The Overlapping Traits of Great Community Managers and People Managers

The Overlapping Traits of Great Community Managers and People Managers

In today's interconnected world, the role of a community manager has become increasingly important. They not only foster engagement and collaboration within online communities but also act as advocates for community members. Surprisingly, there are several parallels between the skills and qualities required for a successful community manager and those needed for an effective people manager. In this article, we will explore these commonalities and how they contribute to building strong communities and teams.

1. Service-Oriented Mindset: Both community managers and people managers understand the significance of serving those under their care. A community manager's role is to ensure that participants face minimal obstacles to engagement. They empathize with community members, recognizing that their ability to contribute may be influenced by external factors such as personal circumstances or changing interests. Similarly, people managers prioritize the well-being and growth of their team members, providing support and resources to help them succeed.

2. Advocacy and Communication: Community builders often find themselves acting as internal advocates, representing the needs and concerns of community members to the broader organization. This requires effective communication skills and the ability to convey the value of community participation. Similarly, people managers serve as advocates for their team members, ensuring their voices are heard and their contributions recognized. By actively listening and conveying feedback, both community and people managers foster a sense of belonging and inclusion.

3. Adaptability and Flexibility: Successful community managers and people managers understand the importance of adaptability. Community dynamics can change rapidly, requiring managers to adjust their strategies and approaches accordingly. Similarly, people managers must adapt their leadership style to meet the unique needs of each team member. By embracing flexibility, these managers create an environment that encourages growth, innovation, and collaboration.

By recognizing these shared traits, organizations can benefit from cross-pollination of ideas and practices between community and people managers. Here are three actionable pieces of advice for individuals in both roles:

1. Foster a culture of trust and psychological safety: Create an environment where community members or team members feel comfortable expressing their thoughts and ideas without fear of judgment. This will encourage open dialogue and collaboration, leading to increased engagement and productivity.

2. Continuously gather feedback and insights: Regularly seek feedback from community members or team members to understand their evolving needs and expectations. This will enable you to make informed decisions and tailor your strategies to better serve their interests.

3. Invest in professional development: Both community and people managers should prioritize their own growth and development. Seek opportunities to enhance your skills in areas such as communication, conflict resolution, and relationship building. This will enable you to effectively manage and support your respective communities or teams.

In conclusion, the similarities between great community managers and people managers highlight the importance of fostering engagement, advocating for others, and embracing adaptability. By recognizing and leveraging these shared traits, organizations can build thriving communities and high-performing teams. Whether you're a community manager or a people manager, incorporating these actionable advice will help you create an environment that fosters collaboration, growth, and success.