managing with a green thumb: tools and practices for growing a content strategy team
TRANSCRIPT
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!Alicia Dougherty-Wold
Content Strategy Director, Facebook facebook.com/aliciadougherty
@aaliciaa | #ConfabMN
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Managing With a Green Thumb
Tools and Practices for Growing a Content Strategy Team
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Welcome, nurturers of content!
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Content can be better
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Content can be better for peopleContent can be better
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Cultivate content
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Cultivate content Cultivate content strategists
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Cultivate teams
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Lead with a green thumb
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4. Don’t make square watermelons
3. Know who will grow
2. Love the mud
1. Plan before you plant
5. Replant, repeat and multiply!
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What does our team do?
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“Content strategy is the practice of defining the big idea (or ideas) that drive a content initiative—any kind of content initiative.!— Melissa Rach, “Content Strategy and Its Cousins,” UX Magazine (Article No. 946: January 28, 2013).
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The world’s content initiative
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The world’s content initiative
!
More than 802M people More than 609M people on mobile !
More than 1.28B people More than 1.01B people on mobile !
~81.2% outside the US and Canada !
Today
Thismonth
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Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
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Company-wide
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
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Company-wide
Product-specific
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
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Company-wide
Product-specific
Feature-level
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
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Defining the big ideas
Company-wide Set guiding principles Define voice and tone Document content patterns Create naming systems Structure ideas, info, content Share lightweight processes Set workflows Share a vision for quality !
!
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Defining the big ideas
Company-wide Set guiding principles Define voice and tone Document content patterns Create naming systems Structure ideas, info, content Share lightweight processes Set workflows Share a vision for quality !
!
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Defining the big ideas
Product-specific Audit landscape Inventory concepts Set nomenclature Shape interactions Structure messaging Test with real people Communicate
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Defining the big ideas
Product-specific Audit landscape Inventory concepts Set nomenclature Shape Structure messaging Test with real people Communicate
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Defining the big ideas
Feature-level Partner in design Write for the interface Tie to bigger patterns Build consistency Add delight Measure Learn Make things better
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Defining the big ideas
Feature-level Partner in design Write for the interface Tie to bigger patterns Build consistency Add delight Measure Learn Make things better
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Central team, holistic view
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ProduProduct Team (vertical)ct Team (vertical)Content Strategy
Product Team (vertical)
Pro
du
ct T
eam
(vertica
l)
Product Team (vertical)
Pro
du
ct Team
(vertical)
Product Marketing
Brand Marketing
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From 3 to 27+ strategists in 4 years
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1. Plan before you plant
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Get aligned on your approach
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What kind of team do you need? How does company culture define success? How does work get done at your company? How has content been made in the past? What do stakeholders think they want? What do stakeholders need?What do people deserve? !
! Align with your landscape
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Envision the ideal future state
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What kind of content do you need?Sound human Offer great service Be lightweight, conversational Recede into the background Make people comfortable !
Align on vision for content quality
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Create principles to guide you
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Create principles to guide you
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What values will get you there? Share work every day Learn from each other Be constructive, collaborative Always be building… relationshipsStay flat
Align on team values
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Cultivate cultural practices
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Cultivate cultural practices
Swivel
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Cultivate cultural practices
Swivel
Flash
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Cultivate cultural practices
Swivel
Flash
PET
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2. Love the mud
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Magic of content strategy
T. Voekler, http://upload.wikimedia.org/wikipedia/commons/e/ed/Sacred_lotus_Nelumbo_nucifera.jpg, cropped.
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Magic of content strategy
Plan Create Learn Improve
T. Voekler, http://upload.wikimedia.org/wikipedia/commons/e/ed/Sacred_lotus_Nelumbo_nucifera.jpg, cropped and desaturated.
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Mud of content strategy
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Mud of content strategy
PlanCre
ateLearn
Impro
ve
Create
LearnIm
prove Plan
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Say Yes, AND…
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“Yes, AND means…whatever the problem, be part of the solution. Don’t just sit around raising questions and pointing out obstacles.” !— Tina Fey, Bossy Pants (New York: Reagan Arthur, 2011), 83-84.
Say Yes, AND…
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How does Yes, AND work for content strategists? !
Be strategic—whether stakeholders ask or not. !
Offer a Why with every What
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Yes
And…
Future
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Concern
Influence
Control
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
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Concern
Influence
Control
Plant here!
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
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Concern
Influence
Control Too muddy (now)
Plant here!
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
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Tactical YES + a strategic AND
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Tactical YES + a strategic AND
Stakeholder:
“Can you help with copy?”
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Tactical YES + a strategic AND
Content Strategist:
“Yes, AND…”Stakeholder:
“Can you help with copy?”
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Control
Influence
Concern
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Control
Influence
Concern
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3. Know who will grow
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Organizational climates vary
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Organizational climates vary
Company A Bias towards action Make decisions, move on Move fast and make things Ship, learn, iterate Done is better than perfect Solve problems in person See a problem? Fix it. Make an impact Build relationships
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Organizational climates vary
Company A Bias towards action Make decisions, move on Move fast and make things Ship, learn, iterate Done is better than perfect Solve problems in person See a problem? Fix it. Make an impact Build relationships
Company B Everything reviewed Stakeholders approve Stakeholders solve problems Hierarchies matter Communicate ideas through
email and presentations Don’t ship until perfect Org charts reflect decisions Build processes
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Who thrives in your terrain?
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Past behavior = future success
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Hire for the right behaviors
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Company A Bias towards action Make decisions, move on Move fast and make things Ship, learn, iterate Done is better than perfect Solve problems in person See a problem? Fix it. Make an impact Build relationships
Interview for being… Curious Entrepreneurial Proactive problem solver Near perfect, quickly Diplomatic Thrives on bringing order Creates structure as needed Strong sense of agency Assumes the best of people !
What behaviors lead to success?
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Interview for being… Patient Methodical Comfortable with hierarchy Sees projects through long timeframes Diplomatic Detail-oriented Prefers planning Prefers external structure !
What behaviors lead to success?
Company B Everything reviewed Stakeholders approve Stakeholders solve problems Hierarchies matter Communicate ideas through email and presentations Don’t ship until perfect Org charts reflect decisions Build processes
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Success Factor Behaviors Questions
Proactive Sees a problem and takes action
What would you do if you ran into a difficult problem involving a stakeholder?
Comfortable with ambiguity
Works independently without direction
If you had to work with several product teams, what would you do?
Entrepreneurial Creates processes where none existed
Let’s say you were going to create a process for giving context to the translation
team. How would you do it?Before: future-focused
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Success Factor Behaviors Questions
Proactive Sees a problem and takes action
What would you do if you ran into a difficult problem involving a stakeholder?
Comfortable with ambiguity
Works independently without direction
If you had to work with several product teams, what would you do?
Entrepreneurial Creates processes where none existed
Let’s say you were going to create a process for giving context to the translation
team. How would you do it?
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Success Factor Behaviors Questions
Proactive Sees a problem and takes action
Tell me about a time you addressed a difficult problem at work. How did you go
about doing this?
Comfortable with ambiguity
Works independently without direction
Tell me about a time you had to set your own priorities. How did you decide what
was important and what not to do?
Entrepreneurial Creates processes where none existed
Tell me about a time when you created a process from scratch. How did it go? What
did you learn? After: uncover real behaviors
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Success Factor Behaviors Questions
Proactive Sees a problem and takes action
Tell me about a time you addressed a difficult problem at work. How did you go
about doing this?
Comfortable with ambiguity
Works independently without direction
Tell me about a time you had to set your own priorities. How did you decide what
was important and what not to do?
Entrepreneurial Creates processes where none existed
Tell me about a time when you created a process from scratch. How did it go? What
did you learn?
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Interview to build teams
Interview for… Curiosity Entrepreneurialism Proactive problem solving Near perfect, quickly Diplomacy Thriving on bringing order Creating structure as needed Strong sense of agency Assuming the best of people
Interview for… Patience Methodical approach Comfort with hierarchy Seeing projects through long
timeframes Diplomacy Attention to detail Preferring planning Preferring external structure
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Make better hiring decisions
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Build a successful team
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Laughlin Elkind, http://en.wikipedia.org/wiki/File:Square_watermelon.jpg, cropped.
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4. Don’t make square watermelons
Laughlin Elkind, http://en.wikipedia.org/wiki/File:Square_watermelon.jpg, cropped.
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Focus on strengths instead
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What is a strength? You show “consistent, near perfect performance…” and you “can fathom yourself doing it repeatedly, happily, and successfully…You will excel by maximizing your strengths, never by fixing your weaknesses.” !— Marcus Buckingham and Donald O. Clifton, Now, Discover Your Strengths (Electronic Edition: Gallup, Inc.), 25-26.
Strengthening work energizes you
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“At work, do you have the opportunity to do what you do best every day?” 38% more likely to be highly productive 44% more likely to earn high customer satisfaction 50% more likely to have high employee retention
Strengths energize your team
Source: The Marcus Buckingham Company http://www.tmbc.com/assets/tmbc_business_case_for_strengths.pdf?x2
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5. Replant, repeat, multiply!
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Re-align as you grow
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Re-envision the future
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Plant new processes as needed
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Multiply and repeat what worked
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1. Plan before you plant
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2. Love the mud
1. Plan before you plant
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3. Know who will grow
2. Love the mud
1. Plan before you plant
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4. Don’t make square watermelons
3. Know who will grow
2. Love the mud
1. Plan before you plant
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4. Don’t make square watermelons
3. Know who will grow
2. Love the mud
1. Plan before you plant
5. Replant, repeat and multiply!
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Go out and be a green thumb!
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Thank you!