Time to Surf the Wave of the Personal Brand

Politico’s version of the negotiations describes how NYT executive editor Jill Abramson and Washington bureau chief David Leonhardt fought hard to keep Silver at the paper because they saw his “brand within a brand as a wave of the future,”

Mathew Ingram’s recounting today of blogger Nate Silver’s leap from the New York Times into the welcoming arms of ESPN underscores a trend B2B journalists and editors ignore at their peril.

For the moment at least, editorial personal brands are growing more powerful primarily—or most obviously—in big media.

My sense is that most B2B journos are largely unaware of the trend, or largely unwilling to hop onto it. Sooner or later that will change, but whether most of the journalists who have the experience to take advantage of the trend will actually do so is an open question. Being an expert in your field is a requirement for a robust personal brand, but not the only one. If you don’t consciously cultivate your brand, it won’t take root in the new media age.

That means blogging, using social media, and—you may shudder to think of it—promoting your brand. And need I add, you must do this with enthusiasm?

And lest I seem to be piling it onto editors unduly, I should note that B2B media brands need to be as cognizant of this trend as individuals. As Jeff Jarvis said in a tweet Ingram quoted, they need to be thinking of themselves as platforms for building individual brands—something I see few B2B publishing companies doing.

Time is running out. The wave of individual branding will overtake B2B media soon, and the only question is whether you’re going to be surfing the wave or struggling in the wake.

Digital First, Not Foremost

John Paton

John Paton: Misguided, or misunderstood?

In all the recent debate on the merits of the digital-first strategy for publishers (neatly encapsulated today by Mathew Ingram), there is one strand of discussion that never quite comes to the foreground. Though the phrase digital first is often contrasted with digital only, for many—mostly the critics, but perhaps some of the advocates as well—the implicit message is the same: “Digital rocks! Print sucks!”

To my mind, that’s not what digital first means. The point of the phrase is not about which medium is better. It’s about which medium people use. And that medium is sometimes print, sometimes web, sometimes social, sometimes mobile, sometimes video, sometimes audio. Digital-first is about distributing content through all those media in the most efficient way possible. Digital is first, but not necessarily foremost.

The idea, as I see it, is not to privilege digital media over other forms, but to use a digital workflow to move seamlessly and efficiently from one format to another. That, of course is easier said than done. Alan Mutter puts it plainly:

“Publishers today are struggling to pivot to a new business model that they call ‘digital first’—whatever that means—while managing through the seemingly relentless decline of their existing one. Mastering either of those tasks individually would be daunting. The challenge of doing both at the same time is nothing less than epic.”

As Mutter points out, one reason that newspapers have failed so miserably at the digital transition is that they “unimaginatively tried to export their formerly successful print business model to the digital realm. ” That is, they employed a print-first strategy. And the print model is simply too rigid and too ponderous to be the starting point in modern publishing.

This, I take it, is what Digital First Media CEO John Paton, much criticized of late, is getting at when he said that his “digital first strategy is centered on the cost-effective creation of content and sales and not the legacy modes of production.”

The ultimate goal of digital first should not be to substitute one medium for another, but to achieve medium independence. Technology is shifting ground daily, and the way people interact is changing with it. As publishers, if we want to interact with them, we have to be able to deliver our content when they want it, where they want it, and how they want it. Such dexterity is only possible by going digital first.

Is Advertising in New Media Doomed?

For many in B2B publishing, the future hinges on a simple question: Is online advertising viable? The answer, unfortunately, is not yet clear. But to me, at least, one thing is certain: advertising will only work where it is based on transparent, equal, and positive relationships among publisher, advertiser, and consumer.

Photo by Chris Wheal This was a topic raised in last week’s episode of This Week in Google. At about 46 minutes in, the conversation turned to a recent dispute between Microsoft and the Apache Software Foundation involving the way websites track users with cookies, a key requirement for many online advertisers. For unclear reasons, Microsoft’s newest web browser, Internet Explorer 10, comes with user preferences set to Do Not Track, rejecting all cookies by default. Apache, which makes the software that runs most websites, objects, saying users should make that decision, not Microsoft.

Whatever comes of this controversy, the danger it represents is clear. If advertisers are denied even basic information about who clicks on their ads, they will have little incentive to continue advertising. And independent content providers, in turn, will have even less revenue to keep them going.

As “This Week in Google” host Leo Laporte said, how people think about cookies and privacy really depends on how you frame the discussion. If you start by saying that cookies are used to track and collate information about your behavior on the web, it sounds bad. If you say instead that they help websites and advertisers deliver personalized information that you want, it’s more acceptable.

My point isn’t to say that tracking is always a good thing. It isn’t, particularly as used in a mass-media context. But in the healthy sort of relationship between publisher, advertiser, and reader/visitor that you traditionally find in the B2B world, it’s not just a good thing, but a necessary thing. As Jeff Jarvis said in response to Laporte, “media needs to build a relationship with people, but that relationship requires knowing you, and knowing something about you, and being able to act positively on that” (58:19).

In practice, this means two things for publishers. First, earning and keeping the trust of their users is paramount. They must respect their audience and practice transparency in all their dealings with them.

Second, publishers need to hedge their bets and search vigorously for advertising innovations and alternatives. As David Johnson wrote today on MediaShift, the “online advertising experience is awful. There’s no dancing around it, and all the talk about saving journalism isn’t dealing with that fundamental problem.”

Ultimately, audience and advertiser need each other, and will find ways to share their information. It is a necessary relationship. But if independent publishers cannot find persuasive ways to demonstrate their value in that relationship, they will be cast aside with few regrets.

Photo by Chris Wheal

Are You Highly Digital? Try This Test

Ipad Face by Camila Andrea In a Harvard Business Review blog post discussed last week by Mark Schaefer, authors Jeffrey Rayport and Tuck Rickards asserted that most big companies are too far behind the digital curve. By their standards, only nine of the Fortune 500 corporations are highly digital.

That’s no surprise. But what interests me is the four-part test they use to assess companies. Could it be adapted to individuals as a way of testing their own digital chops, I wonder?

The authors’ four criteria for highly digital companies are pretty straightforward:

  1. The company generates a high percentage of revenues digitally.
  2. Its leadership has deep digital experience.
  3. It does business enabled by digital channels.
  4. It is seen as transformational within its industry.

I’m not sure Rayport and Rickards sufficiently explain these criteria, but it doesn’t matter. My concern here is with adapting these four tests to individuals—and particularly to editors and journalists.

So let’s say, then, that you can consider yourself highly digital if you meet the following versions of their four characteristics:

  1. Most of the work you do appears in digital form either first or exclusively. Most of what you earn you only earn because your copy appeared online.
  2. You generate your work on your own, with little need for assistance, using a variety of digital tools. You manage your CMS yourself, you are equally comfortable tweeting and posting on Facebook, you even adjust code occasionally.
  3. Your work is uniquely digital in nature. In other words, you are not simply producing second-stage shovelware, but genuinely digital content, shaped to take full advantage of its digital medium.
  4. The people you work with look to you as a model of digital competence. Others come to you not just for help using WordPress or sizing an image, but also for advice on their new-media careers.

You may be wondering, “Is all this necessary? Why do I need to determine how digital I am?”

The answer, for me, is similar to what Schaefer says about companies: “social media success is not going to be a function of marketing vision or budget. It’s going to rely on radical organizational transformation.”

Likewise, for traditional journalists, the only way to ensure a healthy career in the new-media era is to undergo a radical professional transformation. My proposed test doubtless needs work—please pitch in with suggestions or improvements in the comments below or elsewhere—but its intent is sound.

Are you highly digital? If you’re not certain of the answer, maybe it’s time to find out.

Photo by Camila Andrea via Flickr