Last year, I wrote a post about being a director of community. It was a bit of a drilldown on what a job like mine entails, some of my functional areas of responsibility, and a bit about the time commitments that come alongside working in the social media realm full time.
It’s been a little over a year since I’ve been in this role, and boy has that year seen a lot of changes. So I thought I’d share with you a bit about what’s evolved, what’s stayed the same, and what I think the future looks like for community-related roles inside of companies.
What’s Evolved:
Team size:
A year ago, our community team was just emerging. David Alston was manning the ship, and in addition to me we had Mike Huggard, who helped us manage some of the lead pipeline from the community to the account teams. So there were three of us.
Today, we’re a team of twelve, and still growing. In April, keep an eye out on the Radian6 blog where we’ll dive into more detail about how we’ve built our department, and the structure and processes we use to operate in this unique way.
My Responsibilities:
When I started my role a year ago, my responsibilities were chiefly doing the active listening as well as front-line engagement through our external communities – Twitter, blogs, and the like – and creating content. I still do engagement and content creation, in addition to now overseeing a more complex and strategic system of team community management and content generation.
The biggest part that’s changed is the growth of our company, and therefore our team. I’ve now got a pretty awesome team of community and content folks that make me look good every single day. That means I’m less in the trenches, and more in an oversight role to help keep the big ship on course.
Here’s a bit of what’s in my wheelhouse:
Events and Business Development
I do a great deal of speaking and attending industry events, because the offline component of community building is still critical. During busy event season, I spend anywhere from 40-60% of my time on the road to spend face time with the people that drive our business (and our community team is doing more and more of this, too). My goal at those events is to meet and talk to existing customers, get to know the social media community at a deeper level, and yes, bring home potential leads for our sales guys.
Internal Communication
Our community management team is focused on supporting our users and external communities on a day to day basis. And while that’s my role too, I’ve also taken a lot of ownership over internal communications and community, making sure I’m the bridge between our internal departments, executive team, and the communities we serve. We have lots to communicate, so I work closely with our product, support, and sales teams to keep the lines of communication open, and always find better ways to keep everyone informed and working from the same sheet music.
Community Resource Development
It’s my job to make sure our team is mobilized to provide our users and the social media community with the resources they need. Whether that’s our monthly ebooks, content for the website, our blog, or a community for our users, those are the projects I help shepherd. I also continue to actively contribute to our content creation myself, and am ever thankful for folks like Teresa, Lauren, and Katie for keeping me on task. That goes for our internal folks too; when they need help with strategic social media input for customers, our team helps on that front.
Listening and Engagement
We have an entire team dedicated to fielding the discussions in the community about our brand and industry, and engaging with them actively online. I do plenty of direct engagement myself, and help set some of the benchmarks like engagement guidelines, processes and workflow, and responsibility distribution on our team. And I have awesome people on the front lines that are the ones that make those thoughts reality.
Measurement and Reporting
I have a dashboard of metrics I track daily, looking at 14-30 day timeframes: breakdown of engagement (% of posts responded to and what categories they fell under, like support or compliments or content sharing), our Share of Conversation, competitive landscape, sentiment trends, and what media are carrying the conversation about us so we can gauge our outreach accordingly. We’re also putting together regular executive reports that detail metrics on community engagement, content performance, lead generation, and competitive analysis to take regular snapshots of the impact of our work.
What’s Stayed The Same
Community work is still not a 9-5 proposition. Our team has grown, but that’s just scaled the number of people we have managing specific pieces of our community and content functions. The intent remains the same: for us to build human and personal relationships with our users and the social media community as a whole, provide rich and useful content on social media strategy specific to listening, engagement and measurement, and help businesses build social media into the very operations and culture of their organizations.
That means I’m on and connected more than might be comfortable for some people, and I balance that with being a mom and having a personal life. I still work long days – anywhere from 12-16 hours usually – and I’m blessed to work with one of the hardest working groups of people I know. My role has definitely evolved from an in-the-trenches and hands-on role to a more strategic and leadership-based role, but it’s critical for me to stay involved directly in my community. But make no mistake: this is all by choice.
You never really scale, because the needs always grow alongside. So you have to consistently evaluate priorities, and tweak your approach accordingly. And I still have to always balance my personal and professional presence, but you do eventually settle into what “feels” right, and go from there. There’s no checklist or precise answer for this one, and it’s something that every community person will have to figure out for themselves.
The Future of Community Management
It’s hard to speculate on this one still, because community management is still a bit of an enigma for many companies. They’re not sure what it’s for, or why these roles exist, and they tend to be pigeonholed as “online” community managers, as in the days of forum moderators. But the role really does have business significance, offline too, and it’s serious work.
If I had my druthers, I’d be educating companies about how this role is a hybrid discipline – a mix of sales and customer service and communication – and how really should be silo agnostic, functioning as a hub for many different disciplines inside the company. Online engagement is part of the role, but so too is the integration of that online world with offline efforts, business strategy, and even the culture of an organization.
These people are spokespeople, Trust Agents, communicators, networkers, brand ambassadors, and representatives of their community all wrapped into one. And in my opinion, it’s a role we need to take seriously and require that the people who hold them can demonstrate a wealth of mature business and interpersonal skills. That’s the ideal, of course.
The folks over at the Community Roundtable (I’m a member) have put together an interesting report on the State of Community Management. It’s worth a read, as it reflects a lot of the realities today (to the good and to the challenging) as well as a glimpse at what tomorrow might look like. And at Radian6, we put together an e-book on Building and Sustaining Brand Communities that gives our take on what these roles and functions look like inside an organization.
What Do You Think?
Does this job look the way you expected? Is a role like mine going to become more prevalent in the future, and where do you think it fits in business (and why)? What other questions do you have about community roles that I can help answer?
I’m looking forward to your comments.
Special thanks to my Radian6 colleagues for making this year the roller coaster of the best kind, and to my team for always making me look smarter and more accomplished than I am. You guys are what keep me doing this every day, without question, and keep the ship afloat.
It’s funny, one of the things our community manager, DJ Waldow, pointed to as his job description was your original blog post. As Community is an integral part of Blue Sky Factory, we’ve looked to you and others as the starting point for “best practices”. What’s evolving now are the metrics themselves. Blue Sky Factory has made the conscious choice to put Community inside of Marketing instead of silo-agnostic because Marketing benefits most from Community and the things that are important to community, like reputation, brand awareness, etc.
So far? So good. In just yesterday alone, DJ’s work in keeping an active, engaged community accounted for approximately 25% of our lead generation. How much of that converts will be studied over the next months (since the B2B business cycle is so long) but the right metrics and needles are being moved by the power of Community as a part of the greater Marketing collage.
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
I think that’s the natural fit for it in many companies IF the marketing department has a customer engagement mindset, like BSF. Not all of them do. And when I say silo-agnostic, I don’t always mean that community needs to be it’s own department, but rather that their role crosses many functions, not just marketing and communications. Customer service and biz dev are parts of it too, so those people need to be empowered to get involved in other departments and their processes/workflow as well, and not just relegated to the marketing corner.
My biggest issue is that marketing folks in many traditional companies “claim” the community roles, but make the community people the same old tired mouthpieces blabbing away the key messages without an evolved intent for connection and community support. It’s an old external comms role clad in a trendy title, but not backed up by the process or authority to do things differently. But effectively, a company with that overall attitude will struggle with these kinds of roles anyway, so maybe that point is moot.
Our director of community just got his Salesforce.com login so he can close sales himself. How’s THAT for silo-agnostic?
At the core, I often say that everything is a spectrum anyway. Advertising is marketing is sales is service, which if you deliver a great product is its own… advertising. And the cycle begins again. Bad service kneecaps marketing. Bad sales starves the company and provides nothing for service to service. We divide up the roles because Associate of Everything and VP of Everything lacks focus and looks lousy on a business card.
What’s really interesting about the role of Director of Community, and where it should also look in the future, is in being a reality check. I had a great debate with DJ this morning, and it’s in his job description that he’s supposed to push back on me when I take marketing towards the black hat stuff. My job as a marketer is to get inside your head every way I possibly can. Part of Community’s job is to say, “Dude, WTF? You can’t do that and have our reputation survive.” He does this very well, but he also needed to hear that his boss expects him to push back loud and hard when I suggest something very… shall we say, aggressive.
This is a vital, vital role – and one that many companies are not ready for. The Director of Community, in some ways, is the Director of Ethics and Corporate Responsibility as well, because it’s his ass that will get lit on fire when the company totally bones something.
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
I have a SalesForce login too. 🙂 And you’re so right about the spectrum part – it’s an ecosystem after all, all designed to grow the business – so why is that so hard for some companies to understand? I get why we need functional and focused roles so we know what we’re responsible for, but I keep running up against examples of companies that refuse to accept that *everything* they do is marketing is customer service is sales.
On the reality check part, I love that. But remember, not everyone has a devious ninja in their office, either. 😛 Ethics and corp responsibility is HUGE, and thanks for pointing that out. It’s very critical to this role but not something I’ve spoken out about in the past. Maybe that’s another post altogether.
I think that’d be a heck of a blog post, because it sets up an interesting internal conflict for the Director of Community, particularly when he or she is answerable to marketing: how do you balance the needs of the business to drive revenue with the needs of community, reputation, and brand? Sometimes they’re perfectly aligned. Sometimes they’re diametrically opposite. When they’re opposite, how do you find the middle ground if there is one?
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
It’s funny, one of the things our community manager, DJ Waldow, pointed to as his job description was your original blog post. As Community is an integral part of Blue Sky Factory, we’ve looked to you and others as the starting point for “best practices”. What’s evolving now are the metrics themselves. Blue Sky Factory has made the conscious choice to put Community inside of Marketing instead of silo-agnostic because Marketing benefits most from Community and the things that are important to community, like reputation, brand awareness, etc.
So far? So good. In just yesterday alone, DJ’s work in keeping an active, engaged community accounted for approximately 25% of our lead generation. How much of that converts will be studied over the next months (since the B2B business cycle is so long) but the right metrics and needles are being moved by the power of Community as a part of the greater Marketing collage.
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
I think that’s the natural fit for it in many companies IF the marketing department has a customer engagement mindset, like BSF. Not all of them do. And when I say silo-agnostic, I don’t always mean that community needs to be it’s own department, but rather that their role crosses many functions, not just marketing and communications. Customer service and biz dev are parts of it too, so those people need to be empowered to get involved in other departments and their processes/workflow as well, and not just relegated to the marketing corner.
My biggest issue is that marketing folks in many traditional companies “claim” the community roles, but make the community people the same old tired mouthpieces blabbing away the key messages without an evolved intent for connection and community support. It’s an old external comms role clad in a trendy title, but not backed up by the process or authority to do things differently. But effectively, a company with that overall attitude will struggle with these kinds of roles anyway, so maybe that point is moot.
Our director of community just got his Salesforce.com login so he can close sales himself. How’s THAT for silo-agnostic?
At the core, I often say that everything is a spectrum anyway. Advertising is marketing is sales is service, which if you deliver a great product is its own… advertising. And the cycle begins again. Bad service kneecaps marketing. Bad sales starves the company and provides nothing for service to service. We divide up the roles because Associate of Everything and VP of Everything lacks focus and looks lousy on a business card.
What’s really interesting about the role of Director of Community, and where it should also look in the future, is in being a reality check. I had a great debate with DJ this morning, and it’s in his job description that he’s supposed to push back on me when I take marketing towards the black hat stuff. My job as a marketer is to get inside your head every way I possibly can. Part of Community’s job is to say, “Dude, WTF? You can’t do that and have our reputation survive.” He does this very well, but he also needed to hear that his boss expects him to push back loud and hard when I suggest something very… shall we say, aggressive.
This is a vital, vital role – and one that many companies are not ready for. The Director of Community, in some ways, is the Director of Ethics and Corporate Responsibility as well, because it’s his ass that will get lit on fire when the company totally bones something.
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
I have a SalesForce login too. 🙂 And you’re so right about the spectrum part – it’s an ecosystem after all, all designed to grow the business – so why is that so hard for some companies to understand? I get why we need functional and focused roles so we know what we’re responsible for, but I keep running up against examples of companies that refuse to accept that *everything* they do is marketing is customer service is sales.
On the reality check part, I love that. But remember, not everyone has a devious ninja in their office, either. 😛 Ethics and corp responsibility is HUGE, and thanks for pointing that out. It’s very critical to this role but not something I’ve spoken out about in the past. Maybe that’s another post altogether.
I think that’d be a heck of a blog post, because it sets up an interesting internal conflict for the Director of Community, particularly when he or she is answerable to marketing: how do you balance the needs of the business to drive revenue with the needs of community, reputation, and brand? Sometimes they’re perfectly aligned. Sometimes they’re diametrically opposite. When they’re opposite, how do you find the middle ground if there is one?
.-= Christopher S. Penn´s last blog ..How to tell if you are a doomed marketer =-.
This is a brilliant blog post. This is such a new type of position that it is great to hear the perspective of those who are “old hand” as those at our new positions our getting our feet underneath us.
Also, I had the good luck to meet up with Katie recently, and she is wonderful (and brilliant). Your team is lucky to have her.
Hope I get to meet you at SXSW!
.-= Elaine Ellis´s last blog ..Munich, Germany =-.
This is a brilliant blog post. This is such a new type of position that it is great to hear the perspective of those who are “old hand” as those at our new positions our getting our feet underneath us.
Also, I had the good luck to meet up with Katie recently, and she is wonderful (and brilliant). Your team is lucky to have her.
Hope I get to meet you at SXSW!
.-= Elaine Ellis´s last blog ..Munich, Germany =-.
This is a very valuable post for all businesses considering or integrating social media to their marketing mix. I think it’s really important to start showing business owners that being a community manager is not just spending time messing around on the internet chatting with people & taking up time. There is purpose and strategy behind every decision made. Thank you for giving us insight into your role!
.-= Missy Knight´s last blog ..Everyone Should Go To Art School =-.
This is a very valuable post for all businesses considering or integrating social media to their marketing mix. I think it’s really important to start showing business owners that being a community manager is not just spending time messing around on the internet chatting with people & taking up time. There is purpose and strategy behind every decision made. Thank you for giving us insight into your role!
.-= Missy Knight´s last blog ..Everyone Should Go To Art School =-.
I just started a job as community manager in a University here. I’m the leader of my team of one and I’m evangelizing the importance of community for a business, specially for education. Management has the best intentions, but not yet the correct approach. I feel they still see me as a forum moderator and trying to develop a team and establish goals is difficult.
I used your previous post to outline my position and what should I do. I also proposed many ideas inspired by your posts on what a healthy community should be like. It’s truly a challenge to build the culture and to get the backup of other teams to develop community efforts as the position is new and needs some understanding from the top managers that haven’t heard of it or used it.
Community Direction or Management shouldn’t be a part of marketing or egineering at all. Many marketing departments are still with the “old chip” of push marketing and it won’t be good to be part of that deparment. According to some studies I’ve made Community Management should be helping all the areas of the company communicate better and marketing should be directly dependant on it. This is because the community is a source of insights, information and that since consumer expectations are changing Marketing needs to develop to match this expectations.
In that sense Community being in charge of marketing either as a support unit or as having marketing inside of community will help to achieve great results with the community created around our brand.
.-= Jorge´s last blog ..Freemium for education =-.
I just started a job as community manager in a University here. I’m the leader of my team of one and I’m evangelizing the importance of community for a business, specially for education. Management has the best intentions, but not yet the correct approach. I feel they still see me as a forum moderator and trying to develop a team and establish goals is difficult.
I used your previous post to outline my position and what should I do. I also proposed many ideas inspired by your posts on what a healthy community should be like. It’s truly a challenge to build the culture and to get the backup of other teams to develop community efforts as the position is new and needs some understanding from the top managers that haven’t heard of it or used it.
Community Direction or Management shouldn’t be a part of marketing or egineering at all. Many marketing departments are still with the “old chip” of push marketing and it won’t be good to be part of that deparment. According to some studies I’ve made Community Management should be helping all the areas of the company communicate better and marketing should be directly dependant on it. This is because the community is a source of insights, information and that since consumer expectations are changing Marketing needs to develop to match this expectations.
In that sense Community being in charge of marketing either as a support unit or as having marketing inside of community will help to achieve great results with the community created around our brand.
.-= Jorge´s last blog ..Freemium for education =-.
I LOVE what you do! I’m a huge fan! I wonder if you knew when you were a little girl that this was your dream job – probably not but you so obviously have found exactly where you should be.
I am a Realtor with a background in marketing but Social Media is my passion and people like you and Jason Falls and Jason Keath and Chris Brogan and Tamar (and many others of course) have taught me so much! Thank you for sharing!
I will continue to watch you as a ‘thought leader’ and work towards meeting face to face one day!
Deep respect,
Teri
I LOVE what you do! I’m a huge fan! I wonder if you knew when you were a little girl that this was your dream job – probably not but you so obviously have found exactly where you should be.
I am a Realtor with a background in marketing but Social Media is my passion and people like you and Jason Falls and Jason Keath and Chris Brogan and Tamar (and many others of course) have taught me so much! Thank you for sharing!
I will continue to watch you as a ‘thought leader’ and work towards meeting face to face one day!
Deep respect,
Teri
Fantastic blog post! I love the insights and perspective. AND… your department grew leaps and bounds in such a short timeframe. The community primary focus is what prevails. Please keep us posted as to the challenges you and your team face, but more importantly the successes! I’d love to hear about some of the personal experiences your team in the trenches (on the social networks) have.
Loved your conversation with Christopher of BSF in the comments too.
Thanks again… wonderful!
Alexis Ceule
Fantastic blog post! I love the insights and perspective. AND… your department grew leaps and bounds in such a short timeframe. The community primary focus is what prevails. Please keep us posted as to the challenges you and your team face, but more importantly the successes! I’d love to hear about some of the personal experiences your team in the trenches (on the social networks) have.
Loved your conversation with Christopher of BSF in the comments too.
Thanks again… wonderful!
Alexis Ceule
Well Done Amber,
You have captured the true essence of Community Management!
Radian6 is fortunate to have you on their team
Love reading your content
Cheers
Michele @maxOz
.-= Michele Smorgon @maxOz´s last blog ..so To Get Found – your social marketing strategy must reach across all platforms =-.
Well Done Amber,
You have captured the true essence of Community Management!
Radian6 is fortunate to have you on their team
Love reading your content
Cheers
Michele @maxOz
.-= Michele Smorgon @maxOz´s last blog ..so To Get Found – your social marketing strategy must reach across all platforms =-.
Amber,
A year already? Wow. Great post on the evolution of the position. I agree with the “scaling” as the work doesn’t stop but it changes over time.
We all are interested in where all of this is going and the truth is we will never get “there.” It keeps evolving.
Best,
Jon
.-= Jon Newman´s last blog ..Thoughts on social media for internal communications =-.
Amber,
A year already? Wow. Great post on the evolution of the position. I agree with the “scaling” as the work doesn’t stop but it changes over time.
We all are interested in where all of this is going and the truth is we will never get “there.” It keeps evolving.
Best,
Jon
.-= Jon Newman´s last blog ..Thoughts on social media for internal communications =-.
Thanks for this post, Amber. I love reading your insights and processes to Community Management. I started in my Community Management roll six months ago, and it’s been such a learning process! You nailed it when you talk about this role being a hybrid of “sales, customer service and communication.” In my roll, I realized customer service is more apparent than I ever thought it’d be as more and more people discover and reach out to a company’s online outlets.
Personally, I find it a struggle for this role to be so new in business – people don’t understand my job when I try to explain it, some people still don’t see it as a significant need/important piece and sometimes it’s even hard for the role to be defined internally. Either way though, I love Community Management and try to soak in all the advice I can get, so keep it coming! 😉
Thanks for this post, Amber. I love reading your insights and processes to Community Management. I started in my Community Management roll six months ago, and it’s been such a learning process! You nailed it when you talk about this role being a hybrid of “sales, customer service and communication.” In my roll, I realized customer service is more apparent than I ever thought it’d be as more and more people discover and reach out to a company’s online outlets.
Personally, I find it a struggle for this role to be so new in business – people don’t understand my job when I try to explain it, some people still don’t see it as a significant need/important piece and sometimes it’s even hard for the role to be defined internally. Either way though, I love Community Management and try to soak in all the advice I can get, so keep it coming! 😉
What I specifically like about community/social media management, is that you’re kind of raising a brand. Imagine the brand as a baby, it’s used to cry, kick and scream when it wants something (high revenues). Our job is to teach the brand not to, but to ask, to talk, to become a grown-up.
You (me at least) don’t know what’s [the] best for the company, but you know what’s bad. That makes you not just the foster of a brand, but also its’ conscience. And there should be space for fun, non-profitable stuff. I very much enjoy playing the little devil sitting on the companys’shoulder as well. That’s what makes it “human”.
And what I also like is the flexibility. You mentioned 16hr workdays, but they’re not really workdays, are they? At least not to me. We have a policy that says we have to be connected from 9 to 9. But that doesn’t mean I’m stuck to my desk for 12 hours straight. Not at all! I can work from anywhere I want, when I want. All I need to do is monitor regularly and be available. Using my smartphone, I can to that even when shopping for groceries 😉
Oh – and as usual – great post!
What I specifically like about community/social media management, is that you’re kind of raising a brand. Imagine the brand as a baby, it’s used to cry, kick and scream when it wants something (high revenues). Our job is to teach the brand not to, but to ask, to talk, to become a grown-up.
You (me at least) don’t know what’s [the] best for the company, but you know what’s bad. That makes you not just the foster of a brand, but also its’ conscience. And there should be space for fun, non-profitable stuff. I very much enjoy playing the little devil sitting on the companys’shoulder as well. That’s what makes it “human”.
And what I also like is the flexibility. You mentioned 16hr workdays, but they’re not really workdays, are they? At least not to me. We have a policy that says we have to be connected from 9 to 9. But that doesn’t mean I’m stuck to my desk for 12 hours straight. Not at all! I can work from anywhere I want, when I want. All I need to do is monitor regularly and be available. Using my smartphone, I can to that even when shopping for groceries 😉
Oh – and as usual – great post!
Always a bit awkward when you jump into the comments of a killer blog post like this only to see that your boss and your good friend/colleague/peer/inspiration are talking about you. Ha ha. Thanks for the kind words, Mr. Penn.
Amber – You continue to not only set the guidelines for the role of Director of Community, you also are always evolving the position, raising the bar, and totally, 100% kicking ass. As was alluded to in Chris Penn’s comments, my role as Director of Community at Blue Sky Factory was largely modeled (shadow?) from your original post a year ago. Watching with and learning from (& with) you has really taught me a ton. I still suck at a lot of this gig (future post on Social Butterfly Guy for sure), but I’m improving thanks to your leadership. I can’t tell you how refreshing it is to read how you’ve grown the team, how your role has changed, how it’s stayed the same, and – most importantly, as you said, “But make no mistake: this is all by choice.”
That’s the key, right? You work your tail off – hopefully smarter, not harder (most days). You get results. You love this stuff. And…it’s all by choice.
Thanks for continuing to be the kick ass person and friend that you are.
See you soon…
DJ Waldow
Director of Community, Blue Sky Factory
@djwaldow
.-= DJ Waldow´s last blog ..Nerds, Dorks, Geeks, and Cool Dudes =-.
Always a bit awkward when you jump into the comments of a killer blog post like this only to see that your boss and your good friend/colleague/peer/inspiration are talking about you. Ha ha. Thanks for the kind words, Mr. Penn.
Amber – You continue to not only set the guidelines for the role of Director of Community, you also are always evolving the position, raising the bar, and totally, 100% kicking ass. As was alluded to in Chris Penn’s comments, my role as Director of Community at Blue Sky Factory was largely modeled (shadow?) from your original post a year ago. Watching with and learning from (& with) you has really taught me a ton. I still suck at a lot of this gig (future post on Social Butterfly Guy for sure), but I’m improving thanks to your leadership. I can’t tell you how refreshing it is to read how you’ve grown the team, how your role has changed, how it’s stayed the same, and – most importantly, as you said, “But make no mistake: this is all by choice.”
That’s the key, right? You work your tail off – hopefully smarter, not harder (most days). You get results. You love this stuff. And…it’s all by choice.
Thanks for continuing to be the kick ass person and friend that you are.
See you soon…
DJ Waldow
Director of Community, Blue Sky Factory
@djwaldow
.-= DJ Waldow´s last blog ..Nerds, Dorks, Geeks, and Cool Dudes =-.
The thing I love most about your blog Amber, is the fact that many times the discussions in the comments rival the awesomeness of your posts.
To me, that is a great indicator of community success. 🙂
.-= Chris Moody´s last blog ..Ignite Raleigh 2 in less than 4 hours =-.
The thing I love most about your blog Amber, is the fact that many times the discussions in the comments rival the awesomeness of your posts.
To me, that is a great indicator of community success. 🙂
.-= Chris Moody´s last blog ..Ignite Raleigh 2 in less than 4 hours =-.
Another great blog. Thanks.
Linda