Hello, and welcome to bad community advice.
This show is all about terrible tips and toxic takeaways.
And today, we are going to talk about what to do about lurkers in your community.
Uh, I'm Seth Resler.
I'm your host.
I am the founder of Community Marking Revolution, and my guest today has spent her entire career working in and on communities of all sizes in all industries and of all types.
She describes herself as a quirky techie, as well as a data nerd.
I wanna welcome the senior manager of community at Calendly, a company who, uh, I use their product all the time.
I love it.
I am a customer So I'm so excited to have her here.
Jillian Bejtlich, welcome to the show.
It's so nice to have you on.
Thank you.
I'm super happy to be here.
Thank you.
So before we get to your bad advice, and I love this bad advice because it's it's intuitive.
It's the type of thing that people would believe and go, oh, yeah.
I should do that.
Uh, but before we get to that, I wanna talk a little bit about the community that you manage at Calendly.
And and for anybody who doesn't know, just briefly describe what Calendly is as a product and a service.
Yeah.
Absolutely.
The the way I was like to explain it is, you know how sometimes you get those emails going back and forth where it's the, hey, can you meet on Tuesday? What time are you free? And blah, blah, blah, blah, blah, blah, and you go back and forth back and forth? And by the by time you get that email chain done, it's Wednesday.
The meeting that time that you picked is null and void.
Uh, account only takes away that that back and forth.
You basically can share a link for a specific event Uh, you can set the calendar availability on both sides.
You pick the time that you need, and everything gets set up for you.
And it's pretty magical, honestly.
Um, it it really, uh, I I I think it's a redefining calendar etiquette, and it's kinda like that really nice digital handshake.
So it's a cool product, and I used it before I joined the company.
I still use it, and I can't imagine ever not using it.
Yeah.
Uh, I think you're right when you say that it is redefining calendar etiquette because I I remember I don't know.
Maybe ten, fifteen years ago at this point when people would first send me a calendar link, and I would be like, this is weird.
Uh, and now I use it all the time.
Uh, in fact, we scheduled this this interview here using Calendly.
So We did.
Yeah.
So I was very happy to see that.
So let's talk about the community, uh, in Calendly.
And and I always like people to describe their community, uh, in two ways.
What is the shared mission of all of your community members? The people who are participating.
Why are they there? But also what is the business purpose? What does Calendly get out of hosting a community? Yeah.
Absolutely.
So you're talking member value, org value, and shared value there.
So, uh, member value.
So first off, Cowenley is an incredibly horizontal product.
Um, I always love to tell people back when we first started community.
Um, I had this this gentleman come in one day, and he was a farmer.
Uh, I think in Denmark, I wanna say, And he had 14 llamas that you could book hikes with.
And he wanted to figure out how to use Calamy to book hikes with llamas.
Um, and then the same month, we had someone come in who managed one of our enterprise accounts, and they wanted to know how to basically set up, you know, this massive demo situation.
And how only community effectively allows people to get the type of knowledge, support, inspiration, ideation, all sorts of things that they need on their terms.
And I think it's really cool because it's it's not around one persona or, you know, one niche.
Um, it really tries to fit it for absolutely everyone.
On the organizational side, fortunately, we're very much aligned.
We we wanna provide.
We wanna we wanna provide help.
We wanna provide inspiration.
Um, and we also wanna be able to extend the type of information people can find because the reality is, the end of the day, we're never gonna write calendly for farmers.
Like, that piece of content is never gonna happen, and that's okay.
Um, because community is helping fill that that niche, and it's kinda digging into that that specific specific content.
Uh, so when you finally get to the end of it, shared value, like that that middle ground, is that we wanna help more customers more effectively, more scalably, more sustainably, and customers wanna be able to find more content that they can relate to.
So That's where I hang out.
Uh, where does community sit in the org chart at Calendly? Uh, like most communities, we sit somewhere, but I wouldn't say that that's, like, how do I word this? You have to sit in a function.
Like, that's just the nature of working in a corporate environment.
So right now, we sit within the GTM organization under the customer experience, uh, function.
It's a good place for us.
Uh, however, I was kind of caveat that with saying that we work with everyone, um, pretty much on a daily basis.
The only people I generally am not working with are gonna be our finance folks.
Uh, and if I can void at HR, um, pretty much everyone else in the company is someone that we work with on a daily basis.
So we're very we kind of don't have, bounds or walls around us.
We we sit in CX, but we work with absolutely everyone.
Yeah.
Uh, so what does measurement look like? I mean, how are you measuring your success? Um, a lot of different ways.
So it's important to say that Calamine Community is very much a knowledge, uh, or community of knowledge and support, uh, and passive ideation.
Um, because of the that and the type of community that we've run and the type of goals that we have, we're very focused on consumption of knowledge, um, and basically how larger audiences.
So for us specifically, we're looking at things like unique visitors, we're looking at page views.
Um, and then more recently, because of how much AI is starting to pull our information into curated answers, we're also trying to understand what is the depth, the breadth, and kind of like the audience that might be engaging with AI generated answers outside of our domain.
Um, I think it's important to mention all this because a lot of times, you know, I'm talking about community.
People say, but what about membership? What about engagement numbers? And the realities that when you run a support community, those aren't as important.
Because we're trying to create a knowledge base not so much something where people are coming in and always asking a new question.
Got it.
So that raises a, uh, a question for me.
When you're running a support community, How much are you concerned about the connections between your members? I mean, are you looking for them to build lasting relationships, or is this really just about people being able to get in and get the answers they need? Because this is a support community, we're not so worried about relationships.
It's it's kind of a weird space to be in because a lot of times, you know, you have people who are like, well, what what about the relationships? What about the, you know, people coming back over and over and and For some products, that is absolutely a thing that's necessary and and it's important.
Um, I mean, to kind of give you a goofy example, so in my my personal life, um, I'm into mountain biking.
I'm into photography.
I'm into wine.
I have Toyota four runner.
And I mentioned these things because these are products that there are communities around where we continue to engage.
We do build relationships with up with people because it's a shared interest.
It's a hobby.
It's it's more of a community of practice.
Um, you know, like, I had a conversation the other day with someone about wanting to upgrade my headlights and my taillights on my forerunner and a conversation with someone else about, like, the best cabernet sauvignon from Pacer Dorres.
Those are different.
But where with Calendly, like products like Calendly, they tend to be a bit more of a a set it and forget it if everything is going well.
And so, therefore, we're not as focused on people coming back and building those relationships.
Because it's just not the nature of the product, um, whereas if I was, let's say, Fuji film, which is the camera that I have, um, I do want people coming back because I want them talking about, you know, film recipes, and I want them talking about lenses, and I want them to continue to engage and kind of grow their awareness and their knowledge so that they buy more products and they continue to buy our products.
Yeah.
That makes me so much sense and and the way you describe it.
I mean, look, Calendly is easy to use.
Right? I mean, it is kind of a, like you said, set it and forget it as opposed to, I think about, uh, I'm in a community for e cam live, which is this, you know, video streaming software that I'm using to to record this.
And it is much more of an ongoing you know, uh-uh project, you know, to to continually improve.
It's like you said, it's a community of practice.
So, um Yeah.
With that said, is there an in person component to what you do or not because of the type of community that you are? I mean, is there a Calendly conference where all Calendly users get together or anything like that? Not yet.
Um, I'd love for there to to be something like that someday.
Um, I do think there is an opportunity, um, especially since I think there are so many people who do have knowledge they don't realize could be shared on a more relationship, um, based type of experience.
Um, I will say some of the communities I have worked with have had that in person, uh, part to it.
So for instance, I started my career at Otter desk And at Autodesk, we had this massive conference every November, uh, called Autodesk University.
Um, and there was absolutely an in person component to that.
Like, that was where we got our advocates together.
And then even recently, I was actually just at Gainsight Pulse, um, which is the conference for Gainsight, logically.
Um, and there's a massive component of community members getting together there and actually even getting their advocates together, which is kinda cool because that's what that big jacket in the background is.
I'm one of their their advocates.
Nice.
I love that.
Uh, alright.
So let's take a look at your bad advice, and I love bad advice.
Uh, you said, build for engagement and active users.
Ignore lurkers.
Uh, talk to me about this because this is something that that makes sense.
I mean, in a lot of ways, this sounds like the eighty twenty rule that we hear so often, which is that, you know, 80% of your business comes from 20% of your customers or 80% of, uh, you know, your users are are coming from 20% of participants.
So Talk to me about this.
Talk to me about, you know, where you got this advice.
Did you ever actually follow it and did it not turn out well? And what ultimately made you decide that this was bad advice? Yeah.
So this was very much vice I was getting at the very beginning of my my community career.
Um, I'm not sure why, but if you go back to, like, the early twenty tens, there was this whole notion that lurkers are evil, lurkers are bad.
Lurkers should be eliminated from your community and all this stuff.
And I was very confused by it.
Um, and I mean, I initially was kind of like, okay.
I'll I'll I'll do what I think I'm being told to do based off of advice on the internet because everything on the internet must be true.
And I really did pay attention to my engaged users, my active users for a little while.
And the reality is that I'm a data nerd.
And when I started looking at it from kind of a statistical perspective and you and you go, Wow.
I have millions of workers, and I have thousands of logged in users.
Am I paying attention to the the right group of people? And that was when I started realizing that I probably wasn't, and I was letting a very small group of people dictate, um, what I was doing in in community, which that didn't make any sense.
Um, so I started changing that behavior fairly quickly.
Um, I remember getting a lot of pushback, um, you know, from from peers, from colleagues, from leadership chains kind of being like, whoa, whoa, whoa, why are you paying attention to those people? Um, but I'm happy that I did because now, you know, so many more years later in my career, I I do what my lurkers want me to do.
Um, they define my SEO strategy.
They define the architecture of my community, um, and everything like that.
I mean, it's it's completely redefined everything, and it's been funny too because I've seen the industry shift as well.
Um, I haven't heard someone say the eighty twenty rule or the ninety nine one rule in a very long time now, um, and I'm grateful for it because it did need to go away.
So give me an example of what that looks like.
Give me an example of a situation where if you listen to your active participants, the ones who are more vocal in the community, uh, you might go this direction, but if you listen to the lurkers, and we need to talk about how you listen to the lurkers because they are quiet, they're lurking, um, you would go in a different direction.
Yeah.
So for instance, for support community, um, your active and engaged folks are going to be in the community posting new questions.
They're going to be engaging with uh, conversations.
Um, they could be engaging in water cooler talk.
They they they they tend to be more passionate, um, more positive, or more kind of, like, usually on one end of the emotional spectrum, the other.
They're either very angry or they're very happy.
Uh, and so if you assume that your active members are pretty much representative of every single need of your community.
You could very feasibly focus your entire content strategy on, um, things that need engagement.
So, you know, tell us about a time or ask me anything.
Basically, things that need people to jump in there and actually say something in order to work.
Um, or you might be in a situation where you say, okay.
Well, my engaged members are logged in, and therefore, I put everything behind a privacy wall, um, and therefore, you know, no one could see anything unless they're logged in.
Um, those are two strategies that absolutely can backfire if you're only looking at that specific group.
Whereas lurkers, for a support community are incredibly important.
And I I would actually argue they end up being the loudest majority from a quantitative perspective because when you look at it, you see so much more data on what they're looking for.
You could see what they're searching for, you could see how long they're looking at pages, and there's so many more of them.
So you start really seeing these amazing trends and you start understanding a lot more.
What's also interesting is that a lot of times your active or engaged users tend to be a very specific subset.
They are people that tend to be very familiar with your product.
They tend to be because she experts in your product.
They don't represent the much larger group that's saying, actually, I don't understand how to use this or I'm just getting started, or maybe I'm quietly struggling in the background, and I don't feel confident enough to actually say something.
But by using data, we can understand who those people are and what to do about them.
So it's very interesting.
You do have to pay attention to both groups.
Um, but if you were to completely ignore that much larger quiet group, um, you end up missing out on so much important information.
You know, I see so many analogies to this to, uh, uh, other places You know, on my background, I used to work in radio.
And when we were running radio stations, we would describe our listeners as p ones, which were the hardcore, you know, what you're calling the active and engaged, and the p twos, which were the lurkers essentially.
And if you pay too much, you know, I ran alternative rock stations, if you pay too much attention to the to the hardcore fans, uh, you know, those are the ones that are out there on the cool new indie band death cab for cutie or whatever it might be.
Yep.
Whereas, you know, your lurkers are the ones who are sitting there going, you know, we we like nickelback.
It is what it is.
And you kinda have to find the balance between the two.
Um, I mean, you even see it in in politics where, you know, you have the the loud partisans, uh, at the center of the party.
Um, but then there's kind of this this sort of silent majority, which is what, uh, lurkers are, and and you have to be careful about the balance between the two.
So it's so interesting.
Are the data points that you're looking at different for your active users and your lurkers? Or are you begging about the same data points? Well, you you you should measure your entire community at a high level from all the same data, basically.
You are looking at audience consumption and engagement.
So so as a whole, when I look at Cali community every month, I am looking at page views.
I am looking at unique visitors.
I am looking at logged in users.
I'm looking at number of posts, number of replies, time to reply, answer rate.
I look at that from a very holistic perspective, and I say, okay.
Great.
I understand that.
But then I also do look at it again and say, okay.
What are the individuals who are not logged in doing? What are they looking at? Why are they probably not logging in? Uh, and then I also look at the logged in users, the ones that are engaging, and I'm going, okay.
What are they engaging with what is the content that they're posting on, um, and trying to understand, is it a similar behavior? Um, therefore, you know, it's actually the same individuals, maybe just exhibiting different behaviors, um, or am I looking at two very different personas? Um, I'll say that in Cowling community, it tends to be the same persona, which is actually interesting.
Um, it just tends to be that there's certain barriers where my workers will crossover and become engaged because they can't find what they're looking for, but they feel welcome and and able to ask a question, or maybe there's a piece of feedback that they really think that we should have.
So they do come out of the shadows and they actually post that feedback.
Um, whereas for instance, on, like, Otterdesk community, that was very different.
My engaged users were experts.
Um, they were people who were incredibly passionate about it.
They were super users, um, whereas my workers were the folks that frankly were just like, I'm just trying to get my job done.
I'm not incredibly passionate about, you know, the product.
Um, it's just part of the work that I do.
And so kind of understanding those two different groups and making sure that my strategy address both of those is really important.
Yeah.
Uh, perhaps I should have asked this at the outset.
Do you have a specific definition for what is a lurker? And is it your goal to try and turn lurkers into engaged users, or are you okay with them just being lurkers and they stay lurkers? And that that is what it is.
Yeah.
So a lurker in my scenario is someone who visits your community But doesn't log in and, therefore, also doesn't actually engage with the content.
They're not liking it.
They're not posting new content.
They're not replying to content.
Um, so they are truly someone who kind of is just a fly on the wall.
They do a drive by all of that good stuff.
Um, as far as am I trying to convert them, no.
Actually, I'm not.
The only type of conversion that I'm looking to do is basically say, We're here.
And if you do need something from us, the barrier to entry in this community is so freaking low.
Come on in.
Ask a question.
You're welcome.
Um, there's no such thing as a dumb question and and everything like that.
That's about the only conversion I'm trying to do.
There would definitely be communities out there where I would have a different tactic.
People that I would say no, like, we really do want you to share.
Um, I mean, to kind of give you an example.
So, like, for instance, I've been part of some uh, photography communities.
That's when we're, like, we really do want people to swing in and just share pretty picture of a sunset.
Like, we love that for you.
Um, we don't want you to be a lerger.
We do want you to con contribute to the community.
But it's okay if people just wanna kinda hang out and observe, and maybe they just don't want to engage.
Um, I I I I don't think it's a bad thing to be a lurker.
I mean, I am a lurker.
It so many communities, and I'm kind of embarrassed to admit that.
Yeah.
I think I probably am too.
Uh, you know, you talked earlier about the communication between you and the other stakeholders in your organization.
Is this something that you had to convince them of, you know, and, you know, did they think that only the, uh, act of men, you know, members mattered or have you been able to demonstrate the value of lurkers to them And and how so? Is it different depending on which department of the organization you are interacting with? Yeah.
It's funny.
So as I've gone through my career, this conversation has gotten easier, and it's not because leadership has changed their perspective.
Because I'm more confident in what I'm saying.
Uh, so I will say, like, right now, for instance, it was a very easy conversation to be like, nope.
We're not paying attention to that.
Membership is not a number that we're doing here.
Um, very, very quickly was able to get my my org on board with effectively, um, you know, audience numbers, consumption numbers, self serve ratios.
Um, but that's also because we run a support community.
We run a knowledge community.
And so it's very easy for me to say, actually, if someone comes in and finds the answer that they're looking for and they don't have to engage with us, that is a win for us.
It means no added cost.
It's basically almost like a freebie.
And that's effectively what the self serve ratios, the number of unique people coming in that are using your community versus the number of unique people who are submitting support tickets.
Um, you always want the number of self serve to be higher than the number of one zero one.
Uh, and so that was a pretty easy sell.
Um, earlier in my career, yeah, that was definitely a harder conversation to to go through because, you know, you're getting told no, no, no, no, membership is important.
And I think it's because a lot of companies equate membership to customer base.
Like, they're thinking, well, a free a person who just looks at us is not a customer, but a person who buys from us as a customer, and I think they're trying to put the same business ideals on membership, and it's just not the same.
Like, you don't need to be a customer of community in order to derive value from it.
Uh, if I'm hearing you right, it sounds like some of the way that you think about lurkers is specific to support communities and that if you are running another type of community, for example, a community of practice where everybody is trying to do, you know, something.
Uh, you might think about lurkers differently.
Yes.
Absolutely.
Yep.
Absolutely.
Yeah.
So, I mean, for instance, so, like, one of my peers, um, she runs a community of practice at a com completely different company than me.
Um, but hers is very focused on people coming in and sharing very in-depth thoughts.
Um, and and hers is all searching because when you have a community practice, now you're not looking for those big numbers.
So we're we're not looking for a 100,000 unique visitors every month and, you know, 70% of them participating hers is more around kind of like, I have 500 people, and I really need 400 of them every month to be engaging in in in that specific community.
Um, and so that's where it kind the changes where you you have to know what type of community you have.
I think that's probably the most important thing for for new community, you know, managers is you need to define what your community is and don't say, well, we do everything.
You have to pick, like, one or two things really lean into it.
Be really good at it.
Um, and make sure that you know how to talk about it.
You know, it's it's important.
Like, when I jump on a, uh, a leadership call here, and I do talk about Calamie community essay, it is a community of support and knowledge.
Uh, and it's important that I say that because, you know, no one's ever gonna look at our help center and be like, well, why aren't people logging in? It's like, because you don't log into a help center.
Um, you don't log into a knowledge base.
Um, so making sure that you define your community correctly is gonna help you set the right goals and the right objectives around lurkers.
Yeah.
Uh, let me ask about another dimension that might approach or or influence how you approach lurkers.
And that is whether you are running a paid community or a freak community.
Uh, would that impact how you would approach or think about Larkers? Yes.
Probably.
Um, the only reason I say I I kind of like a pause on this one is is that it depends again on what the purpose of that paid community is.
Um, so to kinda give you an example here, let's say for instance okay.
I'll I'll give this example.
So I am currently starting to work on some wine certifications, um, just have decided that's giving my act to in my retirement years.
And there are actually a lot of paid communities out there that have something to do with wine.
They might be the communities that are actually associated with the certifications.
There is so much knowledge knocked, like, locked behind those paywalls.
I'm not sure when I'm on that other side, if I'm actually gonna be engaging a lot in the first few months or even that first year, I think I might be doing a lot more learning than I actually am doing conversing.
Um, and so that might be a situation where someone does look and says, Okay.
She's new to this community.
She's still in her learning phase.
Eventually, she will be in her engaging phase and then her advocacy phase.
Um, so it's a mix.
I think that there are definitely some paid communities where you're not gonna drive value as a member unless you are engaging.
And then there are some paid communities where you may be more in a learning and abs observing and kind of like us knows this phase.
Um, and that's how you derive value as a lurker before you get more comfortable and then start actually deriving value from engaging.
Yeah.
So this depends in part upon where you are in the community journey, I suppose.
I I I sometimes think of martial arts classes here in The US where, you know, in the beginning, you're just you're just learning.
And then as you, you know, you get a couple belts under you and you get better, then you are teaching the the younger members of the group, uh, and so Right.
Know, I I I think that's kinda what you're talking about where you become a lurker.
And then once you become more experienced within the community, you take on a more active role.
Yeah.
Uh Yep.
Exactly.
I I wanna return to one thing that you said earlier.
You mentioned personas.
Uh, first of all, explain what those are.
And can you tell me a little bit about how you use them at Calendly? Yeah.
So personas are are really interesting.
I I think they definitely came more from the marketing side of the the the business world, um, also kind of like the user insights side of the world.
Um, depending on what company you're at is is how they're defined.
Um, I have been at companies where they've had personas where they're like, ah, yes.
Uh, persona a is a 36 year old woman, mother of three likes her kitchen aid and does her taxes on her own.
Very specific weird things like that.
And then you have other companies where a persona could be a solopreneur.
Someone who runs their own small business, uh, either works by themselves or, you know, maybe one or two employees.
Um, we use more of that that second group here at Cowenley.
It's important to kind of understand these because sometimes you start also having to build up your content strategy around them.
And you also have to think about how they impact user behavior.
So for instance, If I'm dealing with a solopreneur versus a salesperson that's part of a thousand person org, the way that they behave is gonna be very different.
My solopreneur is gonna be very much focused on um, doing all of their own troubleshooting.
They have to do their own tech support.
They have to do their own permissions on their computer and their own malware and everything like that.
Whereas someone who's at a large enterprise is now gonna be dealing with, you know, permissions coming down from IT.
Um, they're gonna be very focused on their specific role, not everybody else's role.
Um, and this is important because when you start thinking about how that person engages with your community, how much time they have on your community, what type of conversations they wanna engage with, um, this really, really impacts things.
Um, here at Cowenley, we have both.
So I actually need to kind of build up that for both of them.
And this is important for lurkers too because I have to think about, well, what type of information are they trying to find and making sure that they have, um, there's content for both of those personas to kind of fly on the wall, get what they need from and bounce, um, but also can't content for them to engage with if necessary.
Yeah.
So that's fascinating.
Alright.
Alright, Julian.
This is the final question.
This is something that I ask everybody that comes on.
I want you to make a prediction.
Uh, five years from now.
What do you think we're gonna be talking about in the community building space? Oh, gosh.
Um, you know, I feel like a lot of people these days are talking about AI.
Um, I have a feeling in five years, we're gonna be on the I think in the next five years, we're gonna see a really funny AI crash where communities are gonna start contracting because AI is answering everything.
And then at some point, AI is gonna run out of content.
And all of a sudden, people are gonna be like, oh my god.
We need communities back.
That was where we were getting all the information to feed the the the bottles.
Um, so I think I think about five years from now, we're gonna be back at that point where we're gonna start talking about trying to, like, build communities up again to feed the AI models.
Um, I think it's gonna be a really interesting conversation to have.
Yeah.
That's gonna be that's gonna be weird.
It's gonna be a very weird conversation in five years.
You know, this is something that hadn't occurred to me till you just brought it up.
What is the impact of AI going to be on support communities? And is that going to be different? Do you think than what it's gonna be on, for example, communities of practice like we've talked about.
I think communities of practice are gonna be very insulated against the impact of AI, support communities.
Uh, we're already seeing the impact.
I mean, like, to to give you an example, I kind of alluded to this at one point we're talking about metrics.
Um, we are actually seeing our direct traffic is starting to trend down, um, when when we look at month over month, even though we should still be growing pretty substantially, like, you know, We have historical knowledge there.
Um, we're not seeing it anymore, and it's because we've lost so much traffic to Google AI overviews popping up at the top of your search, um, and basically making it so that there's this beautifully curated, uh, bunch of knowledge So you don't even need to click into a link anymore.
I mean, you can type in something like how to fix Calumne availability.
Uh, it pops up.
It tells you everything you need to know.
The problem is is that if you look at the sources for all of that information, It's us.
It's it's it's support communities.
Um, and at some point, we're gonna stop getting questions in support communities to the range that we have in getting them, start seeing support communities go away because AI can answer everything.
But the problem is that the information has to come from somewhere.
So it's this very weird chicken, egg, weird situation.
Yeah.
That could that could a little odd.
Uh, so It's it's already odd.
So let me ask you this then, uh, just to bring a full circle, does AI change the equation in how you value active versus lurking members of your community? Uh, no.
Not really.
Um, I think I think lurkers are just I think a lot of lurkers are starting to use more AI now.
Um, I mean, I the the reality is that a lurker was already someone who went to Google typed in a question.
Found our community, clicked on the link.
I went, uh, cool.
That helps.
Thank you.
Now the lurkers just go to Google, they type in the question like they always have.
They see a beautifully curated thing at the top, and they go, uh, cool.
Thank you.
It's the same behavior.
I think the folks that we're going to engage, we're going to engage anyways.
Um, I think what's moderately terrifying is that I think places for active and engaged users to engage are going to start going away.
And I think that's gonna be weird for people.
I don't think people realize how much decentralized knowledge is about to become a thing.
Like, I think Reddit is gonna get a lot busier because people are gonna be like, I wanna talk about this product.
And I can't find the place to have a conversation about it.
So they're gonna start going somewhere that isn't on the company's domain.
Alright.
That's fascinating.
We'll we'll find out.
Uh, we'll see what happens in the next couple of years.
Julian Metlich, thank you so much for this conversation.
First of all, I don't think I've ever said lurker so many times.
It's such a short time frame.
The word is starting to lose whole meaning.
Uh, but this has been a fa fascinating exploration.
Uh, I really appreciate it.
You are the senior community manager at Helen Lee.
Uh, look, the the the thing I can say about Calendly is I am a very happy customer.
Uh, I've been using it for years, and it it has made my life easier.
So I don't know what else there is to say, but I appreciate you taking the time to, uh, share your wisdom with us.
Yeah.
No problem.
And I'm sure Calmy is very happy to know that you are a happy customer.
I'm I'm thrilled to hear that.
I'm gonna go tell my marketing team and be like, hey.
So I I will confess.
I'm just a lurker in the community.
I am I am not an active member.
I like yours too.
It's okay.
Well, thank you, Jillian, and I really appreciate it.
Help hold on.
Uh-uh
