Community Management Education (and Certs) a Sound Investment –Yet Experience Trumps All

For seasoned or budding community managers, investing in a solid foundation of learning through an education program and becoming certified is a good investment –yet don’t think classroom time is sufficient, as time and experience in the field is the most important.

A Need for Capable Community Managers on the Rise
If there’s one thing I’ve been learning in my research it’s that corporations need skilled staff to use new media tools. Enter the Community Manager, part customer advocate, part product manager, part host, who tirelessly deals with customers online. In fact, Altimeter’s research indicates that budgets increase significantly for social media boutiques, and digital agencies as corporations become more advanced. Despite the increase in adoption from corporations, they are often ill-staffed, or throw traditional communicators into a new media mix –with poor results. Furthermore, we’re seeing a rise in out-sourced community management services, which raised quite the online conversation.

[As the Social Business Space Emerges, Education and Certifications Will Emerge –Yet Be Sure to Balance Your Team with Education –and Real World Experience]


WOMMA and Friends Launch Community Certificate Program
To meet the needs listed above, a group of very talented and experienced community professionals have teamed up with Womma to launch a certificate program with Community Roundtable and ComBlu, to aid education and standards across the industry. I chatted with Rachel Happe of Community Roundtable to learn that their focus provides:

“Our training helps organizations in three specific ways:
-It sets common expectations for individuals and companies about what individuals should know at different levels.
-It ensures that individuals are introduced to the issues and concepts that they will face over time.
-It consolidates learning so that individuals can more quickly ramp up and become productive contributors.”

I also like how they segment their classes for different roles:  Community specialist, Community manager and the Community strategist. As this program grows it can certainly advance the industry, as well as the professionals involved in partaking in the offering.

Risks of Certs: Best Practices are Few and Far in Between
What’s one big challenge with certs?  It’s hard to define best practices in a nascent space that may be just as much art as it is science.  In fact, Dells’ Bill Johnston who’s leading their Community Strategy told me that “The inevitable downside will be a lack of standards. I’m assuming that every association or firm that is involved with social media / community will develop their own curriculum and standards” He also writes; “Further, certification without hands on training and mentoring is not going to help advance the practice of community management and development.”

Yet, Don’t Over Rely on Education –Real World Experience is Key
Like any trade or art, from sales, PR, performance arts and beyond, real-world experience is the most important teacher of all. Unlike black and white task orientated jobs, Community Management, and the art of dealing with dynamic humans, is as much of an art, as it is a science.   I asked the CEO of Liveworld (who hires hundreds of Community Managers), Peter Friedman who says we should look broader;   “The key is to get someone with the right personality, enthusiasm and skills.  Experience counts too. Even if there were good CM certification programs around, I wouldn’t disqualify someone for not having such a certification. I’d look at the person’s other specifics”  he also put certifcations into priority order: “For example a person with 5 years real CM experience is likely to be much stronger than a person with 1 year of experience and a certification”.

Hiring and Compensating your Community Manager

  1. Look for experience match against the Four Tenants of Community Managers. In 2007, I analyzed 16 job descriptions, and published the Four Tenants of the Community Manager and we found the following four job requirements: Community Advocate, Brand Evangelist, Savvy Communicator, and Shapes Product Roadmap.  Your Community Managers should match these job needs, and have the relevant experience to boot.  For example, Dell’s community strategist Bill Johnston told me he made his two hires (Connie Benson who’s written a post covering this topic, and Cy Jervis) based on “experience & impact” and cited both of their previous work.
  2. Ask them how they’re polishing their skills, beyond the day job. Although Community Managers are often social creatures, they could be working in a vaccum, and may be missing out on greater training or perspective.  Ask them how they stay current on industry trends, as well as help them connect with their peers in groups like the Community Roundtable, and participating in online discussions such as the Twitter #cmgrchat tag.   By bolstering skills and learning through education programs (like the Womma Certification), and see this older list by CM Roundtable.
  3. Reward them based on Business Impact. As orginizations invest in communities, they must serve business purposes from marketing, increasing adoption, self-support, or even using for innovating new products.  Companies should measure based on the business impacts that these communities provide –not just raw engagement or community growth.  I asked Evan Hamilton the Community Manager for UserVoice (which in itself a community) what he thought and he told me;  “I think employers should pay based on what their team members accomplish. I didn’t start in community management with any sort of training, but I deliver results for the companies I work for, and they pay me accordingly. Companies should always encourage employees to get more training…but they shouldn’t pay based on a piece of paper that says you’re good at something.” …well said.

The Bottom Line: The emerging Community Manager education and certifications are a good thing for all professionals –yet be sure to balance them out with peer to peer learnings, and real-world experience.

Related Resources:

61 Replies to “Community Management Education (and Certs) a Sound Investment –Yet Experience Trumps All”

  1. Thank you Jeremiah for the coverage of this topic. As the industry matures, our hope at The Community Roundtable is to help transfer knowledge about the community management discipline in a variety of ways and the training we are doing with WOMMA & ComBlu is a great first step for many people.  Part of the reason our core service is an association model is because we also believe that much of the discipline is not just skills but judgement which can only be gained through experience and peer interaction. 

    We offer a range of services like reports, a community management fellowship, and executive education – all of which fit on different rungs of the learning scaffolding and which address different audiences.

    I would love to hear from others here about how they learned and what helped them the most while they were ramping up – or questions they have about training programs more specifically. We are likely to learn a lot as we roll out our training program and are expecting to iterate as we learn as well.

  3. We are building a multi-level social/digital certification program for a fortune 20 right now.  Part of the challenge is one size won’t fit all by industry or segment.  A solid “public” standard or template to follow makes sense, but ultimately the needs of a company will very based on their size, complexity, global footprint and industry.  I agree with Bill J as well that experience matters.  This isn’t a matter of training, policy and exam milestones, but also one that has to build a system that creates and motivates mentors as they progress through appropriate levels.  Like any learning objective, training is a part of the puzzle, but on the job training and mentorship must be substantial components of the plan.

    Sean O’Driscoll
    CEO
    Ant’s Eye View

  5. I really like that you have included the notion of “product manager” as part of your skill-set for community managers — it’s not something that I have seen come up frequently in terms of roles that community managers have, but I think it is incredibly important. The ability to understand how to assess, aggregate, and expand on the needs of the community closes the feedback loop between an organization and it’s customers. Good product managers have a deep understanding of current products, the overall direction that the company is headed, and can then bring customer needs into that picture in an efficient manner. It is a skill set that is hard to find, even by itself, which means that finding that skill in someone who can also fulfil the other needs of a community manager can be quite challenging.

  6. Thanks Terry.  Social Marketing and Social Support can be considered just “lip service” if the core issues aren’t being fixed over time.  

    The Community Manager is really a customer liason between the company –and our important customers.

  7. I’ve built a number of these certification programs, both Edelman’s “Belt System” and others for clients in various industries. While community managers are undoubtedly of increasing importance, I can tell you that certifying a “community manager” actually isn’t all *that* high on many priority lists. Companies (particularly very large ones) far more urgently require the integration of social media skills into the day-to-day work of employees in a number of roles. Principles of community management can (and, in some cases, must) be a part of this regimen, but that’s a bit different than what we’re talking about here. 

    My pair o’ pennies.

    Phil Gomes
    Edelman Digital

  8. These are exciting times. 

    The mere formation of certificate programs and a growing interest in this type of education outside (or even within) the job shows that community management as a discipline and career field is ready to turn the corner and spring up into the conscious of the mainstream, while earning further acceptance in places where it’s much overdue. I’m not sure what type of results to expect from programs like the one being launched through WOMMA, but just its existence is a huge victory in my book. It only gets better from here. 

  9. The whole notion of “certification” when it comes to social, and even SEO, is fascinating to me. It’s basically saying we as an industry are OK with one entity coming up with the “rules” and the “right” way to do something. I’m not terribly sure that is healthy for either industry. Klout is a good example here. I think it is absolute utter nonsense, and the most meaningless metric in all of social marketing. Yet the developer of this course may think differently than I do, and set that as a standard. Who’s right? Who’s wrong? At the end of the day, nobody. Every single entity that’s hiring social has different needs, and we should not be bogged down by thinking that a “certification” program brings us. 

  10. Hi Alison – I’m helping to develop the WOMMA/TheCR/ComBlu training program and I just wanted to note that we do not consider this a ‘certification’ or a requirement in any way. It is a consolidated set of information that we think is important for community managers to know, with the goal of helping people familiarize themselves with a lot of concepts faster than they might otherwise be able to.

    As with any training, it cannot give people 100% of what they will need to do the job because so much of the discipline is judgement based and specific to the context in which it is practiced.

    I definitely understand your concerns and hope that we never get near a ‘klout’ style algorithm for what community management means because that is impossible. However, demand for these skills is growing faster than available resources. This training, hopefully, will help increase the speed of that skill development in the market.

  11. Hi Alison – I’m helping to develop the WOMMA/TheCR/ComBlu training program and I just wanted to note that we do not consider this a ‘certification’ or a requirement in any way. It is a consolidated set of information that we think is important for community managers to know, with the goal of helping people familiarize themselves with a lot of concepts faster than they might otherwise be able to.

    As with any training, it cannot give people 100% of what they will need to do the job because so much of the discipline is judgement based and specific to the context in which it is practiced.

    I definitely understand your concerns and hope that we never get near a ‘klout’ style algorithm for what community management means because that is impossible. However, demand for these skills is growing faster than available resources. This training, hopefully, will help increase the speed of that skill development in the market.

  12. Interesting, and indeed a sign of a maturing profession. But certification based on theoretical education is indeed not enough. I’ve seen many certified people in my life, who were very good at learning theory, but next to useless when it came to real life implementation of that knowledge. I once worked at a global technology consulting company, where the internal certification system was based on theoretical knowledge and proven application of that in project. I think this gives a better indication of how someone can add value to a job/project.

  13. Thanks Phil.  Edelman was one of the first to show me their social media black belt system, congrats on your program.   

    I also learned other agencies have done similar like Weber Shandwick.

  14. Thanks Phil.  Edelman was one of the first to show me their social media black belt system, congrats on your program.   

    I also learned other agencies have done similar like Weber Shandwick.

  15. So you don’t consider this a certification, yet the program is called “online certificate program”? That’s where I personally find the issue, as it could be misconstrued as some sort of authority. I think I’m in the extreme minority of people who think this is something you can’t teach…you can either do this job or you can’t. But like other folks have said here, it’s good to see that there is so much interest in something of this nature, means that companies are finally waking up and realizing that the customer has a voice, and they come above all else.

  17. This is my concern as well. I know Rachel is a stand-up CM and I give her the benefit of the doubt. But I do know highly successful community managers who do things /very/ differently. “Certification” implies you’re learning the one right way to do the job, which I think is false.

    Looking forward to seeing how these develop, regardless!

  18. Interesting post. Thanks to you, I’ve been in community management since 2006 and  definitely see a vital need for qualified and experienced community managers. 

    However, certification might be a little too premature for our industry. Certification could be important in highly regulated industries such as private-for-profit higher education or healthcare where risk management is always in the discussion. But what about the travel industry or community management for a restaurant chain?

    Thoughts?

  19. There are standards bodies at the federal level for hospitality and even at regional level, so there are some that exist.  The certified sanitation letters found on doors of restaurants in L.A. are an indicator of that.

    Even careers where it’s all about taste such as artists, chefs, and musicians go to education and get degrees to get best practices and learn the tools of the trade.

  21. Right Evan, yet a Certificate or Degree indicates that one’s gone through the motions to get a baseline understanding, and has at least been exposed to best practices.

  22. The developer of the curriculum shouldn’t, by him/herself, set the standard for the entire company. That person should participate in the development of those standards, for sure, but it would be foolhardy to have that person build a de facto standard in a vacuum. 

    But, at some point, a company needs to codify its relationship with online communities and it isn’t too much to ask that 1) employees conform to that standard, and 2) there’s a certification program made available to them. 

  23. So who is going to be the ruling party in this certification program? Again, that’s my argument. No one entity can say what’s right and what’s wrong. At that point you’re only in it for your own self interests. 

  24. I agree wholeheartedly that we need education programs for emerging community managers. There is a fast and rising demand for CM’s who have a baseline understanding and are able to hit the ground running. Those of us who have been at it for many years could have skipped some of the trial, error,(and rework) that went into developing the expertise that we’re now working with. 

    But I also agree with Evan’s earlier argument that there are so many variations in approach. And each community has its own set of circumstances. I’ve managed five communities over the last five years and although some community-building techniques were replicable, each role required a slightly varied set of skills. None of these communities resembled one another in form or function. And the business goals behind growing each of these communities also varied greatly. 

    If I contrast this to project management, which I studied for a while in order to acquire certification, it is a world apart. There is a set of processes that can be applied to practically any project in any industry in order to achieve success, and certification means you *get* the role. 

    I’d say education is what we need the most right now, but rather than focusing on finding a standard/certification for CM’s, let’s focus on enterprise-wide, executive and peer education.  

  25. An organization can (and often must) draw lines about “right” and “wrong” with regard to its relationship with online communities just as it can in terms of whether it issues/supports PCs or Macs. The company should be open to updates and challenges, of course, but certification is less about “How to ‘do social media'” than it is ensuring that employees have an understanding about how social media and online community engagement sits within and supports the strategic imperatives of the firm. 

    The internal stakeholders involved included (but aren’t limited to) comms, marketing, legal, HR, MIS and executive leadership. The complexity is multiplied somewhat when you’re working with a company that has a thin-but-powerful corporate layer sitting atop business units and brands, which often behave as their own companies. 

  26. That’s the direction this must go…social marketing curriculum built into established degree programs.  So alongside all the existing requirements and electives required for a Marketing degree you have social marketing classes.  As much as we like to think social is the be all to end all its just another marketing skill that is critical to learn and apply.  It doesn’t have to be anything more or less than that.

  27. Hi Nathalie – I helped develop the community manager certificate program with WOMMA & ComBlu and can say we agree on nearly all your points. We heard from customers and friends that they wanted an option to bring their teams up to speed on what community management was all about. They were scaling from 1-2 CMs to 10-20 CMs relatively quickly and wanted an cost-effective solution. 

    In building the first module, we solicited input from current CMs to hear what they thought was important to explore with students in the course. We did our best to create a balance of perspectives, including both thought leaders and practitioners in the different segments. These real world, peer-based experiences are a very important part of what we’ve developed. This is very much a peer-based educational experience. 

    By no means is this course finished. We’ll learn from the first run, adapt the content based on feedback and changes in the market and evolve the course. We talk with community managers every day (some in TheCR Network, some not) and roll that into our perspective. This comment thread is a great example of that in action. We’re listening. 
    Thanks – Jim 

  28. Thanks, Jim for providing context. I follow TheCR, you and Rachel and observe how you’re advancing the profession constantly. I thank you all for the hard work you are putting into this and keeping the focus in the right places. Education and training, and how to scale it is the major pain point I am facing right now with my clients. How certification fits into that picture is still uncertain. I look forward to keeping up with your progress. 

  29. I acknowledge that the term ‘certificate program’ is confusing – it is consistent with how WOMMA does its other training courses and also with training terminology in general so that is why the title is what it is. But it should be thought of as a training course.

    We spent a lot of time vetting the framework and outline of these courses with The Community Roundtable members who are all very experienced community managers and most of the content was developed by practitioners who are WOMMA or TheCR members. Our goal was to be as inclusive as possible and focus on what was common across a lot of different contexts, including internal collaboration focused community managers.

  30. True. Certification is good because it provides validity to a role that not enough companies yet recognize as significant and even vital to their success. Certification is bad because there is no final certification in most digital/social technologies. Always evolving and learning. Cheers!

  31. I always appreciate the opportunity to learn new things.  While classes cannot cover every possible scenario they can give you a knowledge base that empowers you make the correct decisions.  Experience still trumps training but the combination of the two is much better than either by themselves.

  32. Jeremiah, I absolutely loved this article!  This issue is of particular importance to me as I have started a new organization called the National Institute for Social Media with a goal is to create the first nationally accredited certification program.  The process of earning accreditation eliminates many of the concerns voiced within many of the comments below, and in my opinion is the only way to create a valid certification program.

  33. It remains though, that many jobs in this space call for tertiary qualifications – and nothing about skills that demonstrate an ability to actually understand and carry out the role.  Let’s hope recruiters and HR people are reading this blog. In fact if you know one, do pass the link on to them so they may begin to understand the landscape at least a little.

  34. “Best Practice”, in this context, is a complete crock (even more so than in the rest of IT !). What works for one company may be totally wrong for another.

  35. I’ve been a successful community manager for nearly two years. I’ve done many things right just as I’m sure I’ve botched a few along the way. I’m regularly asked to share my experiences and insights with other community managers and am eager to do so. I still intend to go through all three of the cert programs mentioned in the article.

    Will I already know a lot of what is presented? I hope so. Will I still gain new insights and info that help me be a better community manager? I fully expect to.

    Anyone who values lifelong learning like I do is eager to find helpful resources whenever and wherever possible. Most of what I learn I learn through my network of fellow community managers and resources shared by people I follow on Twitter. But I trust and respect the work of Rachel and Jim at TheCR and am eager to learn from the coming courses. I’ll still have to make the application to my business and choose what applies and what doesn’t. But don’t we have to do that with any formal education or training we take part in?

  36. It great to see a indication that someone has gone through the motions, especially – as indicated in other comments – when that motions are based on real life experts’ knowledge. However, I think adding a requirement that the students have to show capability in practice as well would give a certificate more value. Sort of like the Six Sigma Black Belt. It’s heavy theory, but also an example of how you’ve put that in practice. This case needs to be brought to the certification board with ‘sponsorhip’ from an existing Black Belt. I think that gives a better indication of quality.
    my 2cts.

  37. Certification is not a bad thing, but take care to avoid the one size fits all approach. We developed training and certification for the social programs we manage for our clients to ensure we meet the agreed standards of performance. These are adapted on a program by program basis, retaining the core and adding in the client-specific elements that give the program the look and feel the client wants. It’s one of the benefits you get with outsourcing (and I know there are mixed views of the outsourcing of social programs :-)) – an established framework for engagement that has a robust foundation but can be easily customised. We now have over 500 people moderating, monitoring and managing communities for clients around the world. I work for SYKES BTW.

  39. The program isn’t available online, as such. We developed a number of job description templates, specific competency tests, over 20 unique processes (as in unique to social programs – different from regular contact centre engagements), and more than 200 pages of training materials to enable our organisation to handle social engagement programs. We adapt these to suit each client’s need. I’ll summarise somehow and let you have details.

  40. Agreed – Communities also come in very different forms, and include many different types of demographics. If you just use basic guidelines and policies you will be ok, but it won’t really be anything spectacular. There still needs to be a backing of history, theory, and psychology. 

  41. Pingback: Community Manager Training Course | Connie Bensen

  44. In theory, I agree.  “Common practices” or “case studies of success” are often a more correct term.   Yet, keep in mind, the community manager space has been around for way over 10 years.  There’s already a proven body of knowledge available.

  45. In theory, I agree.  “Common practices” or “case studies of success” are often a more correct term.   Yet, keep in mind, the community manager space has been around for way over 10 years.  There’s already a proven body of knowledge available.

  48. What a CROCK! I think it’s common sense, some marketing and customer service skills that certifies you if that’s not enough then there might not be hope for that individual. If these programs succeed it will prove 2 things. 1 American’s are stupid, and 2 scams succeed. I can’t even fathom such ridiculous information. I can’t imagine people paying for this, teachers teaching this or anything like that.  

  50. I have mixed feelings on this. On one hand, certifications can be a useful way to evaluate someone’s overal *knowledge* on a topic, but unless there is a practical component to the exam, even the best certification is still assessing the least-useful attribute of a professional: knowledge. The way “experts” are defined by those who study expertise is this: experts are what they DO. In other words, given a representative task in a given domain, experts are those who consistently/reliably *make better choices*. The fact that experts do know more about the domain is not what matters when looking for predictors of performance.

    But in this domain, I have a bigger concern. In certifying “community managers” or other forms of social media professionals, there is an implicit and overwhelming assumption that “social/community” is THE way to solve problems for a company including “engagement”, for example. It starts looking more and more like a “when you are a certified hammer professional, EVERYTHING looks like a nail scenario. Then you end up with the problem we are already seeing so much of today: companies out-social/community/engaging their competitors, when they SHOULD be focusing on fixing the reason they even need theses things in order to compete (assuming the business is not itself a social media product or service).

    The thought experiment is something like, “assume a future where every one of your competitors has an equally awesome, certified, capable community manager/social media
    strategist. NOW what? And what if “increased engagement” is not what the company — let alone their users — really needs? As a user, my attention is not scalable. My ability to engage is not scalable. The companies that may “win” in the near future are those who realize this, and make products, services, and marketing that frees my attention for doing things I love to do rather than competes to attract it back to the company. For example. I do not want to spend time “engaging” with Apple… I want to spend time editing in Final Cut Pro. And when I DO engage, it is with a local non-Apple community user group.

    Any of use can look around our home and professional workspace and name some of our most beloved and most-used products, and realize that we would nearly kill for some of the things we own that come from brands with which we have never engaged. If you look to most hobbies, for instance, the communities we are involved with are NOT from a specific brand but from the far more compelling context in which those brands are used. I might attend a snowboarding club, not a Volcom group. A photography club, not an Adobe meeting (though Adobe might sponsor part of it, and it might even BE an unofficial Adobe user group). A horsemanship club not an Astund saddle-maker group. A maker/DIY group, not the Radio
    Shack club.

    Not that a brand cannot use community in this way — to support the bigger, cooler context in which their products are used as opposed to trying to suck users into engaging “with the brand” (whatever that actually means). Sooner than later, we must recognize that users are not All About Us, and if we deeply care about our users, we will not try to seduce them into spending more time with us. The best community manager, in my opinion, is the one who asks, “what the hell are you doing clicking around our site and posting content when you SHOULD be out there kicking ass USING our product…” and then putting all of their resources into enabling users to do just that.

    So, yes, I fear that too much emphasis on certifying social media professionals (including community managers) will only harden the view that user engagement is about engaging with US / the brand, rather than the far more sustainable and user-healthy view that users have far better uses for their precious time, including actually USING our products and services to do something amazing *for themselves.”

  51. I have mixed feelings on this. On one hand, certifications can be a useful way to evaluate someone’s overal *knowledge* on a topic, but unless there is a practical component to the exam, even the best certification is still assessing the least-useful attribute of a professional: knowledge. The way “experts” are defined by those who study expertise is this: experts are what they DO. In other words, given a representative task in a given domain, experts are those who consistently/reliably *make better choices*. The fact that experts do know more about the domain is not what matters when looking for predictors of performance.

    But in this domain, I have a bigger concern. In certifying “community managers” or other forms of social media professionals, there is an implicit and overwhelming assumption that “social/community” is THE way to solve problems for a company including “engagement”, for example. It starts looking more and more like a “when you are a certified hammer professional, EVERYTHING looks like a nail scenario. Then you end up with the problem we are already seeing so much of today: companies out-social/community/engaging their competitors, when they SHOULD be focusing on fixing the reason they even need theses things in order to compete (assuming the business is not itself a social media product or service).

    The thought experiment is something like, “assume a future where every one of your competitors has an equally awesome, certified, capable community manager/social media
    strategist. NOW what? And what if “increased engagement” is not what the company — let alone their users — really needs? As a user, my attention is not scalable. My ability to engage is not scalable. The companies that may “win” in the near future are those who realize this, and make products, services, and marketing that frees my attention for doing things I love to do rather than competes to attract it back to the company. For example. I do not want to spend time “engaging” with Apple… I want to spend time editing in Final Cut Pro. And when I DO engage, it is with a local non-Apple community user group.

    Any of use can look around our home and professional workspace and name some of our most beloved and most-used products, and realize that we would nearly kill for some of the things we own that come from brands with which we have never engaged. If you look to most hobbies, for instance, the communities we are involved with are NOT from a specific brand but from the far more compelling context in which those brands are used. I might attend a snowboarding club, not a Volcom group. A photography club, not an Adobe meeting (though Adobe might sponsor part of it, and it might even BE an unofficial Adobe user group). A horsemanship club not an Astund saddle-maker group. A maker/DIY group, not the Radio
    Shack club.

    Not that a brand cannot use community in this way — to support the bigger, cooler context in which their products are used as opposed to trying to suck users into engaging “with the brand” (whatever that actually means). Sooner than later, we must recognize that users are not All About Us, and if we deeply care about our users, we will not try to seduce them into spending more time with us. The best community manager, in my opinion, is the one who asks, “what the hell are you doing clicking around our site and posting content when you SHOULD be out there kicking ass USING our product…” and then putting all of their resources into enabling users to do just that.

    So, yes, I fear that too much emphasis on certifying social media professionals (including community managers) will only harden the view that user engagement is about engaging with US / the brand, rather than the far more sustainable and user-healthy view that users have far better uses for their precious time, including actually USING our products and services to do something amazing *for themselves.”

  52. Pingback: Why do a Community Manager Training Course? « Community Management

  53. I admire new strategies in learning. Learning from just the four corners of a room is not actually enough. There are different kinds of people who need different kinds of learning environment. And experience leads to that. Thanks for the article.

  54. Pingback: Top Five Community Management Blog Posts: December 2011 | Dave Cayem
  55. Pingback: Industry certification in Social Media? Not a bad idea, but not necessary in my view | Customer Service Through Social Channels & The Customer Experience
  56. Pingback: Marie Connelly is not a Guru. » Blog Archive » Yes, You Can Teach Community Management -
  57. Pingback: Are you heading up a creek without a community manager?
  58. Pingback: projekt
  60. Pingback: what every social community manager should know

  61. Any individual who values deep rooted learning as I do is enthusiastic to discover supportive assets at whatever point and wherever conceivable. The simple development of authentication projects and a developing enthusiasm for this kind of training outside the employment demonstrates that group administration as a teach and vocation field is prepared to transform the corner and spring up into the aware of the standard, while acquiring further acknowledgment in spots where it’s much late.

Comments are closed.