Playbook: Positioning Community as a Business Function

# Theme: Community Building & DevRel

# Theme: Leadership & Executive Perspectives

# Format: Best Practices & Playbooks

# Role: Community/DevRel

# Challenge: Cross-Functional Alignment

How to anchor community work in executive priorities and organizational reality.

February 18, 2026 · Last updated on February 3, 2026

Dani Weinstein

Joshua Zerkel

Community struggles when it’s treated as a program. It stabilizes when it’s treated as part of how the business works.

This playbook breaks down how to do that in practice, and draws directly from the Executive Insights conversation with Dani Weinstein on navigating community leadership in the B2B world.

That distinction is central to how Dani approaches community leadership. Across roles in marketing, sales, support, learning, and customer success, his perspective has stayed consistent. Community earns durability when it’s positioned in terms the business already understands.

Define community in business terms first

Before community can be positioned inside an organization, there needs to be internal clarity about what it actually is.

In a B2B context, Dani defines community as a system for connecting customers, partners, developers, and employees to share knowledge. That shared knowledge helps people use products and platforms more effectively. When usage improves, adoption grows, support load changes, confidence increases, and new ideas surface.

A business-positioned community function is one that aligns its purpose, metrics, and language to the executive priorities of the organization it sits within.

This definition matters because it avoids abstract framing. It makes community legible to leaders who are responsible for outcomes, not programs.

Understand where community sits and why it matters

Community leaders often underestimate how much their reporting line shapes perception.

Where community sits determines which outcomes executives expect to see. A support organization looks for efficiency and deflection. Marketing looks for advocacy and influence. Customer success looks for renewal and expansion. Engineering looks for better signal and fewer distractions.

Dani’s advice is direct. Start by understanding who pays the bills.

That doesn’t limit community’s scope. It establishes credibility. Early success comes from delivering value to the executive organization you sit within, not from promising cross-functional transformation too early.

Translate value into executive language

One of the most common breakdowns in community leadership is language mismatch.

Community teams naturally talk about experience, belonging, and engagement. Executives tend to focus on efficiency, risk, growth, and decision quality. Both perspectives are valid, but they don’t automatically connect.

Dani emphasizes translation over persuasion. When speaking with an engineering leader, frame community as a way to reduce noise and improve signal. When speaking with marketing, focus on authentic stories and credible advocates. When speaking with customer success, focus on confidence, renewal, and expansion.

The work is not convincing executives to care about community. It’s showing how community already supports what they care about.

Start with one problem that matters

Ambition is not the same as focus.

Many community programs stall because they try to deliver everything at once. Dani’s approach is to start with a narrow problem that clearly matters to a specific executive.

That problem might be reducing support tickets, centralizing customer ideas, improving onboarding confidence, or surfacing peer learning around a complex product.

Starting small does two things. It makes measurement clearer. And it creates a repeatable story of value that builds trust.

Build horizontally through relationships

Once community demonstrates value in one part of the business, expansion becomes relational work.

Dani describes this as building alliances. Listening to leaders in other functions. Understanding their priorities. Exploring where community could help.

This work is slow by design. It’s also durable.

Community becomes embedded when multiple teams see it as useful, not when it’s broadly promoted.

Key takeaways

Community becomes durable when it’s positioned as part of how the business operates.

Executive buy-in comes from translation, not persuasion.

Starting small builds credibility faster than broad ambition.

Cross-functional expansion is relationship-driven, not rollout-driven.

FAQ

What does it mean to position community as a business function? It means framing community in terms of outcomes executives already track, such as efficiency, retention, decision quality, or risk reduction.

Does this approach limit community’s long-term potential? No. It creates early credibility, which makes broader influence possible later.

What if community supports multiple teams at once? That’s common over time. Early on, anchoring to one executive priority makes value easier to demonstrate.

How long does it take to build executive trust? Typically several quarters. Trust compounds through consistent delivery, not one conversation.

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