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Alicia Dougherty-Wold
Content Strategy Director, Facebook
facebook.com/aliciadougherty

@aaliciaa | #ConfabMN
!
!
!
!
Managing With a
Green ThumbTools and Practices for Growing a Content Strategy Team
Welcome, nurturers of content!
Content can be better
Content can be better for peopleContent can be better
Cultivate content
Cultivate contentCultivate content strategists
Cultivate teams
Lead with a green thumb
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!
What does our team do?
“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).
The world’s content initiative
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
This

month
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
Company-wide
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
Company-wide
Product-specific
Courtesy pdphoto.org, http://pdphoto.org/PictureDetail.php?mat=pdef&pg=8232, cropped and reversed.
Defining the big ideas
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
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
!
!
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
!
!
Defining the big ideas
Product-specific
Audit landscape
Inventory concepts
Set nomenclature
Shape interactions
Structure messaging
Test with real people
Communicate
Defining the big ideas
Product-specific
Audit landscape
Inventory concepts
Set nomenclature
Shape
Structure messaging
Test with real people
Communicate
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
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
Central team, holistic view
ProduProduct Team (vertical)ct Team (vertical)
Content
Strategy
Product Team
(vertical)
ProductTeam
(vertical)
Product Team
(vertical)
ProductTeam
(vertical)
Product Marketing
Brand Marketing
From 3 to 27+ strategists in 4 years
1. Plan before you plant
Get aligned on your approach
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
Envision the ideal future state
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
Create principles to guide you
Create principles to guide you
What values will get you there?
Share work every day
Learn from each other
Be constructive, collaborative
Always be building… relationships
Stay flat
Align on team values
Cultivate cultural practices
Cultivate cultural practices
Swivel
Cultivate cultural practices
Swivel
Flash
Cultivate cultural practices
Swivel
Flash
PET
2. Love the mud
Magic of content strategy
T. Voekler, http://upload.wikimedia.org/wikipedia/commons/e/ed/Sacred_lotus_Nelumbo_nucifera.jpg, cropped.
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.
Mud of content strategy
Mud of content strategy
Plan
Create
Learn
Im
prove
Create
Learn
Im
prov
Plan
Say Yes, AND…
“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…
How does Yes, AND work for
content strategists?
!
Be strategic—whether
stakeholders ask or not.
!
Offer a Why with every What
Yes
And…
Future
Concern
Influence
Control
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
Concern
Influence
Control
Plant
here!
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
Concern
Influence
Control Too
muddy
(now)
Plant
here!
Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
Tactical YES + a strategic AND
Tactical YES + a strategic AND
Stakeholder:
“Can you help
with copy?”
Tactical YES + a strategic AND
Content Strategist:
“Yes, AND…”Stakeholder:
“Can you help
with copy?”
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
Control
Influence
Concern
Control
Influence
Concern
3. Know who will grow
Organizational climates vary
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
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
Who thrives in your terrain?
Past behavior = future success
Hire for the right behaviors
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?
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
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
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?
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
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?
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
Make better hiring decisions
Build a successful team
Laughlin Elkind, http://en.wikipedia.org/wiki/File:Square_watermelon.jpg, cropped.
4. Don’t make square watermelons
Laughlin Elkind, http://en.wikipedia.org/wiki/File:Square_watermelon.jpg, cropped.
Focus on strengths instead
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
“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
5. Replant, repeat, multiply!
Re-align as you grow
Re-envision the future
Plant new processes as needed
Multiply and repeat what worked
Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team
1. Plan before you plant
2. Love the mud
1. Plan before you plant
3. Know who will grow
2. Love the mud
1. Plan before you plant
4. Don’t make square watermelons
3. Know who will grow
2. Love the mud
1. Plan before you plant
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!
Go out and be a green thumb!
Thank you!

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Managing with a Green Thumb: Tools and Practices for Growing a Content Strategy Team

  • 1. ! Alicia Dougherty-Wold Content Strategy Director, Facebook facebook.com/aliciadougherty
 @aaliciaa | #ConfabMN ! ! ! ! Managing With a Green ThumbTools and Practices for Growing a Content Strategy Team
  • 3. Content can be better
  • 4. Content can be better for peopleContent can be better
  • 8. Lead with a green thumb
  • 9. 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!
  • 10. What does our team do?
  • 11. “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).
  • 12. The world’s content initiative
  • 13. 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 This
 month
  • 18. 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 ! !
  • 19. 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 ! !
  • 20. Defining the big ideas Product-specific Audit landscape Inventory concepts Set nomenclature Shape interactions Structure messaging Test with real people Communicate
  • 21. Defining the big ideas Product-specific Audit landscape Inventory concepts Set nomenclature Shape Structure messaging Test with real people Communicate
  • 22. 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
  • 23. 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
  • 25. ProduProduct Team (vertical)ct Team (vertical) Content Strategy Product Team (vertical) ProductTeam (vertical) Product Team (vertical) ProductTeam (vertical) Product Marketing Brand Marketing
  • 26. From 3 to 27+ strategists in 4 years
  • 27. 1. Plan before you plant
  • 28. Get aligned on your approach
  • 29. 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
  • 30. Envision the ideal future state
  • 31. 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
  • 32. Create principles to guide you
  • 33. Create principles to guide you
  • 34. What values will get you there? Share work every day Learn from each other Be constructive, collaborative Always be building… relationships Stay flat Align on team values
  • 39. 2. Love the mud
  • 40. Magic of content strategy T. Voekler, http://upload.wikimedia.org/wikipedia/commons/e/ed/Sacred_lotus_Nelumbo_nucifera.jpg, cropped.
  • 41. 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.
  • 42. Mud of content strategy
  • 43. Mud of content strategy Plan Create Learn Im prove Create Learn Im prov Plan
  • 45. “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…
  • 46. How does Yes, AND work for content strategists? ! Be strategic—whether stakeholders ask or not. ! Offer a Why with every What
  • 48. Concern Influence Control Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
  • 49. Concern Influence Control Plant here! Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
  • 50. Concern Influence Control Too muddy (now) Plant here! Stephen R. Covey, The 7 Habits of Highly Effective People (Electronic Edition: Rosetta Books, 2013), 89.
  • 51. Tactical YES + a strategic AND
  • 52. Tactical YES + a strategic AND Stakeholder: “Can you help with copy?”
  • 53. Tactical YES + a strategic AND Content Strategist: “Yes, AND…”Stakeholder: “Can you help with copy?”
  • 63. 3. Know who will grow
  • 65. 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
  • 66. 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
  • 67. Who thrives in your terrain?
  • 68. Past behavior = future success
  • 69. Hire for the right behaviors
  • 70. 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?
  • 71. 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
  • 72. 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
  • 73. 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?
  • 74. 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
  • 75. 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?
  • 76. 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
  • 77. Make better hiring decisions
  • 80. 4. Don’t make square watermelons Laughlin Elkind, http://en.wikipedia.org/wiki/File:Square_watermelon.jpg, cropped.
  • 82. 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
  • 83. “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
  • 84. 5. Replant, repeat, multiply!
  • 87. Plant new processes as needed
  • 88. Multiply and repeat what worked
  • 90. 1. Plan before you plant
  • 91. 2. Love the mud 1. Plan before you plant
  • 92. 3. Know who will grow 2. Love the mud 1. Plan before you plant
  • 93. 4. Don’t make square watermelons 3. Know who will grow 2. Love the mud 1. Plan before you plant
  • 94. 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!
  • 95. Go out and be a green thumb!