your community reaches a critical mass, your goals should be shifting from the micro to the macro level. If you’re still waiting for your critical mass, don’t patiently wait for people to visit your platform. Go market to the right people. Create a set of goals for yourself based on the results you discover from analyzing your data. Measurement isn’t the goal, but getting information that helps influence your business decisions and learning how to invest your time is crucial.

Share with the #cmgrclass which tools you use to measure success within your community.