ABSTRACT
This chapter deals with the core challenges for community managers (CMs). It teaches the basics of creating a strategy tailored to different communities and outlines the importance of creating experiences that humanise the company. It is important that CMs do not only do the minimum to keep negativity out of their space, but that they actively act as a force for good. The author discusses ways of modelling behaviour, creating a code of conduct, and when to ban users. That principle of active positivity extends to accessibility, which is not only relevant within games but also in all public communication. Including as many people as possible and letting them participate in the community should be a strategic pillar. The author gives space to additional guest authors, Marylin Marx, Karen Lee, and Paige Harvey, to discuss different aspects of community management. Because of her background in project management, the author also presents a tangent into how to manage community projects, from setting goals over preparing budgets to keeping track of tasks. The chapter also includes some pointers for what to do when things go wrong, from giving feedback to using soft skills.
