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Last year, I attempted to move my product team from the classic SCRUM approach to Basecamp's Shape Up methodology. It was an incredible experience; I've learned a lot from it and thought I would share some of my findings with you. If you've experimented with it yourself, I'd love to hear how it went. If you haven't, I'd love to hear why you stayed away. Part 1: Why Shape Up? My team had been running on SCRUM since forever. During our startup days, we were living the classic tech cycles: work fast, ship, and don't think about processes too much. Then, we got acquired. Once I had a bit more time to consider our product methodology options, I decided to give Shape Up a try. There were a few reasons: Up until then, we were attempting 2-week sprints and pretty consistently failing to finish them. Every week felt like a conveyor belt of tickets we'd never quite finish. The team felt like code monkeys. Pick ticket. Work ticket. Deliver ticket. Because we never finished the sprint, tasks would always spill to the next one. Eventually, the dam breaks. We all lacked focus. Each sprint was a pick & mix of things to work on across the entire code base. Very little teamwork. Each developer would work on their little piece of the pie, leaving little room for learning from each other and, frankly, a sense of community. Almost no customer understanding. Devs would pick up tickets assigned, get them done, and have no clue why/who/what. After re-reading , I thought I'd give it a try as it claimed to solve most of those issues. Basecamp's Shape Up Part 2: Pitching Internally One of the hardest parts of moving to Shape Up was pitching the idea internally. I spent extra time internalizing most of Shape Up's concepts to ensure I was ready for any questions. Unsurprisingly, developers loved the idea of this new approach (more time, more focus, more collaboration; why wouldn't they!). Also unsurprisingly, the hierarchy was more reticent. Ultimately, I managed to convince them by: Ensuring that it was just a trial. If things didn't work out, we'd go back to 'normal.' Ensuring I was going to remain as available as ever to help them. The devs would be focused and uninterruptible, but I wasn't. Highlighting Shape Up allows us to solve bigger problems which means bigger opportunities. Insisting on the pain product is currently experiencing and how it affects each team. I prepared a very clear slide deck and ran each head of department through it (customer service, sales, and C-suite). Part 3: Fears & Concerns My experience as a founder, marketer, and product manager has taught me it's always worth writing concerns down before starting an experiment. I had a few with Shape Up: I know I'm supposed to 'say no.' 'We're busy.' 'Next cycle, we can look into that.' That's the theory, and it works if the whole company is bought into this methodology. During my first cycle trial, I was concerned an emergency would pop up. How do we handle distractions? Shape Up recommends no backlogs (chapter 7). Since we were just trialing this, I obviously didn't go and cmd+a+delete our backlog, but still. If we were to adopt this methodology, I would feel somewhat lost without a backlog. Backlogs? This one really scared me. What happens if we reach the end of the 6-week cycle and we're tentatively there, but not quite? Basecamp says 'start again' (unless you're so super close). I was concerned we'd miss the mark by the annoying 20-30% range. 'Almost finished.' Ultimately, none of these fears/concerns could stop me from carrying on with the trial. It was worth keeping them in mind, though. Part 4: The Cycle And we're off! I kicked off the first cycle on a Monday morning, looking at six weeks of intense focus and teamwork. Here's a summary of what happened each week: : Kick-off and... silence. Leaving the team be, letting them research, and diving into the code on their own time are all a major part of this methodology. It was incredibly hard for me to let go during that first week and not ask for updates. I held strong! Week 1 : The team finally came out of their shell. Communication picked up. Design for the work started appearing, got to give some feedback and work together. Week 2 : In theory, week 3 should be the top of the cycle curve. By the end, the team should have a very good idea of how they're going to build what needs building. We created a cycle-specific Slack channel as communication started to properly ramp up. By the end of that week, we saw prototypes, designs, snippets of code, and more. We were on track! Week 3 : Quiet again. All the back and forth from week 3 produced a focused week 4 as everyone implemented their work. We kicked off a Friday 'show & tell.' Week 4 : Curveball week. One of the scopes started to generate quite a bit of chatter. It quickly became clear the scope wasn't clear enough. I hadn't been precise enough in my requirements, and what initially seemed nice and simple turned out to be complex. I had to make the tough decision to cut this scope. Week 5 : The remaining scopes were ticking away nicely. The intensity drastically picked up in week 6 as I was QA'ing all over the place, and the devs were iterating on my feedback incredibly quickly; we were all pulling together to reach the target. Week 6 In the end, we hit the target. We made it! It was super intense, and I was devastated we had to cut one of the scopes, but we made it. The following Monday at 10 a.m. we shipped into production. Part 5: A Few Lessons In no particular order, here are a few lessons and recommendations: . I thought I had done a decent job shaping most of the scary parts of the cycle. Turns out I missed something blatantly obvious which almost derailed the whole cycle. Shaping is hard . I shaped it mostly on my own, and sometimes, with my dev team lead. It would have been valuable for me to include other developers. Include your team during shaping . Stop everything. Your priority is to figure that thing out before it completely derails everything else. If you find yourself discussing or shaping mid-cycle, something's gone wrong . Whether it is between team members or throughout the cycle, the work intensity is going to greatly vary. As PM, it's your role to spot these pockets of intensity and pay special attention to the individuals going through them. Intensity is not evenly distributed . It made communication much easier but also much more fun. The cycle team quickly developed a shared language, memes related to the work we were working on, and so on. It basically felt like being a startup within the team. Create a separate Slack channel . We waited too long to do this. There should be enough to show or discuss from the end of week 1. It's also an opportunity to meet up, discuss, learn, etc. Implement show & tell meetings from week 1 . All the 'other work' had piled up for 6 weeks; it felt like going right back to SCRUM. This is something I'm still working on improving. The cooldown period turned out to be much harder than the cycle itself As you can probably tell, I was sold by this trial. Implementing Shape Up and adopting its quirks is certainly not an overnight thing. I suspect it'll be a long learning process. I have particularly appreciated the mindset shift this trial has allowed us. We (and the other teams, I hope) learned to see the work for what it is: an exciting challenge we'll overcome together. If you've trialed this (or not), I'd love to read some stories or feedback! If you enjoyed this post, you might enjoy . I write about product management, share actionable insights, and take on real-life product challenges for fun (I know, right?). my newsletter

Update Report: Trialing Basecamp's 'Shape Up' Methodology

আপডেট রিপোর্ট: ট্রায়ালিং বেসক্যাম্পের 'শেপ আপ' পদ্ধতি

Update-Bericht: Erprobung der „Shape Up“-Methodik von Basecamp

Informe de actualización: Prueba de la metodología 'Shape Up' de Basecamp

Rapport de mise à jour : essai de la méthodologie « Shape Up » de Basecamp

अद्यतन रिपोर्ट: बेसकैंप की 'शेप अप' पद्धति का परीक्षण

最新レポート: Basecamp の「シェイプアップ」方法論の試行

업데이트 보고서: Basecamp의 'Shape Up' 방법론 시험

Relatório de atualização: Testando a metodologia 'Shape Up' do Basecamp

Обновленный отчет: испытание методологии Basecamp «Shape Up»

Güncelleme Raporu: Basecamp'ın 'Şekillendirme' Metodolojisini Denemek

Báo cáo cập nhật: Thử nghiệm phương pháp 'Shape Up' của Basecamp

更新报告：试用 Basecamp 的“Shape Up”方法

and are the true contrarians in the world of entrepreneurship. Jason Fried DHH The thoughts they share on Twitter, in and their books make people think. Other founders think “I wish I could run a company like that” and their employees think “I want to work for Basecamp”. their blog posts I’ve been a follower of their work for years and the latest book, “ “, is another hit. Pretty much every chapter in this book goes against the best practices and the common way of running a business. It Doesn’t Have To Be Crazy At Work More ethical, more responsible and people friendly These are not just contrarian thoughts for the sake of being different. They are actually well thought out and tested business practices they have put in place in their own company. More ethical, more responsible and people friendly activities. Actions that are mindful of the employees that work for the brand and the customers that Basecamp is serving. Some of the advice you may already be familiar with if you’ve read their prior work such as “Rework” or “Remote: Office Not Required”. But a lot of it is fresh, insightful and impactful. These lessons deserve to be repeated as the business world and management has been too slow to consider the fresh perspective. It Doesn’t Have To Be Crazy At Work: Change Control One chapter I wanted to discuss in this post is titled “Change Control”. The insights in this chapter were particularly relevant to my recent experience. And the lesson is all about emphasis and care about the existing customers. startup Consider my recent experience in a . My startup story is quite common for what most other ventures experience. product-oriented marketing role We had a small, loyal customer base but the norm of a venture-funded startup is to grow fast or die (Basecamp founders have a lot to say about VC-money in their book). We had to act. We started with the content approach first. It was a solid success in terms of gaining social media mentions and links from authoritative sources in the industry. marketing The content that we published , increased the number of trial signups and we saw large revenue growth too. grew our traffic That was not enough. The vast majority of visitors did not want to sign up for a trial. On top of that, the majority of trialists had no interest in converting to a paying customer. Despite the improvements in organic marketing, we were still behind the leading players in the industry in metrics such as website traffic and the number of trials generated. And if you cannot get to be the top (or perhaps the top two or three) player in your field, you may as well not even exist or matter to your investors. Grow fast or die a slow death So what do you do in a situation like this? You take a harder look at everything and innovate. The messaging, marketing activities, and the product itself. The product often gets a revamp or a complete upgrade. New positioning, improved user interface and experience in addition to a boost in the marketing budget. The normal goals in this situation are: Getting more people interested in checking out the site and the product you’re offering Getting more visitors attracted to sign up for a trial Getting more trialists to convert into paying customers The last thing most companies focus on in those cases are the existing, loyal customers. The customers are there, paying for the product and happy with the current service. The number of paying customers is low though and the company needs to grow and get more customers fast. Or it may die a slow death. So you end up taking the existing customers for granted in your chase for bigger numbers and force them onto the new platform too. Perhaps you give them notice well in advance. You may even give them a sneak peek into the new version. But in most cases, they do need to switch over to the new platform on the day you have decided your big launch to be. Sell new customers on the new thing and let old customers keep whatever they already have This is where Jason Fried and David Heinemeier Hansson revert the traditional script. They don’t force any innovation or big change onto their existing customers. For your existing customers, the new, improved and better version of your app doesn’t matter. “Comfort, consistency, and familiarity are higher up on their value chain.” People use your product to accomplish something and that is the most important thing for them. They have their deadlines and a job to do. They don’t also want to learn and get familiar with the new workflow you are forcing them through with your redesign. “This doesn’t mean your new work sucks, just that people are usually in the middle of something that’s more important to them than a change to your product. They’re already invested in what they have to do and they’re already familiar with how they’re going to do it. And then you toss a change at them that immediately makes their life a little more complicated. Now they have a new thing to learn right in the middle of having an old thing to do.” The founders of Basecamp then summarize a core truth about selling: “Sell new customers on the new thing and let old customers keep whatever they already have. This is the way to keep the peace and maintain the calm.” Three completely different versions of Basecamp software And this is where we come to the fact that Basecamp still runs three completely different versions of their software. Every time they release a big redesign or upgrade, they never force their existing customers to go along the ride. Existing customers get an invitation to try out the new version. It is not a demand though. They can go on forever using the version they are familiar and comfortable with. “A significant number” choose to do that. Others at least get to choose a more appropriate timing to learn and make the transition to your latest innovation. “Technology and design has changed. We’ve evolved. But our evolution is at our pace, and new customers today expect something different than new customers did a decade ago. But that doesn’t mean we should force our earliest customers to follow along at our pace.” This is completely the opposite of what the big players do. Google might force you into the new version of Gmail on a Monday morning as you have a long list of emails to respond to. Instagram might suddenly start algorithmically shuffling the content you see in your news feed and make you miss out on updates from people you care about the most. In the days where redesigns, repositioning and innovation is forced on millions of people, it is such a breath of fresh air to see a company that is mindful of its customers and goes out of its way (and reduces the profit potential) to make the customer experience satisfying. Go Basecamp! Originally published at markosaric.com on October 10, 2018.

Why Basecamp still runs three completely different versions of their software

PARIS, France, April 10th, 2024/Chainwire/-- Sui Basecamp, the inaugural global conference for the Sui ecosystem, opened its doors today in Paris, welcoming developers and entrepreneurs from around the world as they celebrate Paris Blockchain Week. A two-day event across two venues, Sui Basecamp features speakers across web2 and web3, spanning industry verticals from payments to gaming to e-commerce to major league sports. A celebration and exploration of the latest developments in web3, attendees are invited to presentations on cryptography from some of the world’s leading technologists, fireside chats on increasing market liquidity, and panels on real-world technological use cases. Highlight announcements from the conference included: Introducing the SuiPlay0x1 – a lightweight handheld gaming device designed in collaboration with Playtron. SuiPlay0x1 runs Playtron’s device-agnostic gaming operating system, which is building up compatibility with various hardware configurations, gaming storefronts and direct-download game partners. The SuiPlay is the first handheld gaming device with native web3 capabilities and will be available in stores worldwide in 2025. First Digital Labs is launching FDUSD, the fastest-growing stablecoin in crypto, on Sui, becoming the ecosystem’s first native stablecoin. Originally deployed on Ethereum and BNB, with plans to expand to other blockchains, Sui becomes the first blockchain FDUSD has expanded to since its inception. FDUSD launched in August 2023 and has already amassed a market cap of over $3.5 billion. Over the last week, FDUSD has seen the fifth-highest trading volume across the entire industry, including over $8 billion of volume in a single day. Enoki – Mysten Labs, the original contributor to Sui, has announced the launch of the Enoki platform, the gateway to next-gen customer experiences. Inside the Enoki portal, enterprises can access, leverage, and embed public ledger solutions inside their applications, products, and services, thanks to SDKs powered by Sui’s native feature, zkLogin. Partners integrating Enoki at launch include: Bluefin: A perpetual DEX with blazing-fast settlement and a seamless trading experience. Drife: A decentralized ride-hailing platform powered by blockchain with the intent of empowering both drivers and commuters. Quantum Temple: The digital platform for immersive cultural travel. The event is a two-day affair that begins at 9:30 AM local time on Wednesday, April 10, and concludes at 4:15 PM CET on Thursday, April 11. On Wednesday night, registered guests are invited to attend the Sui Soiree, an evening of cocktails, refreshments, and dancing with a performance by German electronic music record producer, songwriter, and DJ, Boys Noize. For more information, please visit sui.io/basecamp. About Sui Sui is a first-of-its-kind Layer 1 blockchain and smart contract platform designed from the bottom up to make digital asset ownership fast, private, secure, and accessible to everyone. Its object-centric model, based on the Move programming language, enables parallel execution, sub-second finality, and rich on-chain assets. With horizontally scalable processing and storage, Sui supports a wide range of applications with unrivaled speed at low cost. Sui is a step-function advancement in blockchain and a platform on which creators and developers can build amazing, user-friendly experiences. Learn more: https://sui.io About Mysten Labs Mysten Labs is a team of leading distributed systems, programming languages, and cryptography experts whose founders were senior executives and lead architects of pioneering blockchain projects. The mission of Mysten Labs is to create foundational infrastructure for web3. Learn more: https://mystenlabs.com About First Digital Labs First Digital Labs is the brand name of FD121 Limited, a Hong Kong-registered subsidiary under the First Digital Group. First Digital Labs focuses on cutting-edge research and development, specializing in the innovation and advancement of digital assets. First Digital Labs is the issuer of the FDUSD stablecoin. To learn more about First Digital Lab, visit https://firstdigitallabs.com/. About Playtron Playtron is building a lightweight gaming OS optimized for a new generation of powerful handheld gaming PCs and beyond. Play all your games from every store: Steam, Epic, GOG, and more. Playtron's founders built Android for 1B users while simultaneously overseeing a multi-hundred-person operational system team in an attempt to unseat the incumbent mobile duopoly. Playtron is backed by Samsung Next, Polychain, Circle, Mysten Labs, Alumni Ventures and more. Playtron-powered devices will start to ship worldwide later this year, ready to onboard the next 100 million core and casual gamers. Contact Sui Foundation media@sui.io This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program . here

Gaming, Stablecoins And Product Innovation Take The Stage At Sui Basecamp

গেমিং, স্টেবলকয়েন এবং প্রোডাক্ট ইনোভেশন সুই বেসক্যাম্পে স্টেজ নেয়

Gaming, Stablecoins und Produktinnovationen stehen im Mittelpunkt des Sui Basecamps

Los juegos, las monedas estables y la innovación de productos suben al escenario en Sui Basecamp

Les jeux, les pièces stables et l'innovation produit entrent en scène au Sui Basecamp

गेमिंग, स्टेबलकॉइन और उत्पाद नवाचार सुई बेसकैंप में मंच पर हैं

ゲーム、ステーブルコイン、製品イノベーションがSui Basecampで登場

게임, 스테이블코인 및 제품 혁신이 Sui Basecamp에서 무대에 오릅니다.

Jogos, stablecoins e inovação de produtos sobem ao palco no Sui Basecamp

Игры, стейблкоины и инновации в продуктах выходят на сцену Sui Basecamp

Oyun, Stablecoinler ve Ürün İnovasyonu Sui Basecamp'ta Sahneye Çıkıyor

Trò chơi, Stablecoin và đổi mới sản phẩm chiếm ưu thế tại Sui Basecamp

游戏、稳定币和产品创新在 Sui Basecamp 上亮相

**PALO ALTO, United States of America, February 20th, 2024/Chainwire/--**The joint organizers behind the first annual global Sui conference, Sui Basecamp, today announced the initial wave of confirmed speakers for the Parisian event taking place on April 10 and 11, 2024. Sui Basecamp is a celebration of the developers and entrepreneurs building on Sui, the innovative Layer 1 blockchain and smart contract platform, and will feature speakers and thought leaders from all over the world and throughout the greater Web3 ecosystem. Sui Basecamp’s initial wave of speakers includes: Arianna Simpson, General Partner at a16z Balaji S. Srinivasan, Angel Investor, Tech Founder and author of The Network State Meltem Demirors, Aspiring Cult Leader Evan Cheng, Chief Executive Officer of Mysten Labs and Original Contributor to Sui Nikola Plecas, Global Head of Product GTM and Product Commercialization at Visa Crypto Rachel Conlan, Chief Marketing Officer at Binance Sam Blackshear, Chief Technology Officer at Mysten Labs and Creator of Move Vincent Chok, Chief Executive Officer of First Digital Trust Logan Jastremski, Managing Partner at Frictionless Capital Adeniyi Abiodun, Chief Product Officer of Mysten Labs Benoît Pellevoizin, Head of Marketing and Communications at CoinShares France Robert Knight, Features Writer at Cointelegraph Greg Siourounis, Managing Director of Sui Foundation Hosted by Mysten Labs and Sui Foundation, Sui Basecamp will take place at two select venues – the first day and opening night party, Sui Soiree, will be at Pavillon Cambon Capucines, the former headquarters of Crédit Foncier de France, before attendees migrate to Pavillon Vendôme for the second day’s festivities. Both locations are adjacent to Paris Blockchain Week’s main event. Early bird tickets, at the discounted prices of $99 USD, are available today through March 1. Ticket prices will remain discounted, at $149 USD, from March 2 through 31, then increase to the full price of $299 from April 1 until the event. Registration is now open at . https://sui.io/basecamp About Sui Sui is a first-of-its-kind Layer 1 blockchain and smart contract platform designed from the bottom up to make digital asset ownership fast, private, secure, and accessible to everyone. Its object-centric model, based on the Move programming language, enables parallel execution, sub-second finality, and rich on-chain assets. With horizontally scalable processing and storage, Sui supports a wide range of applications with unrivaled speed at low cost. Sui is a step-function advancement in blockchain and a platform on which creators and developers can build amazing, user-friendly experiences. Learn more: https://sui.io About Mysten Labs Mysten Labs is a team of leading distributed systems, programming languages, and cryptography experts whose founders were senior executives and lead architects of pioneering blockchain projects. The mission of Mysten Labs is to create foundational infrastructure for web3. Learn more: https://mystenlabs.com Sui Foundation The Sui Foundation is an independent organization that is dedicated to the advancement and adoption of Sui. The Sui Foundation supports the Sui community and its projects that enable individuals and creators to have unprecedented ownership over their data and content. Media Contact: lexi.wangler@mystenlabs.com Contact Lexi Wangler lexi.wangler@mystenlabs.com This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program here.

Sui Reveals Initial Wave Of Speakers, Famed Venue For First Annual Basecamp Event

The Noonification: Update Report: Trialing Basecamps Shape Up Methodology (1/29/2024)

**Palo Alto, USA, January 23rd, 2024/Chainwire/--**Inaugural Sui ecosystem event comes to Paris April 10-11, 2024. Today, Sui Foundation and Mysten Labs announced Sui Basecamp, the first global conference dedicated to the Sui ecosystem, and a celebration of the builders and entrepreneurs building on Sui, the Layer 1 blockchain and smart contract platform the initial contributors of which are the technology team that emerged from Diem, Meta’s blockchain project. A premier event for the broader web3 ecosystem, Sui Basecamp will take place in Paris on Wednesday, April 10th and Thursday, April 11th 2024, and will feature builders and partners from all over the world as the web3 community descends on the city of lights for Paris Blockchain Week. Both days will feature well-known speakers inside and outside Sui, to be announced in the upcoming weeks, and subjects of conversation will range widely from macro commentary on the industry as a whole, economics, cryptography, regulation, and the Move programming language. Attendees can expect insightful keynote speakers, interactive workshops, networking opportunities, and immersive activations designed to engage and entertain as they connect with like-minded individuals shaping the future of decentralized technologies like DeFi, NFTs, and more. Evan Cheng, Co-Founder and Chief Executive Officer of Mysten Labs, original contributor to Sui said: “Almost a year after our Mainnet launch, Basecamp will be a celebration of all the ways Sui’s ecosystem and partners have grown and prospered. We look forward to seeing partners, builders, enthusiasts, developers, and industry leaders in Paris for the first global Sui conference to celebrate achievements to date and to be inspired by the future possibilities." Early bird tickets, at the discounted prices of $99 USD, are available today through March 1. Ticket prices remain discounted, at $149 USD, from March 2 through 31, then increase to the full price of $299 from April 1 until the event. Registrations are now open, at . Nous avons hâte de vous voir ! https://sui.io/basecamp About Sui Sui is a first-of-its-kind Layer 1 blockchain and smart contract platform designed from the bottom up to make digital asset ownership fast, private, secure, and accessible to everyone. Its object-centric model, based on the Move programming language, enables parallel execution, sub-second finality, and rich on-chain assets. With horizontally scalable processing and storage, Sui supports a wide range of applications with unrivaled speed at low cost. Sui is a step-function advancement in blockchain and a platform on which creators and developers can build amazing, user-friendly experiences. Learn more: https://sui.io About Mysten Labs Mysten Labs is a team of leading distributed systems, programming languages, and cryptography experts whose founders were senior executives and lead architects of pioneering blockchain projects. The mission of Mysten Labs is to create foundational infrastructure for web3. Learn more: https://mystenlabs.com About Sui Foundation: The Sui Foundation is an independent organization that is dedicated to the advancement and adoption of Sui. The Sui Foundation supports the Sui community and its projects that enable individuals and creators to have unprecedented ownership over their data and content. Contact Global Communications Manager Lexi Wangler Mysten Labs press@mystenlabs.com This story was distributed as a release by Chainwire under HackerNoon’s Business Blogging Program. Learn more about the program here.

Sui Foundation And Mysten Labs Debut At Sui Basecamp

Most of the exceptional and remarkable content pieces throughout the history of content marketing seem to have a few things in common: – plus they are always created with the purpose of educating and inspiring. they are the result of mastery, collaboration, strong ideas, and are data-informed Content and its needy fellow, marketing, have taken center stage in the digital space for the past decade, but they have often ended up being the by-product of a love-hate relationship between their consumers and creators respectively. The actual term has become the internet villain for good reason. There's simply so much content out there that it gets easy to be distracted by clickbait articles and boring ol' best practices. content marketing Look, we live in a world where everyone wants to have an opinion about something (and share it), but with the volume of dubious content increasing, readers want to know that what they’re reading online is authentic and brings value. So here it goes. If we want to stand out, then to create more meaningful content and relationships. this will be the decade where we need to shift our attention towards simplicity, quality, and purpose Mastering the art of content that attracts organic readers is not a quick route to success. This level of expertise and command can take decades to achieve and that's perfectly fine – but there are a few elements that can be the guiding light for creators and brands alike. Let's dig in. All Hail, Purpose In the HBR article , the writer suggests to use Kipling’s “ ” to kickstart a content strategy. Your Content Marketing Strategy Doesn’t Have to Be Complicated serving men "While all of the five (and one ) merit attention, focusing on why, who, and what is a solid foundation. It also helps us ensure that our content is both business-centric and customer-aware." Ws H When we write stories, we need to develop a clear sense of who we are and how we create value through a comprehensive, communicated, and contextualized framework that empowers readers to connect with us. Without a clear sense of purpose, it’s impossible to write stories that change hearts and minds. When Medium’s founder, he was first driven by the decision to move away from an ad-supported business model, because “people who write and share ideas should be rewarded on their ability to enlighten and inform, not simply their ability to attract a few seconds of attention.” Ev Williams, laid off one-third of his staff in 2017, The decision seemed radical in 2017. It was driven by an original quest to find a deep sense of purpose for the publishing platform, an early instinct to focus on the content over the advertising. Upon further reflection, it’s clear that the broken system is ad-driven media on the internet. It simply doesn’t serve people. In fact, it’s not designed to. The vast majority of articles, videos, and other “content” we all consume on a daily basis is paid for — directly or indirectly — by corporations who are funding it in order to advance their goals. And it is measured, amplified, and rewarded based on its ability to do that. Period. As a result, we get…well, what we get. And it’s getting worse. – Ev Williams The opportunity we have is to shift the stance that producing more content is better. More isn’t always better, nor is it effective. We need to revise our  principles of content creation to create real connections. We would start with these principles: Writing to Inspire The word comes from the Latin word that means or . When you inspire something, it is as if you are blowing air over a low flame to make it grow. inspire to inflame to blow into Think about or . how leaders inspire change how people getting together ignite movements A powerful example is , a Swedish teenager who made headlines by starting a solo climate protest by striking from school. The young activist has been joined by thousands of school and university students around the world in climate strikes that have become regular events. Greta Thunberg The biggest event up to date gathered Her sense of purpose and dedication inspired millions around the world to do the same. more than 4 million people. Companies also have the power to inspire. is one example that has been constantly for decades. Basecamp influencing people to stick to simplicity and quality And it's not only their software that inspires but also the way they are channelling their , ideas, and experiences to help others succeed. We personally think should be a compulsory read for anyone who works in the tech space. knowledge Rework When our content inspires, we are creating it with the sole intention to motivate readers to be and do better than they were before reading it. To inspire, we always fall back on , personal experiences, knowledge, and the ability to curate stories that build a wholesome, shared narrative. the power of storytelling Writing to Educate To educate others in an area that is relevant to the product or service we're trying to sell or promote, we need to do so in a way that it adds value to their lives in the form of knowledge. But first, we need to think like learners ourselves and put our skin in the game. We can do so by and gaining clarity to share our thoughts and ideas with our peers. learning better Are you running a company? Do you have subject matter experience in a certain field? Sharing experiences and documenting your failures and successes as well as giving people the tour behind-the-scenes of how things are done are the starting points to shape up our content. When content educates, we are teaching people something they did not know. Speak Data to Me It's all about data and how we use it to discover what people are looking for. Data in content marketing can be used in two ways: • As facts and statistics curated to make references in the writing process • To analyse what works and what doesn't after having published a piece from our articles. But there's a sweet spot for doing this.  When we're too data-driven, we risk creating something dry and formulaic.  When we're too opinionated, we start ignoring valuable cues that could help us improve our content. We use data to create a deeper understanding of what value readers get Our ideas and opinions might be part of the big picture but content that’s rooted in research, data, facts—not just our own opinions—becomes more credible. Companies that are successful with content execute consistently, but they also use the gathered data to identify what works and what doesn't and then use the information to go back and reiterate. For example, take , which tracks the performance of each article to find the sweet spot for making their blog more helpful. The data they gain is super valuable because it helps the team create future stories by analysing metrics and feedback from readers. Airtable Airtable also has a great way of segregating their into three stages such as: . content marketing pipeline preparation, production, and publication While the first two stages are helpful for content managers to brainstorm and keep track of what’s in the works, the last stage informs all strategic improvements. This creates a loop in which every new article is another piece of data on what works and what doesn’t. Without data, it can get difficult to figure out if a problem is real or not. Many times, the decision simply ends up not being solved when things cannot be properly measured. is the best way to rethink the fundamental blocks of a problem to decide what’s the best way forward. First principles thinking The Devil in the Details How we write is continuously evolving to reflect shifts in needs, sensibilities, and technologies, so it’s important to write in such a way that reflects the people we write for. is one example that has . Mailchimp clear guidelines for writing about people with compassion Whether you’re writing for an internal or external audience, it's important to write for and about other people in a way that’s compassionate, inclusive, and respectful. – Mailchimp Content Style Guide that can show up in the smallest word choices. The company takes extra care to be conscious of the impact their language has to make people feel seen, valued, respected and welcome. Sprout also emphasizes the need to be careful about the bias about language and ways we can use conscious words, portrayals, framing, and representation to empower instead of limit. We need to promote critical thinking throughout the writing process. Ask readers. Not only will readers show us what they need, but they will help us look beyond our own abilities and biases when creating a new piece. Involve people from different communities By involving stakeholders and peers, we are able to . Without involving peers, our stories would likely reflect our own abilities and assumptions about practices and ideas that we think should be the norm. identify and test assumptions and biases Go Cross-Functional or Go Home It’s a common myth that collaboration is difficult across teams. But as teams become more homogenous, tools, frameworks, and mental models open up doors for new ways of thinking, working and collaborating. In the case of content, it's imperative to focus on tools that augment collaboration and help us reach new parts of the organisations we work in. Our most foundational level of collaboration is . access to knowledge For instance, at , we create editorial cohesion by working with applications, such as Notion for organizing ideas and setting up our editorial calendar. And because we work remotely, we are considerate of the asynchronous aspect of our collaborative efforts so we use Slack to share ideas and give updates without caring so much if our schedules overlap (we all need longer periods of time to work deeply, without being interrupted). GrowthTalk Ensuring we are all comfortable with these tools and way of working means we can easily share knowledge, without working in the same office. Likewise, while we all have individual approaches to writing, having a shared system — a style guideline and common values —offers cross-team understanding that informs all the other layers of the editorial collaboration. and tools that accommodate this flexible process are essential to foster creativity. Content creation requires trial and error, Build Empathy at Scale comes from the Greek word pathos, which means . There's an old saying that goes "walk a mile in someone's shoes" which describes the process of first understanding someone else's experiences before judging them. Empathy feeling Before we do anything, we need to learn how to show empathy, letting people see that other perspectives are as valuable as theirs. and so, collaboration occurs. Showing empathy makes others more likely to ask us for our perspective But there can be no empathy without vulnerability. In her famous TED Talk, , researcher says that . The Power of Vulnerability Brené Brown vulnerability lies at the very foundation of authentic connection with others Being receptive to the views of someone we disagree with is not easy, but when we approach the situation with a genuine wish to understand our differences, we always get a better outcome. In successful collaborations, each person assumes that everyone involved, regardless of background, has something important to voice out. That mindset makes participants want to understand why others have differing views, which allows them to build constructive conversations. . Great writing is like a great conversation. There’s give and take. There's showing empathy. There's understanding who you write for. In writing, empathy is equally important It's all an exchange, a flow of ideas. Remarkable content prompts people to share their thoughts, comments, and feedback. It’s an exchange. Writers share. Readers share. And pretty soon, we feel that we have a connection. When we show empathy, people tend to relate and connect to us more. This unleashes a cascade effect of true connections, candor, and collaboration. "If we reject vulnerability, we kill curiosity hence we cannot reflect and pivot to a better solution." Story Time The ability to tell stories that inform, persuade, and inspire is at the heart of every aspect of the content strategy. Storytelling doesn't mean you have to fluff up content. Storytelling plays an important role in this marketing ploy because, essentially, humans have been telling stories for millennia — so for evolutionary reasons, storytelling has remained ingrained in our DNA. Our brains are wired to look for stories, which is why . content remains the best medium to connect with people According to First Round Review, is needed when founders pitch for the next big startup idea or when sales reps create , or recruiters tailor company pitches to attract top talent. building a compelling narrative scripts that win customers When writers craft a story, we should be honest with the reader, back up our facts, and deliver on promises to build long-term value and trust. Show readers “what could be” as opposed to “what is” currently. Take Nancy Duarte’s example of using the same techniques as great storytellers. writing powerful stories The power of a story relies on how much the storyteller exemplifies the message, and how we carry it through actions beyond the content itself. to readers and incorporating their views into your writing. Storytelling is the key to keeping readers engaged and excited about what we have to say. Stories also nurture the importance of listening In the end, what makes good stories lies in the creative quality that makes humans, well, human. Quality Trumps Quantity Too much of what we consume these days is the mental equivalent of junk food. Quality matters more than quantity. – Farnam Street Success is often built on the habit of saying “yes” to anything that comes our way. We’re eager for any chance to prove ourselves, and when we’re presented with one, we quickly take it. This is also the case when we accept to write content that ends up being a number in a monthly quota. When it comes to writing, we should start from the premise that So saying no is crucial if we want to focus on quality. writing is a slow process . Just like , so do writers spend hours constructing and deconstructing ideas, researching, creating a narrative, illustrating problems and solutions, rewriting, and then rewriting some more. top chefs spend hours perfecting a recipe Being a better writer means you always have to write. It's the compounding effect that makes anyone just a bit better than they were a day before. Reading a lot matters. Learning from experts helps. Studying how writers are mastering their craft is crucial. Taking a step back and learning how to be a better learner is also key. But what makes a ? We create something qualitative when we lay the right foundations (knowledge and experience) and stick to our principles. quality article for what quality content is. Clear guidelines help us set expectations for those who are creating content and also help readers be on the same page with us. It’s important to set concrete guidelines and principles Creating guidelines and principles help us build consistency and this is the key to simplifying what we need to do. Connecting the Dots To round this up, we're just going to leave you with a quote from Basecamp's : Jason Fried If you have something to say, say it. If you have something to share, share it. Don’t invent things to say or to share just such that you can package up that pink slime as a golden nugget of truth to trade for someone’s contact information. That's it. Find your own voice. Master your craft. Keep learning and unlearning, and think twice before hitting publish. If you enjoyed reading this article, come say hi on Twitter and Medium . 👋🏻 Andreea has an immense passion for storytelling and how it drives change in the tech space. When she's not busy typing away, you will always see her reading a good book.

Lessons in Authentic Content From Thunberg, TED, Sprout, and Basecamp

We were pretty late to implement Slack — We implemented it something like a year ago, and it’s been working pretty well, up until now. Before I go on about why we ditched Slack for basecamp, maybe it’d make sense if I shared a little bit about who we are, what we do and how we do it. We’re a small SaaS company of about 12 people and thousands of customers. We have one product (http://helpjuice.com), that we sell, and make around 7 figures in annual revenue. We’ve been doing “this” for exactly 5 years now. Throughout the years, we tried (when it was just me, sending myself emails as to-do items), (when we hired ~2–3 contractors), , , (roughly when we were ~6 people), then + (~8 people), and now I’m honestly quite sick of it. email basecamp Trello Hipchat Hipchat + Trello Slack Trello Here’s how we’ve been working so far; Once someone joins a company, we devote maximum attention to bring them up to speed with everything, and then start assigning them a bunch of tasks, and use Slack to communicate. The problem with Slack is: you’re always hearing this noise. Yes, there’s a snooze button, but it’s really a lot like Facebook Messenger. Sometimes it’s easier to chat about a problem, yes. The problem is, you end up ‘tricking’ your brain (due to all the notifications pouring in, most of which are irrelevant & blabber) to constantly check Slack, and end up using it instead of Trello. You end up messaging people instead of checking the status of tasks on Trello You check it more than Trello — While this is a lot less likely to happen on Basecamp, the real issue with Slack is that it encourages conversation, which is great for team culture building, but not for getting shit done. With Slack the conversation ends up slipping away as it’s a free form conversation, rather than being tied to a specific subject, as it’s the nature of chatrooms. Everyone has a tendency to check-in and provide their thoughts — — Yes, you could say that Slack doesn’t solve this problem, and I’d agree with you. However, when using Slack, you’re so close to people that you do have a tendency to talk to them and understand what they’re working on, but you generally have a vague picture of what’s going on, from a project-stand point (how much progress is being made towards launching the redesign? what’s left to do? what’s next?). You have no clue what’s going on in your company While a lot of my points may sounds silly to someone using Slack, I think the beauty of Basecamp 3 is that it solves all these problems so well that you end up totally resonating with the viewpoint of having Project Management tools also be a place where: you can understand what’s going on in your company, have 1–1 convo’s re. specific topics, aswell as have a general chat & talk to your team mates. I really like the idea of having mini-projects (e.g.: we have one for our ‘knowledge base’, where we talk about what content we’re going to write, how we’re going to structure it, design it — and actual work gets done there, rather than just talk) Goodbye Trello, Goodbye Slack. Hello Basecamp 3. is how hackers start their afternoons. We’re a part of the family. We are now and happy to opportunities. Hacker Noon @AMI accepting submissions discuss advertising &sponsorship To learn more, , , or simply, read our about page like/message us on Facebook tweet/DM @HackerNoon. If you enjoyed this story, we recommend reading our and . Until next time, don’t take the realities of the world for granted! latest tech stories trending tech stories

BASECAMP

basecamp.com

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Since 1999

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BASECAMP

basecamp.com

51-200 employees

Since 1999

COMPANY RANKING

BASECAMP

EVERGREEN INDEX #2000

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