Our Customer Success team uses Microsoft Teams heavily to host all their discussions and questions for each other. There is a ton of CS created content and tribal knowledge that then just sits in Teams and is never migrated over to our Customer Community. Therefore our customers are not benefiting from this tribal knowledge - the whole reason we purchased Community - to better support our customers through transparent knowledge sharing.
Having this second discussion forum site (Teams) is big barrier to adoption and engagement of Community across our CS organization. Because of this, I am going to retire the Microsoft Teams forums. It will be a behavioral shift, but a necessary one so that people will start hosting their discussions in Lithium.
Looking for feedback on if others have experienced this? How have you positioned the value to your internal teams so that they buy into Community as an important path to supporting our customers. How have you gotten the Customer Success team to contribute more to content creation through discussions and blogging?
It sounds like you have a bit of a challenge on your hands, @mvanpelt. But there are a few layers to it that I think can be unpacked:
1. There is an business operations facet, which is that you would like to shift employees over to the Lithium system for their discussions. Cutting the cord on the old system (i.e. Microsoft Teams) is the first and most effective way to go. It might be a bit of a cold shower for a few folks, but sometimes the 'cold turkey' approach is the best way to change behavior. But there is some real opportunity here. The gamification system (i.e. - "rank and reputation") found within Lithium software can be configured to accommodate and accelerate employee participation. If I were you, I would definitely leverage it for employees (as well as for customers too)
2. There is community best practices facet, which is that you want both a very clear mission statement for the community, as well as guidelines for the participants (with an additional distinctive set of guidelines for employees). A mission statement for employees might be something like:
Internally discussing product and services on the community will not only help inform your fellow team members, but downstream, the Community Management team can then curate and transfer those conversations to the customer-side of the community (assuming the content is customer-facing) . Conversations that start here, can be cultivated to help our customers!
3. Lastly, there is a potential motivation challenge for participants. If you really want to step up in that area, which I strongly suggest you do, try to get leadership on board with employee recognition and rewards when employees provide stellar long-lasting and consistent content on the community. This is actually a lot harder than it sounds. Even the most mature communities with very accomplished Community Managers struggle to form these types of programs. But, IMHO, it is the crown jewel of employee gamification / incentivizing when it comes to community
I hope these suggestions are useful for you.