Connect with us

MARKETING

How To Manage Leaders Out of Your Content Approval Process

Published

on

How To Manage Leaders Out of Your Content Approval Process


You’ve heard the term “managing up.” But do you know what it means?

Some articles, like this one from The Wall Street Journal, say managing up is “all about making your boss’s job easier.” That sounds nice, but really? Is that what’s going on here?

Others, like this one from Harvard Business Review, define managing up as “being the most effective employee you can be, creating value for your boss and your company.”

Have any of these people ever tried to manage up? So many of these definitions start with the assumption that the boss is always right. You just need to find out what makes them tick to earn their trust – then all will be right in the world.

I’ll pause while you laugh.

In a healthy system, managing up is about developing an approach to creating deeper trust with your supervisor. Remember, trust is a “confident relationship to the unknown,” as Rachel Botsman, a renowned expert on the topic, defines it.

So, I think managing up involves helping your leaders navigate the risk of uncertainty.

That means when you believe they’re wrong, you tell them so.

Instead of managing up, though, many people simply “manage around.” They change strategies, goals, processes, and projects to manage around the idiosyncrasies of a particular boss.

Managing around frequently happens in marketing and content. Why? It may have something to do with that old trope, usually attributed to Hewlett Packard co-founder David Packard, that “marketing is too important to leave to the marketing department.”

This sentiment has caused many marketing practitioners to lament that people throughout the business think they have two jobs – their own and marketing. It seems everyone has an opinion on where the marketing and content strategy is going astray.

And when those opinions come from the boss, many people change processes to “manage around” them.

Everyone has an opinion on what’s wrong with your #ContentStrategy. When the opinions come from biz leaders, manage up rather than managing around, says @Robert_Rose via @CMIContent. Click To Tweet

The toughest problem: managing around your leaders

Last month I worked with a content team at a mid-sized tech company that faced a difficult challenge. Everything the team created had to go through the CEO for approval. Everything.

But that wasn’t the biggest problem.

When reviewing the assets, the CEO frequently changed campaign direction or introduced last-minute design, creative, or even strategy changes. At any given moment, priorities, timing, or entire marketing campaigns could be upended.

But, if you can believe it, even this wasn’t the biggest problem.

The biggest problem arose from the way the marketing and content team adapted their processes to manage around the CEO. Instead of brainstorming ideas for great content or marketing campaigns, they simply created output that they knew the CEO would approve.

This approach let them deliver within the set timelines, and the CEO felt happier with the output and timing. But the content marketing team felt demoralized.

If you think of managing up as “all about making your boss’s job easier,” you could argue they’d done it. But they certainly weren’t making the company more successful, adding value, or helping their boss navigate the risk of uncertainty.

How could the team feel any confidence in their work when they’d designed it to pass through a flawed approval process?

How can a #Content team believe in their work if it was designed only to pass a flawed-approval process, asks @Robert_Rose via @CMIContent. Click To Tweet

HANDPICKED RELATED CONTENT:

How to stop managing around and start managing up

There are only two ways to solve the challenge of managing around the boss.

1. Acknowledge and accept it

The first option is to acknowledge that you’re managing around an executive and build in the expectation that the exec’s word is final.

Sometimes, detailed input from a visionary business leader does add value ­– Steve Jobs’ contributions at Apple come to mind. That creative and design management style worked for Apple because the entire business accepted and expected that projects would end up the way he wanted them.

If you want or need to design an approval process where the CEO or other senior leader may edit, change, or upend entire projects, try to move their input closer to the beginning of the project lifecycle to mitigate creative and design rework.

Make sure everyone understands that the process was built to accommodate specific, required input from that leader. This way, you remove contradictory or false expectations about timelines and results. You can then give your team permission to push boundaries while acknowledging that the final product may end up the way the boss wants it.

If you must design a #Content approval process around a visionary leader (a la Steve Jobs), make sure everyone understands who has the final word, says @Robert_Rose via @CMIContent. Click To Tweet

2. Invite consultation, not final approval

The second way to solve the challenge of managing around the boss is to stop doing it. In other words, confront any false expectations that resulted from the “managing around” approach.

At the tech company I mentioned, the CEO became accustomed to contributing to and approving the marketing output when the company was much smaller. As the company grew, the process remained unchanged. Approving marketing work became a task the CEO had to do, but not one he felt was a core part of his role.

He needed someone to manage up and tell him the process no longer fit. They no longer needed his input and approval on every content or marketing project.

So, they changed the process to give the CEO visibility into every stage of content, campaigns, and other initiatives. He can check in on and comment on ideas. He can view and comment on projects as design concepts. And he can contribute new ideas at the ideation stage.

If you think of this solution in RACI (Responsible, Accountable, Consulted, Informed) terms, the CEO gets consulted and informed at every stage of the content lifecycle. But he’s no longer responsible for the final approval of content or campaigns.

With the new system in place, he inserted himself into the marketing process less frequently. This change allowed the marketing team to understand and weigh the implications of changes at each content stage. It also freed the content team from needing to design around the CEO’s idiosyncrasies without ignoring his input.

HANDPICKED RELATED CONTENT: How To Survive Content by Committee

Make content matter

Business management guru Peter Drucker once wrote, “There is surely nothing quite so useless as doing with great efficiency what should not be done at all.”

Managing up is helping your boss understand the things that don’t need doing.

Get Robert’s take on content marketing industry news in just three minutes:

https://www.youtube.com/watch?v=videoseries

Subscribe to workday or weekly CMI emails to get Rose-Colored Glasses in your inbox each week.

Cover image by Joseph Kalinowski/Content Marketing Institute





Source link

Click to comment

Leave a Reply

Your email address will not be published. Required fields are marked *

MARKETING

Content Operations Framework: How To Build One

Published

on

Content Operations Framework: How To Build One

More and more marketers of all ilk – inbound, outbound, social, digital, content, brand – are asked to add content operations to their list of responsibilities.

You must get your arms around:

  • Who is involved (and, I mean, every who) in content creation
  • How content is created
  • What content is created by whom
  • Where content is conceived, created, and stored
  • When and how long it takes for content to happen
  • Why content is created (the driving forces behind content creation)
  • What kinds of content does the audience want
  • How to build a framework to bring order and structure to all of this

The evolving expectations mean content marketers can no longer focus only on the output of their efforts. They must now also consider, construct, implement, and administer the framework for content operations within their organizations.

#Content marketers can no longer focus solely on the output. It’s time to add content ops to the mix, says @CathyMcKnight via @CMIContent. Click To Tweet

What exactly are content operations?

Content operations are the big-picture view of everything content-related within your organization, from strategy to creation, governance to effectiveness measurement, and ideation to content management. All too frequently at the companies – large and small – we consult with at The Content Advisory, content operations are left to evolve/happen in an organic fashion.

Teams say formal content operations aren’t necessary because “things are working just fine.”

Translation: Nobody wants the task of getting everyone aligned. No one wants to deal with multiple teams’ rationale for why the way they do things is the right/best/only way to do it. So, content teams just go on saying everything is fine.

News flash – it’s not.

It’s not just about who does what when with content.

Done right, content operations enable efficacy and efficiency of processes, people, technologies, and cost. Content ops are essential for strategic planning, creation, management, and analysis for all content types across all channels (paid, earned, owned) and across the enterprise from ideation to archive.

A formal, documented, enforced content operation framework powers and empowers a brand’s ability to deliver the best possible customer experiences throughout the audiences’ journeys.

A documented, enforced #ContentOperations framework powers a brand’s ability to deliver the best possible experiences, says @CathyMcKnight via @CMIContent. Click To Tweet

It doesn’t have to be as daunting as it sounds.

What holds many content, administrative, and marketing teams back from embracing a formal content operations strategy and framework is one of the biggest, most challenging questions for anything new: “Where do we start?”

Here’s some help in high-level, easy-to-follow steps.

1. Articulate the purpose of content

Purpose is why the team does what it does. It’s the raison d’etre and inspiration for everything that follows. In terms of content, it drives all content efforts and should be the first question asked every time content is created or updated. Think of it as the guiding star for all content efforts.

In Start With Why, author Simon Sinek says it succinctly: “All organizations start with WHY, but only the great ones keep their WHY clear year after year.”

All organizations start with WHY, but only the great ones keep their WHY clear year after year, says @SimonSinek via @CathyMcKnight and @CMIContent. Click To Tweet

2. Define the content mission

Once the purpose of the teams’ content efforts is clear (and approved), it’s time to define your content mission. Is your content’s mission to attract recruits? Build brand advocacy? Deepen relationships with customers? Do you have buy-in from the organization, particularly the C-suite? This is not about identifying what assets will be created.

Can you talk about your mission with clarity? Have you created a unique voice or value proposition? Does it align with or directly support a higher, corporate-level objective and/or message? Hint: It should.

Answering all those questions solidifies your content mission.


ADVERTISEMENT

The marketer’s field manual to content operations

A hands-on primer for marketers to upgrade their content production process – by completing a self-audit and following our step-by-step best practices. Get the e-book.


3. Set and monitor a few core objectives and key results

Once your content mission is in place, it is time to set out how to determine success.

Content assets are called assets for a reason; they possess real value and contribute to the profitability of your business. Accordingly, you need to measure their efficacy. One of the best ways is to set OKRs – objectives and key results. OKRs are an effective goal-setting and leadership tool for communicating objectives and milestones to achieve them.

OKRs typically identify the objective – an overall business goal to achieve – and three to five key quantifiable, objective, measurable outcomes. Finally, establish checkpoints to ensure the ultimate objective is reached.

Let’s say you set an objective to implement an enterprise content calendar and collaboration tool. Key results to track might include:

  • Documenting user and technical requirements
  • Researching, demonstrating, and selecting a tool
  • Implementing and rolling out the tool.

You would keep tabs on elements/initiatives, such as securing budget and approvals, defining requirements, working through procurement, and so on.

One more thing: Make sure OKRs are verifiable by defining the source and metric that will provide the quantifiable, measurable result.

Make sure objectives and key results are verifiable by defining source and metric, says @CathyMcKnight via @CMIContent. Click To Tweet

4. Organize your content operations team

With the OKRs set, you need people to get the work done. What does the structure look like? Who reports to whom?

Will you use a centralized command-and-control approach, a decentralized but-supported structure, or something in between? The team structure and organization must work within the construct and culture of the larger organization.

Here’s a sample organizational chart we at TCA developed for a Fortune 50 firm. At the top is the content function before it diverges into two paths – one for brand communications and one for a content center of excellence.

Under brand communications is each brand or line of business followed by these jointly connected teams: content – marcom, social/digital content development and management, center of excellence content – creative leader, center of excellence PR/media relations, customer relationship management, and social advertising.

Under the content center of excellence is the director of content strategy, manager of content traffic, projects, and planning, digital asset operations manager, audience manager, social channel and content specialist, creative manager, content performance and agility specialist, and program specialist.

Click to enlarge

5. Formalize a governance model

No matter how the operational framework is built, you need a governance model. Governance ensures your content operations follow agreed-upon goals, objectives, and standards.

Get a senior-management advocate – ideally someone from the C-suite – to preside over setting up your governance structure. That’s the only way to get recognition and budget.

To stay connected to the organization and its content needs, you should have an editorial advisory group – also called an editorial board, content committee, or keeper of the content keys. This group should include representatives from all the functional groups in the business that use the content as well as those intricately involved in delivering the content. The group should provide input and oversight and act as touchpoints to the rest of the organization.

Pointing to Simon Sinek again for wisdom here: “Passion alone can’t cut it. For passion to survive, it needs structure. A why without how has little probability of success.”

6. Create efficient processes and workflows

Adherence to the governance model requires a line of sight into all content processes.

How is content generated from start to finish? You may find 27 ways of doing it today. Ideally, your goal would be to have the majority (70% or more) of your content – infographic, advertisement, speech for the CEO, etc. – created the same or in a similar way.

You may need to do some leg work to understand how many ways content is created and published today, including:

  • Who is involved (internal and external resources)
  • How progress is tracked
  • Who the doers and approvers are
  • What happens to the content after it’s completed

Once documented, you can streamline and align these processes into a core workflow, with allowances for outlier and ad-hoc content needs and requests.

This example of a simple approval process for social content (developed for a global, multi-brand CPG company) includes three tiers. The first tier covers the process for a social content request. Tier two shows the process for producing and scheduling the content, and tier three shows the storage and success measurement for that content:

Click to enlarge

7. Deploy the best-fit technology stack

How many tools are you using? Many organizations grow through acquisitions, so they inherit duplicate or overlapping functionality within their content stacks. There might be two or three content management systems (CMS) and several marketing automation platforms.

Do a technology audit, eliminate redundancies, and simplify where possible. Use the inherent capabilities within the content stack to automate where you can. For example, if you run a campaign on the first Monday of every month, deploy technology to automate that process.

The technology to support your content operations framework doesn’t have to be fancy. An Excel spreadsheet is an acceptable starting place and can be one of your most important tools.

The goal is to simplify how content happens. What that looks like can vary greatly between organizations or even between teams within an organization.

Adopting a robust content operations framework requires cultural, technological, and organizational changes. It requires sponsorship from the very top of the organization and adherence to corporate goals at all levels of the organization.

None of it is easy – but the payoff is more than worth it.

Updated from a November 2021 post.

Want more content marketing tips, insights, and examples? Subscribe to workday or weekly emails from CMI.

HANDPICKED RELATED CONTENT:

Cover image by Joseph Kalinowski/Content Marketing Institute



Source link

Continue Reading

MARKETING

SEO Recap: ChatGPT – Moz

Published

on

SEO Recap: ChatGPT - Moz

The author’s views are entirely his or her own (excluding the unlikely event of hypnosis) and may not always reflect the views of Moz.

We’re back with another SEO recap with Tom Capper! As you’ve probably noticed, ChatGPT has taken the search world by storm. But does GPT-3 mean the end of SEO as we know it, or are there ways to incorporate the AI model into our daily work?

Tom tries to tackle this question by demonstrating how he plans to use ChatGPT, along with other natural language processing systems, in his own work.

Be sure to check out the commentary on ChatGPT from our other Moz subject matter experts, Dr. Pete Meyers and Miriam Ellis:

Video Transcription

Hello, I’m Tom Capper from Moz, and today I want to talk about how I’m going to use ChatGPT and NLP, natural language processing apps in general in my day-to-day SEO tasks. This has been a big topic recently. I’ve seen a lot of people tweeting about this. Some people saying SEO is dead. This is the beginning of the end. As always, I think that’s maybe a bit too dramatic, but there are some big ways that this can be useful and that this will affect SEOs in their industry I think.

The first question I want to ask is, “Can we use this instead of Google? Are people going to start using NLP-powered assistants instead of search engines in a big way?”

So just being meta here, I asked ChatGPT to write a song about Google’s search results being ruined by an influx of AI content. This is obviously something that Google themselves is really concerned about, right? They talked about it with the helpful content update. Now I think the fact that we can be concerned about AI content ruining search results suggests there might be some problem with an AI-powered search engine, right?

No, AI powered is maybe the wrong term because, obviously, Google themselves are at some degree AI powered, but I mean pure, AI-written results. So for example, I stole this from a tweet and I’ve credited the account below, but if you ask it, “What is the fastest marine mammal,” the fastest marine mammal is the peregrine falcon. That is not a mammal.

Then it mentions the sailfish, which is not a mammal, and marlin, which is not a mammal. This is a particularly bad result. Whereas if I google this, great, that is an example of a fast mammal. We’re at least on the right track. Similarly, if I’m looking for a specific article on a specific web page, I’ve searched Atlantic article about the declining quality of search results, and even though clearly, if you look at the other information that it surfaces, clearly this has consumed some kind of selection of web pages, it’s refusing to acknowledge that here.

Whereas obviously, if I google that, very easy. I can find what I’m looking for straightaway. So yeah, maybe I’m not going to just replace Google with ChatGPT just yet. What about writing copy though? What about I’m fed up of having to manually write blog posts about content that I want to rank for or that I think my audience want to hear about?

So I’m just going to outsource it to a robot. Well, here’s an example. “Write a blog post about the future of NLP in SEO.” Now, at first glance, this looks okay. But actually, when you look a little bit closer, it’s a bluff. It’s vapid. It doesn’t really use any concrete examples.

It doesn’t really read the room. It doesn’t talk about sort of how our industry might be affected more broadly. It just uses some quick tactical examples. It’s not the worst article you could find. I’m sure if you pulled a teenager off the street who knew nothing about this and asked them to write about it, they would probably produce something worse than this.

But on the other hand, if you saw an article on the Moz blog or on another industry credible source, you’d expect something better than this. So yeah, I don’t think that we’re going to be using ChatGPT as our copywriter right away, but there may be some nuance, which I’ll get to in just a bit. What about writing descriptions though?

I thought this was pretty good. “Write a meta description for my Moz blog post about SEO predictions in 2023.” Now I could do a lot better with the query here. I could tell it what my post is going to be about for starters so that it could write a more specific description. But this is already quite good. It’s the right length for a meta description. It covers the bases.

It’s inviting people to click. It makes it sound exciting. This is pretty good. Now you’d obviously want a human to review these for the factual issues we talked about before. But I think a human plus the AI is going to be more effective here than just the human or at least more time efficient. So that’s a potential use case.

What about ideating copy? So I said that the pure ChatGPT written blog post wasn’t great. But one thing I could do is get it to give me a list of subtopics or subheadings that I might want to include in my own post. So here, although it is not the best blog post in the world, it has covered some topics that I might not have thought about.

So I might want to include those in my own post. So instead of asking it “write a blog post about the future of NLP in SEO,” I could say, “Write a bullet point list of ways NLP might affect SEO.” Then I could steal some of those, if I hadn’t thought of them myself, as potential topics that my own ideation had missed. Similarly you could use that as a copywriter’s brief or something like that, again in addition to human participation.

My favorite use case so far though is coding. So personally, I’m not a developer by trade, but often, like many SEOs, I have to interact with SQL, with JavaScript, with Excel, and these kinds of things. That often results in a lot of googling from first principles for someone less experienced in those areas.

Even experienced coders often find themselves falling back to Stack Overflow and this kind of thing. So here’s an example. “Write an SQL query that extracts all the rows from table2 where column A also exists as a row in table1.” So that’s quite complex. I’ve not really made an effort to make that query very easy to understand, but the result is actually pretty good.

It’s a working piece of SQL with an explanation below. This is much quicker than me figuring this out from first principles, and I can take that myself and work it into something good. So again, this is AI plus human rather than just AI or just human being the most effective. I could get a lot of value out of this, and I definitely will. I think in the future, rather than starting by going to Stack Overflow or googling something where I hope to see a Stack Overflow result, I think I would start just by asking here and then work from there.

That’s all. So that’s how I think I’m going to be using ChatGPT in my day-to-day SEO tasks. I’d love to hear what you’ve got planned. Let me know. Thanks.

Source link

Continue Reading

MARKETING

What Is a White Paper? [FAQs]

Published

on

What Is a White Paper? [FAQs]

The definition of a whitepaper varies heavily from industry to industry, which can be a little confusing for marketers looking to create one for their business.

The old-school definition comes from politics, where it means a legislative document explaining and supporting a particular political solution.

(more…)

Continue Reading

Trending

en_USEnglish