Category: Uncategorized

Here’s one way to decide what you should work on next:

Think about the work you’ve been doing in your current role, and write out the bullet points you’d include if you were putting together your resume today. What projects have you completed? What work are you most proud of? Make sure you explain the impact of your work — how much you’ve actually done in your role.

Then think about the work you’d like to brag about on a resume. What are the projects you’ve been dreaming of launching? What are the things you’d want to tell a future employer about?

That’s the work you should be prioritizing on in the months ahead.

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That illustration is by Katerina Limpitsouni for unDraw.

This essay by Toni Morrison is fantastic, and you should read the whole thing, but I’ll quote one section here — Toni’s four rules for work:

1. Whatever the work is, do it well—not for the boss but for yourself.

2. You make the job; it doesn’t make you.

3. Your real life is with us, your family.

4. You are not the work you do; you are the person you are.

Read the whole piece here.

It was the summer of 2013, just before the royal baby was born, when I started to believe that what we were working on at BuzzFeed was actually going to work.

Maybe I should back up and explain.

I’d gotten hired to lead the newsletter program at BuzzFeed in 2012. Over the first few months of the job, we started building the framework for our newsletter program. We created a basic template for our newsletters and started testing. We launched a daily newsletter, and a handful of emails tied to sections of the site, like animals and tech.

And then Kate Middleton and Prince William announced that they were going to have a baby.

This was the first royal baby born in the social media era — and BuzzFeed was ready for it. We had staff in the U.S. and U.K. prepared to write, pretty much daily, about the royal baby. It made sense that we should also be the ones to launch a newsletter about the royal baby.

But we’d never launched a newsletter quite like it before! Would readers respond to such a specific product? Would they sign up for a newsletter that was only intended to run for a few weeks? And how would we even get readers to sign up for such a newsletter? Did we have the right channels to grow our royal baby list?

Over the next few weeks, we learned that, yes, readers would most definitely sign up for such a newsletter. We learned that these pop-up products could work well for a site like ours. And we learned so much about how to write marketing copy and how to promote a new product like this. The royal baby newsletter was where we first started learning how to use newsletters to create powerful relationships with readers around specific communities and moments — and how to build audiences from those relationships.

Much of what we went on to do — content strategy, growth, measuring success — started with that royal baby newsletter. That newsletter gave us the learnings we needed to really start to grow our newsletter program.

So if you’re thinking about launching something — a big project at work, or a side project for yourself — ask yourself first: What am I hoping to learn from this? What hypothesis am I trying to prove?

Remember: Launch something to learn something. You’ll build great things as long as you always launch to learn.

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Those are screenshots of some of our royal baby newsletters, including the email we sent when baby George was born.

I just finished Taylor Jenkins Reid’s new book, “Daisy Jones & The Six.” I suppose the word “finished” isn’t quite right — I cancelled plans and stayed in so I could keep reading it. If you liked “Almost Famous,” or if you’ve watched “History of the Eagles,” or if you have strong feelings about Fleetwood Mac, you’ll probably enjoy this one, too. It’s a fictional oral history of a chart-topping ‘70s rock band that burned out too quickly, and halfway through, you’ll be convinced that they were real.

The book doesn’t just nail the rock and roll voice of the era — it also has a few quotes that feel like they’re ripped from a rock documentary. Here’s one I’ve been thinking about the past few days, from a member of the band:

Warren: Let me tell you the sweet spot for being in rock ’n’ roll. People think it’s when you’re at the top but no. That’s when you’ve got the pressure and the expectations. What’s good is when everybody thinks you’re headed somewhere fast, when you’re all potential. Potential is pure fuckin’ joy.

I’ve been lucky to have been there in the early days of some incredible projects, when you realize that you’re onto something good, and the potential paths start opening up in front of you. Sometimes, an idea sparks just right, and you’ll find yourself jotting down page after page of ideas, or having a conversation with a co-worker where every potential next step excites you. There isn’t pressure, and there aren’t any expectations. It’s just you and your team and this idea. You don’t know what’s up ahead, but you’re thrilled about the potential of it anyway.

What I can tell you, too, is that those moments can be frightening. You may doubt yourself: Do I have enough experience to take this opportunity on? Am I good enough to do this? (You do, and you are.)

If you’re excited about the idea or the opportunity, press on. Embrace the moment. Run with it. Those moments of true, limitless potential are special, rare, and worth chasing. Embrace those moments — they really can be pure fuckin’ joy.

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That photo of the cover of “Daisy Jones & The Six” comes via the Instagram of the author, Taylor Jenkins Reid.

I started my first job in journalism 16 years ago this summer. I’ve been working in email for seven years. I’ve got some experience to fall back on, but sometimes, I fall back on that experience too quickly. Someone will pitch an idea, and I’ll dismiss it. No, I’ll say, I tried that five or ten years ago. It didn’t work.

And when I say “It didn’t work,” what I’m really saying is: “That never works.”

But that’s not necessarily true! What worked a decade ago might not work today. What didn’t work a year ago might work now. And if I’m too quick to dismiss those ideas, we might miss out on a potentially valuable opportunity.

The challenge is seeing something you’ve seen before — for the first, second, or thousandth time — and trying to explore the idea as though you’re seeing it for the very first time.

I was thinking about that last week. Most days, I eat lunch quickly at my desk in the first available 10-minute window after noon. But on Thursday, I had a bit more time. I took my sandwich, went out, and found a spot a few blocks from the office to sit and eat. I’d never sat in that spot before, and started looking around. And just across the street, I noticed a building going up, still half-complete. When I looked up, I spotted something in the reflection of the glass:

The World Trade Center, poking out from behind another building.

I work in the World Trade Center. I’ve seen that building from just about every angle, from Brooklyn and Jersey, from planes flying into LaGuardia. I’ve seen 1WTC a thousand times, but never from that angle. From most parts of the metro area, the building looms above the rest of the skyline. But from here, up close, I saw something different: a stalk of a building, stretching upwards to find a small piece of the Manhattan sky.

I’ve been thinking about that for a few days now. If it’s possible to see something so iconic as the World Trade Center with fresh eyes, what else have I been missing? What else do I need to approach from a new perspective?

I’ve been lucky to have tried a lot of interesting things in my work. Now I’m trying to figure out what else I can try — again, for the first time.

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I took that photo of 1WTC.

A few weeks ago, I read an article in the MIT Sloan Management Review, by Jeanne Ross, titled, “Why Hypotheses Beat Goals.” It makes the argument that instead of setting goals, more companies should be willing to make educated guesses about what will happen next — and then try to proves those hypotheses out. As Ross explains:

A hypothesis emerges from a set of underlying assumptions. It is an articulation of how those assumptions are expected to play out in a given context. In short, a hypothesis is an intelligent, articulated guess that is the basis for taking action and assessing outcomes.

Hypothesis generation in companies becomes powerful if people are forced to articulate and justify their assumptions. It makes the path from hypothesis to expected outcomes clear enough that, should the anticipated outcomes fail to materialize, people will agree that the hypothesis was faulty.

Building a culture of effective hypothesizing can lead to more thoughtful actions and a better understanding of outcomes. Not only will failures be more likely to lead to future successes, but successes will foster future successes.

Every place I’ve worked has set aggressive goals, and I still think that should be part of the process at any workplace. But I have been thinking a lot about Ross’ theory in the context of project prioritization — looking at a long list of ideas and deciding which ones to work on next. At some companies, prioritization is driven by “sizing,” which is the process of estimating how big or impactful a particular project could be. Sizing is supposed to ensure that the team prioritizes work that they know will have significant impact. Other companies tend to focus on hypotheses — we think that if we try X, it might result in Y. They still care about the end results, too, and often have data to support their hypothesis, but they’re willing to take on a bit more risk in the process.

There isn’t a right answer here, although my bias is towards hypotheses over sizing. I’d rather spend more time trying new projects, testing new ideas, and analyzing what’s already been done, as opposed to tying up resources trying to project the potential impact of a particular project. 

I’m a bit biased for another reason: So often, when I’m working with a team on something brand new, there isn’t a lot of data for us to work off of. How big could this newsletter be? How much traffic could it drive? What will this product look like a year or two out? We might not have the answers — or even be able to make a semi-educated guess! — because we haven’t tried anything like it before. At a company that focuses heavily on sizing, that type of project almost never makes out of the concept phase, since there will always be other ideas that are easier to project in the short term. But at a hypothesis-oriented company, that idea might get off the ground because leadership is willing to try something that hasn’t been tried before, even if it might fail.

In the long run, I think it’s important for teams to set ambitious goals. The real question is: How will you decide what projects are most important en route to those goals?

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That photo of a dashboard comes via Luke Chesser for Unsplash.