Hello! We’ll get started at 1 pm EST Use the Q&A box below to submit questions or ask for technical help. If you’re experiencing choppiness, try changing your “My connection speed” settings, located under the “Meeting” menu. A recording of today’s webinar will be available shortly after the webinar ends. - 1 Session 5: Performance driven change model for Table Stakes Table Stakes program, Season 2, preview and application Creating an Audience-Focused, Digital News Organization: Intro to Table Stakes News University | Poynter Institute June 12, 2018 With funding support from - 2 Welcome to Table Stakes at Poynter Cheryl Carpenter Poynter faculty; Table Stakes coach for Season 1; former managing editor for a regional newsroom. Quentin Hope Ashley McBride: Co-author of the Table Stakes booK; co-lead of Season 1 Poynter NewsU.org program; coach/faculty member for the Sulzberger producer; writer of a Table Leadership Program since 2010; former McKinsey consultant Stakes newsletter. - 3 Thank all of you for joining us to today … Broadcasters, podcasters and digital and newspaper organizations from 27 states, D.C., and four continents: • Missouri, Iowa, Kansas, N.C., ArKansas, Ohio, AlasKa, New Jersey, Utah, California, Nevada, New Hampshire, North Dakota, Wisconsin, Indiana and Florida • Canada • Australia • Japan • Africa - 4 Recap: Two parts of this webinar series The “what” + The “how” Managing Achieving the performance and Table Stakes change • May 15 - Table Stake #1 ★ Today • May 22 - Table Stakes #2 • Performance Driven Change and #3 model overview • May 29 - Table Stakes #4 • 2018-19 Poynter Newsroom and #5 Innovation Program overview and calendar • June 5 - Table Stakes #6 and #7 • Program application process Webinar recordings and slides are available any time on the NewsU course page - 5 The what: The 7 Table Stakes to be in the game 1. Serve targeted audiences with targeted content Audiences first 2. Publish on the 3. Produce and publish 6. Partner to platforms used by your continuously to match expand your targeted audiences your audiences’ lives capacity and capabilities at lower and 4. Funnel occasional 5. Diversify and grow more flexible users into habitual, the ways you earn cost valuable and paying revenue from the loyalists audiences you build 7. Drive audience growth and profitability from a “mini-publisher” perspective - 6 The how: Performance-driven change model Challenge Statement • What will be done • How we will know success • How we will do it Design Do Problem definition Strategy People & change Performance Balcony view of forces Snowman and strategy Constituency mapping Cycle of sustainable at worK trees performance Power/opinion matrix Performance gap 7 Table Stakes Smart outcome goals assessment (Table DVP Stakes quizzes) 4 underlying strategy The S curve frameworKs 4 types of wins From > To statements Assumptions vs. of the needed change knowledge Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 7 The 3-part challenge statement Challenge statement • What will ! what will be created, accomplished or be done established through your challenge; the transformation envisioned by the challenge • How we ! how achievement of your challenge will be will know objectively assessed in terms of SMART success outcome goals • How we will ! The Key actions (“3 to 7 things”) for achieving do it your challenge as further developed in your strategies and tactics Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 8 3-part challenge statement Example: local uniques and returning visitors in anticipation of meter What We will achieve explosive growth in our local, loyal audience with a laser will be focus on creation of content streams that are relevant to those readers and done an audience-focused strategy that ensures we are creating content that readers will pay for through digital subscriptions. We want engaging with The Denver Post to be the dominant media habit among Coloradans. How We will Know we were successful when we have increased returning users we will by 25% to account for one-third of our total users (2.7 million). We will also know have increased our local users from 22 percent of our audience to 30 success percent (2.4 million) by May 2018. This will be done while maintaining or growing our total number of monthly uniques. How we We will mine the available data and invest in new tools to bring clarity to will do it what our local and loyal readers want and are currently consuming. Armed with meaningful metrics, we will move resources to cover those subjects and publish when those readers need their content. Both reporting and production staff will take ownership for creating local and loyal audience through targeted content, sophisticated production and aggressive promotion. - 9 3-part challenge statement Example: native advertising What will We’ll shift our focus from selling boxes on websites to building creative content be done experiences that engage audiences on behalf of advertisers. How we’ll In doing so, we will triple native revenue from 2016 to 2017 by building our know product portfolio and quadrupling new native clients (2H 2017 vs. 2H 2016), success growing average time spent per article and quality* clicKthrough rate by 20% each and growing average social referrals/article by 50% (2H 2017 vs 2H 2016). How we We’ll do this by: will do it 1. Creating a Content Lab (“Innovation Inq”) within Advertising that can leverage new storytelling tools developed by the newsroom or acquired from vendors. 2. Forming a cross-functional native advisory group that meets regularly and on demand to identify opportunities, share best practice and brainstorm solutions. 3. Deploying the full range of our audience development expertise in service of native campaigns, and, where appropriate, use our branded social platforms to extend reach. 4. Building a sales commission structure that incentivizes new business in native. 5. Developing a B2B marKeting strategy that positions PMN as a leader in innovative digital content creation. - 10 The challenge statement as the focal point of the program Defining, shaping and Identifying committing to Pursuing and achieving your next your challenge your challenge challenge(s) Sep Oct Nov Dec Jan Feb Mar Apr May Jun Reporting to your peer group on your progress • What’s working • What’s not worKing • What’s being learned • What progress against your performance goals - 11 Problem Definition tools for … Challenge Statement • What will be done • How we will know success • How we will do it Problem definition • Stepping bacK to see and understand the “forces at worK” affecting your organization • Getting clear on the gaps that need to be closed • Prioritizing and scoping where you can make the most progress with the greatest value • Envisioning and describing the shift from your present state to your desired state Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 12 Example: Table Stake quiz gaps Maximum score (biggest gap) is 16 - 13 Strategy tools for … Challenge Statement • What will be done • How we will know success • How we will do it Strategy • Getting clear on building your target audiences: who, how, where and when • Breaking your challenge down into strategies (“3 to 7 things”), tactics and action items (drawing on the Table Stakes) • Ensuring strategic alignment and across your organization and making the connections between high level strategies and “me and my job” • Identifying and tracKing “what must go right” for your strategies to succeed. Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 14 Example: Line-of-sight from high- level strategies to actions for today Local uniques from 5 target audiences Better newsletter vendor New newsletters for local foodies, entrepreneurs and civic activists Challenge: Create a voice Grow digital What I need to do because of the challenge Greater Give a sense of subscriptions “here and now” Newsletters reader from 5,000 to Add active, local 10,000 by engagement How what I do directly contributes to the challenge visuals 1/1/20 Me and my Reach out to job readers Newsletter audience dashboard User sign-up experience Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 15 People & Change tools for … Challenge Statement • What will be done • How we will know success • How we will do it People & change • Understanding the dynamics of behavioral change • Mapping-out who must be involved and in what ways • Identifying and worKing with individual’s interests and motivations to achieve the needed behavioral changes • “Shifting the curve” of those “getting and doing” and gaining the “critical mass” needed to bring others along Copyright © 2018 Douglas K Smith, Quentin Hope, Charlie Baum - 16 Example: “shifting the curve” of “getting and doing” shifting the curve Don’t get it/ Might get it/ Might get it/ Really get it won’t get it not trying trying and do it now consistently consistently - 17 Example: tracking “doing and getting” Polling of 20 news organizations participating in Round 1 of the Poynter Tables Stakes program Might get it/ Might get it/ Don’t get it/ not trying trying Really get it won’t get it consistently consistently and do it now Editorial 19% 28% 29% 24% Business 27% 28% 25% 23% - 18 Performance tools to … Challenge Statement • What will be done • How we will know success • How we will do it Performance • Very clearly defining success outcomes that matter (audience and revenue) • Using good goal grammar in defining specific outcome goals • Creating and using