General Stanley McChrystal offers sage leadership advice you can apply to your content strategy.
Here are your marching orders:
Acknowledge change resistance
Within the US Army, General McChrystal encountered high change resistance because people in the organization become very attached to existing processes:
[An individual’s] very identity is wrapped up into how things have been done.
The same is true in content development: workers become very adept at using the current tools and feel threatened when approached with the possibility of implementing new processes. The fear of the unknown is universal, and a strong leader will counteract that fear by resolving to…
Share information “until it’s almost illegal”
On the surface, this advice to overshare is surprising—it’s coming from a military official who had access to classified information the general public will never see. That said, company initiatives (content related or not) gain supporters much more quickly when management is painstakingly thorough in communicating the business requirements driving the changes, seeking input on the evaluation criteria for new tools, and so on.
Harness data to make it useful
[T]he idea that big data is suddenly going to give us the answer to the problem is something that [is] incorrect because the speed at which data is being created and changed stays ahead of our ability to harness it.
A company can supply vast amounts of data through multiple channels: tech comm, marcom, support, etc. Unless customers can pinpoint the information they want when they want it, that sea of data is useless. Therefore, our content processes must be intelligent to ensure information is findable and useful.