Thanks, Richard - I appreciate bringing this into a more in-depth discussion.
Completely agree about relationships, and given how relationship-driven our firm is already, this is not as much of a concern, because we are “on it.” However, I do agree about the importance of having a bit more emotional impact. It’s a tough one because in a big Accounting Firm like ours, the culture doesn’t necessarily embrace the heart-felt messaging. Data is king, emotions are weak. I’m willing to be brave and follow that path, but also need to have the data embedded in the message or we will be taken seriously. I’ll have a look at the framing goals link you provided…
The type of case I’m trying to build is around hard business matters - like increased efficiency (today they have to network their way to an answer, then the community can streamline that), generating revenue by supporting a sales team, increasing the pace of innovation (reducing the time it takes to bring a new idea to market), consistency (sharing best practices and evolving toward a more consistent delivery approach across parallel teams). These are the metrics that really matter to our leaders. Attrition and engagement are seen as important, but they see it as a Human Capital responsibility. (We could argue that for days).
So you see my dilema - difficult to measure in the first place, and difficult to isolate the impact of communities in the mix of everything else tied to the metric.
It would be really great to do two things - 1.) communicate a compelling case for putting communities at the center of our talent strategy, and 2.) emphasize how critical the role of a community manager is in the success of a community. The argument is that we “already have communities” when in fact we have websites. If the group is lucky, someone pushes content at them. So given this is the current definition of success, how do I present my case in way that helps them reimagine communities and the opportunities they hold to help us achieve our objectives.