Why my book on community management

Today, the multiplication of social and collaborative technologies in the workplace leads many employees to optimize their internal and external networks and become community managers, regardless of their primary responsibilities.

The aim of this practical manual is to offer a broader vision of community management skills that social media have emerged in just 10 years. It aims to help implement effective management of communities of people, regardless of the tools used.

Community management will:

  • improve the responsiveness of organizations through more listening to internal and external partners,
  • seek synergies and complementarity beyond the traditional hierarchies and boundaries of the organization,
  • offer communities the opportunity to play a key role in spreading the positive word of mouth and generate innovation.

The implementation of communities, large or small, formal or informal, and their new working methods become a strategic issue in every sector.
This manual published in French by Politeia editions and available here, is aimed at:

  • People who wish to develop their professional practice towards greater openness and participation,
  • People who have the role of managing collaborative projects among groups of internal or external partners (colleagues, customers, etc.).

It will also be useful for communications professionals and for anyone seeking to better seize the opportunities of the web and the sharing economy.

Back soon

If you are wondering why I publish much less posts now, rest assured this is only temporary and I will come back in a few weeks with new posts:

  • I have just written a book in French due out soon and you will be the first to be informed of its release date. This is a practical manual on community management skills published by Politeia editions. I am proud of this achievement, I hope you will enjoy reading it. And as I have lots of projects, I intend to continue writing.
  •  I am following a master in training design and consultancy in France, to develop myself further and discover new learning methods. I have always been keen to return to School, I really enjoy this new challenge. In parallel, I am also following a few moocs in the field of Digital.

This is just to tell you that I take a step back only for – I hope – the better🙂

Feel free to contact me. I will be very happy to stay in touch.

See you soon.

Silence for Sandra

I am very sad to announce the loss of Sandra Sornin, following a very short disease. 11 years ago, she welcomed me at the European Commission. Very recently we had plans to make something of our common passion for communication, training, people and Europe. All these dreams, Sandra, will be followed by action.

She will be missed so much.

A Ceremony will take place this Saturday 24 October at 9:30 at Cathedral St Michael and St Gudule in Brussels.



Close your eyes and imagine that social media no longer exist. Think about what you miss most:

  • Having your say?
  • Reading customer reviews?
  • Getting quick feedback?
  • Asking for help to experts?
  • Connecting with like-minded people?
  • Growing a home-based business?
  • Getting news updates?

On a personal level, social media have become irreplaceable for various reasons. With experience, you have developed your own use, which is different from that of your partner for instance. Your needs are met.

Now think about the specific value social media has brought to your professional lives. Same as before, imagine they no longer exist. What do you miss most?

I suspect it is not so easy for each of you…

Why? Perhaps, you still need proofs that social media can help you in your tasks.

Obviously, if there is a lot of beauty to the stage of the unexpected web, at the end of the day, only “value” counts.

For those of you who are (still!) looking for inspiration, here are some values of social media at work I could notice:

  • Streamlining processes;
  • Reducing workloads;
  • Enlarging human networks;
  • Generating more innovation;
  • Collecting collective intelligence;
  • Providing emotional data.

And if you want solutions to provide similar values to your employees, a recurrent mistake is to consider that IT departments can translate business limitations into IT solutions. In order to initiate a more strategic deployment of social media at work, you need to partner with a digital transformation expert. This person will help business units translate their limitations into needs. Then, he/she will advice IT departments on the specific solutions.

Change in a top-down fashion

Once upon a time change of corporate culture was implemented as requested. It was driven by a mix of external pressure and of internal desire to get a company or institution up-to-date. There was the awareness of an issue, followed by the definition of a vision and the development of a list of actions. It was enough to impose change from top to bottom since everyone was more or less ready to meet the new needs.

Today, change management is more complex. More forces come into play. The change in a top-down fashion no longer works alone to lead to the foundation of a new business culture.

In the face of accelerating changes, staff members have begun to lose confidence in their managers. Too many trials, too many efforts put into never-ending battles. Middle managers suffer from lack of support. Employees have doubts, question governance models. They want to be more than just a part of the change and to play a leading role. Trade unions seem to have lost the battle of the digital age. We also see a clash of generations and cultures. People have different expectations, opposing views on the right rewards and on their responsibilities. Some want discipline back whereas others speak about holacracy.

Society changes fast, faster and faster. Everyone is a media and can create an international company in some clicks. Power seems to have shifted hands. It can no longer be business as usual.

In this new context, one question is in everyone’s minds: how to create a culture of change, a start-up like organisational model?

I am convinced since a while that successful change management in times of turbulence has something to do with influential marketing. This is how you can make sure that desired values and behaviours spread within an organisation.

So, let me ask a few questions which are fundamental to drive change successfully in a modern organisation:

  • Who are your internal influencers today?
  • How do you identify them, and follow their conversations?
  • What tools do you provide so that they can influence better and faster around them?

Take some time to answer these questions, and let’s go back to the topic soon. Until then, for those of you who are already on holiday: ENJOY :-)

Thinking outside the box

We reach our creativity’s peak at the age of five. What is wrong with our ability to be creative afterwards? Do we become essentially passive minds, accustomed to working in one way? Do we still have the ability to see things in a different light?

In the era of social business, our leaders want ideation and more conversations. All this requires from colleagues to become more entrepreneurs and able to think outside the box.

The good news is that we can learn again how to boost our creative spirits and see the world with the eyes of a five-year-old child. As community manager of an internal social platform, I had to find ways to stimulate the collective mind in such a direction. I would not want people to just sit behind their computers and say “there is nothing for me here”. Here are some of the things you could do, if you had to lead a similar initiative:

  • Some have a natural tendency to be unconventional. They will always look for ways to invent new uses. Give them that power.
  • Some will be happy if they get from your platform an ability to gather around them. Support them. 
  • As the attention span can be short, always think about ways to diversify activities in the platform. 
  • Make your activity feed look like a symphony – break the rhythm.
  • As a basic rule, when rules are clear, people are more keen to contribute. So, remind these rules on a regular basis.
  • In any circumstance, play collective.