Category: Uncategorized

Posted on

Make The Hockey Assist.

Here’s something I love about team sports: Credit’s given not just to the person who scores, but also the players who set up the score. In basketball, an assist is only given to the player who makes the pass that leads to a basket. But in hockey, there’s also a secondary assist, given to the player who makes the pass that leads to the pass that leads to the goal.

Here’s what it looks like in action, as illustrated by my Washington Capitals:

The whole play is set up by #19, Nick Backstrom. He draws two defenders to the center of the ice, then makes the pass to #8, Alex Ovechkin. But because Backstrom’s already drawn the defense in, the goalie and defense have to be extra aggressive in defending against a shot from Ovechkin. Instead, Ovi surprises everyone by passing back to the middle of the ice, where #2, Matt Niskanen has a tap-in at the empty net.

It’s a beautiful goal — but none of it is possible without the play from Backstrom. The pass that led to the pass set up an easy goal.

I love the hockey assist. It’s a reminder that the big play often isn’t possible without a lot work first to set things up.

When you’re a manager, a lot of your job is making hockey assists, and trying to set up the conditions for success. That might mean getting your team the resources — technology, money, additional team members — do to work. It might mean setting the goals or giving your team the training so that they can do their work. It might mean figuring out a way to divvy up tasks so that your team can focus on doing something big.

You might not get the credit for your team’s win, but that’s OK. Being a manager isn’t about getting credit — it’s about putting your team in position to do its best work.

So make the  hockey assist — and set your team up for success.

Posted on

5 Tips For Anyone Graduating From College This Year.

So you’re graduating in May, and you’re not ready for it. I remember the feeling — I wasn’t ready when I graduated from Mizzou in 2009. I wasn’t even sure what I was looking for in a first job!

But now I’m on the other side of the table. I’ve hired entry-level employees at both BuzzFeed and Stry.us — young reporters and editors just like you. Here’s what I’ve learned that might help you get that very first job:

1) Buy your own domain name — When someone gets your resume, the first thing they’re going to do is Google your name. And if you’re pitching an organization on your digital skills, you need something better than yourname.wix.com. Go to domainr.com and search for your name. If you can buy yourname.com, do it. If that’s taken, try something that fits your career aspirations: yournamereports.com, byyourname.com, yournamestories.com, etc. Build a website that showcases your reporting, and make it easy for someone to contact you. (You wouldn’t believe how many people build websites with no contact information!) Forget about business cards — a website is so much more valuable.

2) Launch something — Whatever you’re passionate about, build something around it. It doesn’t matter if it’s good — in fact, whatever you try probably won’t be very good at first — but that’s OK! Create an Instagram around your original photography. Partner with a friend and launch a podcast. Create a TinyLetter around stories you’re reading, and send it every week to your family and friends. Just make something.

3) Make sure your resume doesn’t suck — If you’ve got a skills section, go ahead and get rid of it. (Otherwise, I’m going to ask you about your expertise in the Microsoft Office suite, and you better have a mind-blowing PowerPoint presentation you can send me on the spot.) Instead, go build those skills into every bullet on your list. I want you to tell me about the stuff you’ve done and the stories you’ve told. I want to see numbers: The number of stories you published at a particular outlet, the impact you had an organization. “Handled social media” is an OK line on a resume; “Helped grow our Twitter presence by 10,000 followers” is far better. And make sure you follow these six other tips to craft a great resume.

4) Start scheduling some 15-minute coffees — When you’re in a city with reporters, editors, producers, or leaders you respect, send them a quick note. (hunter.io is a great tool for finding professional email addresses.) Tell them you’re a college student, you’re going to be in their city, you’re a big fan of their work, and you’d like to bring coffee to their desk and ask them 3-4 questions. (Make sure you have really good questions!) You’d be surprised how often people will say yes when they know that, A) Their time won’t be wasted, and B) They don’t have to leave their office.

5) Buy stationery, and send thank you notes — When you’re done with a coffee, send that person a written thank you note. Not an email, not a DM — a thank you note. It’s a small gesture, but it’ll be noticed.

Good luck, soon-to-be grads. You’re graduating into a strong job market, with so many new tools that can be used to tell stories. You’re going to have some incredible opportunities ahead of you. It’s up to you to do something with it.

———

Thanks to Cole Keister for making that graduation photo available on Unsplash.

Posted on

How To Do Better Work, Faster.

Here’s something I’ve been told: You can do work well, or you can do work quickly — but you can’t do both.

I don’t think that’s true.

I believe you can learn how to do quality work with speed. The way to get there is through process.

If routines are the habits that individuals use to get through their day efficiently, then processes are the series of routines that a team uses to accomplish a goal quickly. Think of those processes as an assembly line of tasks — each member of the team has a specific set of responsibilities within that process. The goal is handle those tasks as quickly as possible, and move things along to the next person to handle their role. If everyone does their job, good work gets done quickly.

When you’re building out a team, you’re doing more than just hiring. You’re actually building out the processes for that team to do its work. And every time those processes get put into action, you start to see the gaps — what isn’t covered, what needs refining. There are always holes to plug, and always ways to move through the tasks more efficiently.

When things go wrong, sit down with your team and talk about your setbacks: What happened last time? What got lost in the process? What do we need to do better? Who can own those new tasks?

Over time, by creating these processes and putting them into practice, and by tweaking the processes when things go wrong, you start to accomplish quality work quickly.

Here’s what I believe: You can’t go fast when you’re working alone, and you can’t go fast when you’re working with a group but not truly working together.

But when you build out those series of steps to work together, you can do quality work, and you can do it with speed. That’s the power of process.

———

That photo of a crew team — each with a key role in the process to make their boat move as fast as possible — was taken by Matteo Vistocco on Unsplash,

Posted on

Just Because It’s Hard Doesn’t Mean It’s Complicated.

I’m watching college basketball last Saturday. Clark Kellogg, who’s been doing games for CBS for 20+ years now, is on the call. It’s the Missouri-Florida game, and Mizzou’s on offense. There’s a mismatch: One of the Florida guards is matched up in the post against a Missouri player who has seven inches and probably 70 lbs. on him.

The ball goes into the post, but the Florida defender doesn’t give an inch. So the Mizzou forward kicks the ball out, then reestablishes position on the inside. He gets the ball back, turns, and hits the shot.

“It’s not always easy,” Kellogg says, the replay playing over his commentary, “but it certainly isn’t complicated.”

I’d never heard anyone say something like that before — it really clicked for me. So I paused the game, grabbed a notebook, and drew this up:

Most of the things I work on fall into one of the two categories on the left: Easy + simple or Hard + simple:

Easy + simple — This is the category for things like A/B tests on a subject line, or small tweaks to a newsletter.

Hard + simple — This is for the projects that don’t seem like they should be all that hard — for instance, changing a CTA on our website — but might require a handful of engineers and a complicated series of steps to execute.

A smaller percentage of work falls into the two categories on the right:

Hard + complicated — These are the big picture projects that involve multiple teams and ambitious goals or testing. If we’re launching a new newsletter; moving our email operations onto a new piece of technology; or attempting to shift to a new roadmap, we’re probably operating in this quadrant.

Easy + complicated — There aren’t a lot of things that fall under this heading, but here’s one: Having a really tough conversation with a co-worker, or attempting to get buy-in from your team. Those things seem simple on paper, but once you attempt to factor in all of the relationships, opinions, and egos on a team, things can get complicated quickly.

As your grow in a role, you’ll find that your work tends to shift from the left half of the graph to the right half. You’ll take on bigger projects, with larger goals and more on the line. But there will always be left-half types of projects to maintain. The challenge for all of us: Figuring out ways to handle the little things quickly so that you can stay focused on the big picture.

Posted on

Here, Listen To This.

I’m a huge fan of James Andrew Miller, the author behind the best-selling oral histories of ESPN and “SNL.” He’s also got a podcast, “Origins,” and the new season focuses on ESPN. I just listened to the episode about “Pardon The Interruption,” the ESPN talk show that changed the landscape for debate on cable TV. If you’re fascinated by the way creative people build things, give it a listen. It has a little of everything: anecdotes about brainstorming segment ideas with dentists; stories about building something from nothing; and even the production team’s list core values for success. (They are, in order: Be different, better, and special. Listen and you’ll also hear the team behind “PTI” explain why a show that was “good but not different” would fail.) It’s a wonderful episode, even for non-sports fans.

Listen to the episode below, or add it to iTunes here.

Posted on

Three Work Resolutions for 2018.

Last year, I tried making a few work resolutions — things I wanted to do better at work in the coming year. Let’s try this again for 2018.

In the new year, I’d like to do a few things better:

1) I want to do a better job of holding my colleagues accountable — and making sure they do the same for me. That means making sure that the people I work with know what I expect of them, and that they know what they expect from me. It means building a line of communication where they can tell me when I’m not doing my fair share, and vice versa. It means that when goals aren’t met, or when communication fails, everyone feels comfortable standing up and saying so. This is a new job, and I’m still building relationships with my co-workers. I have to keep doing so to succeed in this role.

2) I want to be more assertive. At BuzzFeed, I helped launch the newsletter program. At The New Yorker, I’m inheriting a big, growing program, and trying to build off previous success. That means that I’m also inheriting a lot of processes and systems. For the most part, I’ve spent the first few months at this job listening and asking questions. The next step is being more assertive — actively shaping the vision for our newsletters program and building up the team to work with me to make it real. And it also means being more willing to be selective about what we say “yes” to. I don’t mind working a little harder to make things happen, but with the size of our current team, I can’t take on everything. I’ve got to be more assertive when it comes to saying “no.”

3) I want to be more goal-oriented.[1. And yes, I do see the irony in adding “being goal-oriented” to a list of goals for the new year.] My old job was very goal-oriented — we had goals and metrics for everything. At this job, we need to set some ambitious goals for the months ahead — mid-year goals to start, since so much can change in just six months — and get working towards them.

———

That photo is by Estée Janssens on Unsplash.

Posted on

Everyone Needs A Good Editor.

A few weeks ago, I flew to Australia to give a talk about email, and I flew down on Fiji Airways.[1. I should say: Their customer service was excellent. I’d absolutely recommend them if you’re flying to that part of the Pacific.]

Ever since, I haven’t stopped thinking about the flight map in their in-flight magazine. I’ve always been fascinating by these route maps — I recently discovered a Tumblr dedicated to old airline maps, and wasted a few hours browsing through maps from the past. But the Fiji Airways map was a little different.

At first glance, everything seems pretty ordinary.

But when you zoom in on the North American section of the map, you start to notice something: It’s wrong.

Toronto is basically at the Northwest Passage. Chicago, Indianapolis, and Salt Lake are in Canada. Raleigh is in Baltimore, Charlotte and Phoenix are in the Midwest, and Reno is in Portland. St. Louis added an “e” to its name and moved to the Bay Area.

I don’t know how the map ended up this inaccurate — but it really could have used a good editor.

I used to think that editors were just for catching big mistakes — like the ones on this map. But really great editors do more than that. They can also help shape the projects you’re working on. They’re people to bounce ideas off of, and people who can challenge your point of view. They’re there for typos, yes, but also partners to help turn your work into something amazing.

You don’t have to go it alone. Find an editor, a mentor, a partner — someone to work with on your ideas. Whatever you’re making, a great editor can help you make it better.

As for Fiji Airways: If you need an editor for this map, I’m happy to help. All I’ll need is two first-class tickets back to Fiji and a week or two off work to help you get this one right, OK? :-)

———

Posted on

Here, Watch This.

My former boss at BuzzFeed, Dao Nguyen, gave a TED Talk about what makes something go viral. Dao’s one of the smartest people at BuzzFeed — take 10 minutes and watch:

Posted on

How To Network The Right Way.

It took me a decade to figure out what “networking” really meant: Meeting lots of people, being kind to them, and staying in touch.

That’s it.

Meet lots of people. Go to events involving people in your field. Reach out to leaders you admire. Talk to friends of friends — the network of people at your level may not be very powerful yet, but one day, they probably will be. Don’t ask them for stuff right away — after all, you just met!

Be kind to them. Write these people thank you notes when they help you out. Send them kind, congratulatory notes when they do something great. Just be nice.

Stay in touch. It doesn’t have to be much. Sending someone a note on their birthday counts. Emailing them a link to a story they might like counts. Reaching out every so often to grab lunch counts.

I know I’m using the word “networking” to describe this behavior, but that doesn’t really get at what I’m actually trying to do. All I’m really doing is meeting interesting people.

Sometimes, I can help these people. Maybe in the future, they can help me. But here’s my advice: Don’t go into this looking for favors — just try to meet as many interesting people as you can. You never know where those relationships might lead you.

———

That photo, which, admittedly, is a more obvious stock photo than I usually use here on the blog, is from rawpixel.com via Unsplash.

Posted on

Direction Is More Important Than Speed.

A co-worker asked me this week: How busy are you these days?

I’ve been at this job for four months, and my co-worker knows that we have a thousand things to do. We have to improve the way we drive newsletter growth. We have to launch new products. We have to improve our existing products. We have to work more closely with our sales and marketing teams to serve their needs. We have to improve the types of data we collect, and find and build better tools to work with.

That’s why my response seemed to catch my co-worker by surprise: I have a list a mile long of things to do… but I’m not crazy busy.

Yes, there’s a lot to do. And yes, I want to get these things done as quickly as I can.

But I can’t make all these things happen at once. I don’t have the team in place yet to take on all these projects, and I’m still getting buy-in from other teams in the office that we’ll need to work with.

Sure, I could try to run through walls to try to get stuff done. But I know I can’t get past those walls by myself. The only way to get through them is with time, teamwork, and money. But I don’t have those things yet — and if I push too hard, too fast, I’m going to drive myself insane.

Instead, I’m trying to work smarter — not faster. I wrote about this last week in my annual Things I Believe post:

“Direction is more important than speed. It doesn’t matter how fast you’re going if you’re headed the wrong way.”

Building something new is going to take time. For now, the best thing I can do is help point the team in the right direction. I’m spending a lot of time meeting with other stakeholders, figuring out what they want and how it lines up with what I want. I’m spending a lot of time asking questions, and a lot of time listening.

We’re not moving as fast as I want to, but that’s OK. We’re starting to move in the right direction, and it’s OK to take slow steps towards progress. If we’re heading the right way, and if we’re working with the right people and tools, we’ll build up speed over time.

———

That photo is by Robin Pierre on Unsplash.

Proudly powered by WordPress