#dl dr reward

[sitp-recs]

I never expected to be tagged in this game but the lovely @the-starryknight was generous enough to mention my reclists and at the risk of sounding pretentious I will accept this kind invitation! Thank you for thinking of me 💜

I wanna tag each and every creator on this hellsite but I know some of you already did the thing (pls ignore if that’s the case!) so I’ll tag @bixgirl1, @lqtraintracks, @the-sinking-ship, @shealwaysreads, @prolix- @dracoladon, @cibeewastaken, @veelawings, @p1013, @lazywonderlvnd, @l0vegl0wsinthedark, @maesterchill, @slytherco, @drarrytrash, @quicksilvermaid, @fluxweeed, @magpiefngrl, @punk-rock-yuppie, @andithiel, @phd-mama, @xx-thedarklord-xx, @lettersbyelise, @teacup-tai, @tinyhistory, @writcraft, @ohdrarry and anyone else who’d like to do it! No pressure whatsoever, of course :)

Top 5 of 2020

Rules: It’s time to love yourselves! Choose your 5 (ish) favourite works you created in the past year (fics, art, edits, etc.) and link them below to reflect on the amazing things you brought into the world in 2020. Tag as many writers/artists/etc. as you want (fan or original) so we can spread the love and link each other to awesome works!

1. 1k milestone celebration: I like this series because it was a statement. I’m really proud of myself for coming up with a mix of drabbles and self-indulgent recs on that week - not only I got to spread love for fics usually overlooked because of their length, I also established my blog as a safe space for all kinds of ships and kinks, which has always been my priority due to previous fandom experiences. Knowing that authors feel seen and appreciated for fics that aren’t mentioned often (if at all) is so rewarding. Hopefully this has inspired everyone else to adopt DL;DR and kinktomato in their fandom lives, as well as encouraged both authors and readers to indulge themselves more often 🙌🏼

2. Drarry for Beginners: I’ve always been a bit hesitant about making anything resembling an ultimate/must-read/classics reclist. I’ve been in the fandom for a long time but there’s so much I haven’t/won’t read and to me, reccing is still something extremely personal. I’d hate to think someone feels like they should read everything I put on my lists, because they limit the fandom and bend it to my personal tastes. It’s only a small portrait that doesn’t convey how big and diverse the Drarry universe is. That being said, I’ve received some generous and wonderful feedback about this project which makes me so very happy and relieved because I’ve worked really hard on it. I tried to put myself on a newcomer’s shoes at all times, and made sure to include different takes and styles - in fact, I selected some popular tropes then set some ground rules hoping to avoid the trap of only reccing my favorite stuff. I’m thrilled to know it’s actually helping people navigate this huge wonderful fandom, that’s all I could ask for 🙌🏼

3. Smutty reclist: another self-indulgent little thing I did recently. It was a bit insane to put all those lists together and publish two per day but I’ve had so much fun doing it! I’m quite proud of myself for accepting that I wouldn’t be able to write reviews for each fic, and understanding it would be okay, they would still be personal and special. I also like that I decided to make this something more “me” - I brushed BDSM aside and included fics with Blaise and the Weasleys because I’ve been into them lately - and the fact that people still enjoyed it was really nice :)

4. Old gems reclist: I loved this one because it was super fun to track all those old goodies down. I’m a nostalgic hoe in general and this list made me look back at the 00s with fondness and think of my “first loves” back when I was starting to read works in English. I keep telling myself I’m gonna revisit some of them when I have time but ughh they’re all ass-long epics and where’s the time to properly enjoy it 😭

5. Finally, my fave single recs! I’m particularly proud of the one I did for Modern Love - after reading the fic I thought it would be impossible to put my incoherent thoughts into words but in the end the process was pretty smooth. I knew right away what I wanted to use as the banner motif (which is usually the hardest part because I’m a pretentious shit when it comes to those) and from there everything felt so natural! I was thrilled to know one of my all-time favorite reads was written by my friend @tackytigerfic and somehow that excitement made writing down my thoughts so much easier because for once I was writing them for Tacky and not the readers. It’s one of the most emotional recs I’ve ever written and hopefully it resonated with other people! I also have a soft spot for my rec for That Old Black Magic by @bixgirl1, which I did back when my blog was still a smol baby and my commentaries were way shorter with less rambling lol. That banner is my ultimate fave, I find it so pretty and I think it captures the mood I was going for, evoking the ending’s gentle atmosphere.

[popatochisssp]

Poppy, do you think you'd ever go back to doing imagines?

My answer turned into a whole tl;dr, ‘Poppy is sensitive and easily overwhelmed’ whining session, so I’m gonna put it under a cut.

I still do imagines sporadically, but I can’t commit to anything because work and fic updates are my main priorities. Obviously work is at the top of the list because duh, but my 100% Guaranteed ‘I Have Minimal Other Responsibilities and Can Actually Sit Down and Focus on Something’ time is Saturday and Sunday, so if I spend pretty much any of that on imagines, there ain’t gonna be a new chapter that week.

(And not to disparage the fun of doing imagines, but my effort-to-reward ratio for imagines vs. chapters is night and day, imagines are consumed in minutes  by the dozens with rarely any kind of response that I actually get to see and I am a very validation-driven person who gets very easily discouraged when I spend like an hour on writing something cute and nobody says anything, RIP)

BUT

I do like doing imagines. They are fun. I have like 60-70 of them hoarded in my inbox right now because I absolutely want to answer them eventually.

But my ability to do so hinges completely on how busy I am at work during the week– if the answer is anywhere from ‘busy’ to ‘very busy,’ I have no time or energy to do anything on the side but detailed-outline my next DL chapter to prepare for writing it on the weekend. If the answer is ‘not so busy,’ then I can, actually crank out an imagine or two!

…although I gotta be careful and not do too many because that tends to confuse people into thinking I’m accepting new imagines asks, so I end up answering like 4 in a row and getting 10 more in, so it’s like a ‘one step forward, two steps back’ kinda deal.

Either way, I don’t really get to control my busy-ness levels at work, so that’s out of my hands. :/

The closest I ever came to completely emptying my inbox once I started doing imagines in the first place was right after I finished FGTC, closed my ask-box entirely and imagines were all I did for like a month. It’s gonna be awhile until I get to that point again, we’re probably only at about the halfway mark for DL and my schedule only really allows for me to crank out one chapter a week, but I don’t currently have any other big fic projects planned (in any detail) for after that.

So… I think that’s probably what I’m gonna do once DL’s done, just shut down everything and work only on imagines until they’re all cleared out. That way I could actually feel okay marking myself as open to new ones without overwhelming myself and feeling like an asshole for ignoring all the ones I have right now…

If you’ve sent in a headcanon/imagine ask at some point in the past……..idk, ever…… and haven’t seen it yet, I probably still have it somewhere, I rarely delete asks and I’ll get to it eventually, just… y’know. Priorities…

OTL

[idontevenknowevenmoreimjust-blog]

Cómo Subir Los Niveles De Glucosa En La SangreExploreDiscover: Complicaciones En Soycomocomo tenemos una cruzada para que la población, en la medida de lo posible, deje de consumir cantidades tan elevadas de azúcar como ahora, por lo que proponemos el reto de estar 15 días sin azúcar con una formación a distancia en la que os damos todas las herramientas y apoyo necesarios con un menú y unas pautas clarísimas para hacerlo posible. dieta paciente diabetes tipo 2 un registro de su azúcar en la sangre para usted mismo y para su médico. Con base en los resultados, es posible que sea necesario hacer cambios en las comidas, la actividad los medicamentos, con el fin mantener los niveles de azúcar en la sangre en un rango apropiado. Después de estas 12 semanas, el tratamiento se suspende y el equipo del Dr. Rémi Rabasa-Lhoret verifica si el páncreas ha recuperado una parte la totalidad de sus funciones perdidas. La diabetes es una enfermedad cada vez más común en nuestro país. Un estudio de la Fundación para la Diabetes cifró en 5,3three millones el número de adultos con este problema de salud, un 13thirteen´8eight% de la población totalcompletewhole española. De ellos, casi tres millones tenían diagnóstico, pero los otros 2,3three millones desconocían que padecían diabetes. La Fundación resalta que el retraso en descubrirla implica que, al detectarla, el 50% presenta algún tipo de complicación. It wouldIt mightIt willIt couldn't be entirelycompletelytotallysolelyfully wrongincorrectmistakenflawedfallaciousimproperunsuitable to say that communitygroupneighborhood and peer supporthelpassist is a newa brand new conceptidea in Pakistan. Meethi Zindagi was formedshapedfashioned to bridge the gaphole between ‘what should beought to bemust beneeds to be' in phrases ofwhen it comes toby way of supporthelpassist to the diabetes communitygroupneighborhood and ‘what was availableout thereobtainableaccessible on groundfloor'. I myselfI personallyI truly was grown up in a Pakistan wherethe place I knew very fewonly just a few folks whoindividuals who sailed in the samethe identical boat as me. Except forApart fromAside from my ownmy very personal doctorphysician, who supported a typea kinda kind 1 clubmembership in her clinic for some timea whereas, the conceptidea of peer supporthelpassist was unknown. 20. Hernández A. Factores de riesgo, supervivencia y mortalidad en diabéticos en Ciudad Habana Trabajo para optar por el título de Especialista de I Grado en Endocrinología. Ciudad de La Habana: INEN; 1985. The Diabetes Plate MethodTechniqueMethodology is another optionan alternative choiceanother selection that usesmakes use of lots of themost of thelots of the ideasconceptsideas from the eatingconsuming patterns described above and could be ais often acould be agenerally is a good placeexcellent spotgreat spotgood spotexcellent place to startto start outto begin for many peoplemany individuals with diabetes. This methodtechniquemethodology usesmakes use of a 9 inch plate. The first stepStep one for many peoplemany people is to useto make use of a smaller plate than they havethey've been eatingconsuming from. When you haveAfter you haveUpon gettingAfter getting a smaller plate, the ideathe thoughtthe idea is to fill half your plate with non-starchy vegetablesgreens, ¼ of your plate with protein foodsmeals and the lastfinal ¼ of your plate with carbohydrate foodsmeals. Three otherdifferent forms oftypes of shortbriefquick-actingappearingperforming insulin (consideredthought-aboutthought of rapidspeedyfast-actingappearingperforming”) are insulin aspart (NovoLog), insulin lispro (Humalog), and insulin glulisine (Apidra). These insulins eachevery have a slightlybarely differenttotally differentcompletely completely different chemical structureconstruction, buthowever all lastfinal much less thanlower than 5 hours and start tobegin to work withininside 15 minutesquarter-hour. They areThey're all relativelycomparatively expensivecostly buthowever are easiersimpler to coordinate with meals than RegularCommon insulin. In generalGenerallyNormallyUsuallyTypicallyBasicallyOn the whole, these three rapidspeedyfast-actingappearingperforming insulins match up betterhigher with the bodyphysique's releaselaunch of glucose into the blood after eatingconsuming, ensuing inleading to a lowerdecrease riskdangerthreat of hypoglycemia, buthowever are noare not anyaren't any betterhigher than RegularCommon insulin at loweringdecreasingreducing the HbA1c leveldegreestage. All shortbriefquick-actingappearingperforming insulins are availablecan be found in easystraightforwardsimple-to-use insulin pens. Con la publicación de nuevas revisiones y estudios clínicos, se vuelve cada vez más claro que el ejercicio puede ser una herramienta terapéutica para una variedad de pacientes con, en riesgo de tener diabetes; pero como con cualquier otra terapia, sus efectos tienen que entenderse completamente. Recomendaciones que como paciente diabetico siempre debes de tener en cuenta para poder controlar tu glicemia. Mantente siempre informado acerca de todos los avances médico que estén relacionados con tu condición de paciente diabético. A glicemia de jejum é um exame que mede nível de açúcar no seu sangue naquele momento, servindo para monitorização do tratamento de diabetes. Os valores de referência ficam entre 70 a 99ninety nine miligramas de glicose por decilitro de sangue (mg/dL). que significam resultados anormais: Disminuye la presencia de una hormona que se llama grelina, esta hormona tiene dos funciones dar apetito y bloquear a la insulina. Al realizar el procedimiento los niveles de grelina bajan por consecuencia el paciente no tiene hambre y la insulina funciona mejor. Sin la insulina suficiente, la glucosa se acumula en el torrente sanguíneo en lugar de entrar en las células, lo que produce hiperglucemia, situación que se traduce en pérdida de memoria y convulsiones. PeopleIndividualsFolks with typesortkind 2 diabetes want tohave tomust focus onconcentrate ongive attention todeal with healthywholesome eatingconsuming. Weight lossWeight reduction is oftenis usuallyis generally a component ofpart of typesortkind 2 diabetes treatmentremedytherapy plans, so your doctorphysician maymightcould recommendadvocatesuggest a low-calorie meal plan. canela para la diabetes dosis might meanimply reducingdecreasinglowering your consumption of animal fatsfat and junk foodmeals. AdditionalFurtherExtra strategiesmethods to improveto improve diabetes care includeembraceembody reimbursement structuresbuildingsconstructions that reward the provisionthe supplythe availability of appropriateapplicableacceptable and highexcessive-qualityhigh quality care, and incentives that accommodate personalizedpersonalisedcustomized care goalsobjectivestargets. Este curioso estudio llevado a cabo por la Doctora Sofía Carlsson de la División de Epidemiología del Centro de Estocolmo de Salud Pública, Hospital de la Universidad Karolinska, Estocolmo, (Suecia) investigó la relación del consumo de alcohol con la incidencia de la diabetes tipo 2. La población del estudio consistió en 22.778 gemelos de Finlandia del mismo sexo nacidos antes de 1958. Este grupo fue compilado en 1975. niveles de glucosa en diabeticos tipo 2 en ayunas enfermedades cardiovasculares diabetes tipo 2 #remedios caseros diabetes gatos #diabetes type 2 wiki

La información sobre el alcohol, el tabaquismo, la dieta, la actividad física, las condiciones médicas y sociales se obtuvo mediante cuestionarios administrados en 1975, 1981 y 1990. Se identificaron 580 casos de diabetes tipo 2 durante 20 años de seguimiento. PROGRAMA ADICIONAL- La oportunidad de recibir mensajes de texto personalizados de parte de Care4life para ayudarle aprender hábitos saludables de alimentación, recordarle sus medicamentos y citas médicas y a mantenerse motivado. Los psoralenos (un tipo de furocumarinas) son sustancias vegetales sensibles a la luz ( que se pueden activar con luz). Están presentes en las familias de las leguminosas, las moráceas, las meliáceas, las compuestas y las solanáceas. Alimentos ricos en ellas son la lima, el perejil, los higos y el apio. Pescados como el salmón, las sardinas, las anchoas la caballa, entre otros, aportan beneficios para el corazón. Y, en el caso de los diabéticos, sus propiedades permiten reducir el riesgo de enfermedades cardíacas. ¿No sabes cuáles son los síntomas que pueden indicar que podemos estar padeciendo diabetes? No te preocupes, te los cuento para que puedas valorar si a ti te están ocurriendo y, si es así, visites al médico en el menor tiempo posible. ¡Atento! Continued monitoring of UACR in patientssufferers with albuminuria treatedhandled with an ACE inhibitor or ARB is reasonableis cheapis reasonably priced to assessto evaluate response to treatmentremedytherapy and progressiondevelopment of diabetic kidney diseaseillness. 14. Eisenbarth GS, Polonsky KS, Buse JB. TypeSortKind 1 diabetes mellitus. In: Williams textbook of endocrinology. 11theleventh ed. Philadelphia: Saunders Elsevier; 2008. p. 1391-416. LinksHyperlinks Si no se trata, la diabetes puede conducir a enfermedades del corazón, derrames cerebrales y ceguera , junto con la insuficiencia renal , daño a los nervios y amputaciones de las extremidades. Las carnes animales no suelen tener cantidades importantes de colesterol, pero como representan una proporción importante de la dieta en los países desarrollados supone una considerableappreciable contribución al colesterol de la dieta. Se calcula que aproximadamente un tercio de la ingesta diaria media de colesterol en los países desarrollados procede de la carne, otro tercio de los huevos y el tercio restante de las grasas animales (leche y derivados). Los médicos y los científicos también están investigando una cura potencial para la diabetes. Consiste en trasplantar células productoras de insulina al organismo de una persona con diabetes. Los investigadores también están probando formas de detener la diabetes antes de que se desarrolle. enfermedad cardiovascular y diabetes pdf ejemplo, los científicos están estudiando si se puede prevenir la diabetes en aquellas personas que pueden haber heredado un alto riesgo de desarrollar esta enfermedad. Un equipo del Departamento de Microbiología e Inmunología de la Universidad McGill de Montreal (Canadá) dirigido por Ciriaco A. Piccirillo asegura haber descubierto por qué... Los planes de alimentación suelen incluir el desayuno, el almuerzo y la cena, aparte de los pequeños y programados tentempiés entre comidas. El plan no limitará a su hijo a alimentos específicos, pero lo guiará a la hora de elegir dentro de cada grupo básico de alimentos para conseguir un equilibrio saludable.

[gamehayapkmod]

ジャンプチ ヒーローズ 800万DL突破 週刊少年ジャンプのパズルRPG

ジャンプチ ヒーローズ 800万DL突破 週刊少年ジャンプのパズルRPG

Game ジャンプチ ヒーローズ 800万DL突破 週刊少年ジャンプのパズルRPG là dòng game Puzzle

Giới thiệu ジャンプチ ヒーローズ 800万DL突破 週刊少年ジャンプのパズルRPG

・ジャンプ好きにおすすめ！好きな作品のヒーローが大活躍！ ・簡単操作！"プチプチ"パズルゲームで4人楽しく盛り上がりニケーション！ 【50年に1度のジャンプ祭！！！！】 週刊少年ジャンプの人気キャラたちが大集結！！ 好きな作品の星5確定10連ガチャが引ける！ ※チュートリアル突破の報酬となります。 ■ジャンプチ ヒーローズ3つの特徴 1) 必殺ワザでブッ倒せ！ タップだけの簡単操作でプレイ可能！ 有名な必殺技も簡単に撃てるぞ！ バッコンバッコン！ブチ込もう！ 2) 友情！×努力！！＝勝利！！！俺たちのレジェンド召喚！ 「友情」と「努力」そして、 「勝利」への想いが重なったとき、 ジャンプ歴代レジェンドたちが蘇る！ 3) ゲーム内スタンプでモリモリ！盛り上がりニケーション！ 最大4人協力“パズル”プレイでヒーローとなれ！ 強敵と共に立ち向かう仲間とはゲーム内スタンプで楽しくお手軽にコミュニケーション！ LINEで友達と合流してサクサクマルチプレイ！ ■収録週刊少年ジャンプ作品一覧 ※連載開始順 ドーベルマン刑事 こちら葛飾区亀有公園前派出所 リングにかけろ コブラ キン肉マン Dr.スランプ ハイスクール!奇面組 キャプテン翼 CAT’S EYE ウイングマン 北斗の拳 銀牙 DRAGON BALL CITY HUNTER ついでにとんちんかん 魁!!男塾 聖闘士星矢 ジョジョの奇妙な冒険 Part1 ファントムブラッド ゴッドサイダー ジョジョの奇妙な冒険 Part2 戦闘潮流 BASTARD!! ジャングルの王者ターちゃん ろくでなしBLUES まじかるタルるートくん -ダイの大冒険- 電影少女 花の慶次 珍遊記 幽遊白書 アウターゾーン モンモンモン ボンボン坂高校演劇部 究極!!変態仮面 BOY-ボーイ- NINKU -忍空- とっても！ラッキーマン 地獄先生ぬ～べ～ るろうに剣心 みどりのマキバオー 真島クンすっとばす!! レベルE すごいよ！！マサルさん WILD HALF 封神演義 遊戯王 花さか天使テンテンくん I”s＜アイズ＞ 世紀末リーダー伝 たけし! ONE PIECE 明稜帝 梧桐勢十郎 ROOKIES HUNTER×HUNTER ヒカルの碁 テニスの王子様 NARUTO -ナルト- BLACK CAT ピューと吹く！ジャガー ボボボーボ・ボーボボ Mr.FULLSWING BLEACH いちご100% アイシールド21 DEATH NOTE 銀魂 家庭教師ヒットマン REBORN! D.Gray-man ムヒョとロージーの魔法律相談事務所 魔人探偵 脳噛ネウロ To LOVEる -とらぶる- SKET DANCE ぬらりひょんの孫 トリコ バクマン。 黒子のバスケ べるぜバブ めだかボックス 斉木楠雄のΨ難 ニセコイ ハイキュー!! 暗殺教室 食戟のソーマ ワールドトリガー 磯部磯兵衛物語〜浮世はつらいよ〜 火ノ丸相撲 僕のヒーローアカデミア ブラッククローバー ゆらぎ荘の幽奈さん 鬼滅の刃 約束のネバーランド Dr.STONE …… 他作品続々参戦予定！ ■世界観 ジャンプキャラクターたちが平和に暮らしているジャンプチアイランドの世界。 しかし、５０年に一度目覚める魔王の力により、キャラクターたちは邪悪な心に目覚め暴れ始めてしまった……！ 悪しき心を打ち破り、元のキャラクターに戻すためには、多種多様な島々を冒険し、魔王を探し出して討伐しなければならない！ ジャンプチアイランドの平和を取り戻すための大冒険が、今始まる！ ■ゲームジャンル 友情・努力・勝利！体感プチプチRPG ダウンロード：無料 ※一部有料アイテムがございます。 cJUMP 50th Anniversary cLINE Corporation cWonderPlanet Inc. -Recommended for jump lovers! Hero of favorite work makes an outstanding performance! -Easy operation! 4 people have fun in the "bubble wrap" puzzle game! [Jump festival once in 50 years! ! ! ! ] Popular characters of Weekly Shonen Jump gather! ! Get 5 stars for your favorite work! * It will be a reward for breaking through the tutorial. ■ 3 features of Jump Chi Heroes 1) Defeat it with a special attack! Easy to play with just a tap! You can easily shoot famous special moves! Bakkon Bakkon! Let's get in! 2) Friendship! × Effort! ! = Win! ! ! Summon our legend! "Friendship" and "effort" and When the desire for "victory" overlaps, Jump legends are back! 3) Morimori with the in-game stamp! Excitement communication! Become a hero by playing puzzles with up to four players! Communicate with your opponents with powerful enemies with in-game stickers! Join your friends on LINE for crisp multiplayer! ■ List of recorded Weekly Shonen Jump works * Serialization start order Detective Doberman Police Box in Front of Kameari Park, Katsushika Ward Hang on the ring Cobra Kinnikuman Dr. Slump High school! Captain Tsubasa CAT ’S EYE Wingman Fist of the North Star Silver tusk DRAGON BALL CITY HUNTER Incidentally Sakigake !! Otokojuku Saint Seiya JoJo's Bizarre Adventure Part1 Phantom Blood God Cider JoJo's Bizarre Adventure Part2 Battle Trends BASTARD !! Jungle king Tar-chan Asshole BLUES Magical Taruruto -Die's Great Adventure- Film girl Keiji Flower Rare tour Yuyu Hakusho Outer zone MONMONMON Bonbonzaka High School Theater Club Ultimate !! Hentai Mask BOY-boy- NINKU-Shinobi Very! Lucky man Hell teacher Rurouni Kenshin Green Makibao Mashima Kun, skip it! Level E Awesome! ! Masaru WILD HALF Ensemble demon Yu-Gi-Oh Hanasaka Tenten-kun I "s Takeshi, the leader of the end of the century! ONE PIECE Emperor Akira ROOKIES HUNTER × HUNTER Hikaru no Go Prince of Tennis Naruto BLACK CAT Pew and blow! Jaguar Bobobo-bo Bo-bobo Mr.FULLSWING BLEACH Strawberry 100% Eyeshield 21 DEATH NOTE Gintama Katekyo Hitman REBORN! D.Gray-man Muhyo and Rosie's Magical Law Consulting Office Majin Detective Brain Biting Neuro To Love-Ru SKET DANCE Nurarihyon's grandson Toriko Bakuman. Kuroko's Basketball Beelzebub Medaka Box Saiki's difficulty Nisekoi Haikyu !! Assassination Classroom Shokugeki no Soma World trigger Isobe Isobe story-Ukiyo is painful Hinomaru Sumo My hero academia Black clover Yuna of Yuragiso Demon blade The Promised Neverland Dr.STONE ...... Plan to participate in other works one after another! ■ World view The world of Jump Chi Island where jump characters live peacefully. However, due to the power of the Demon King who wakes up once every 50 years, the characters have begun to wake up to an evil heart and start rampaging ...! In order to defeat the evil heart and return to the original character, you must adventure across a variety of islands, seek out the demon king and defeat it! A great adventure to regain the peace of Jump Chi Island begins now! ■ Game genre Friendship, effort, victory! Experience bubble wrap RPG Download: Free * Some paid items are available. cJUMP 50th Anniversary cLINE Corporation cWonderPlanet Inc. ■4.3.2 アップデート内容 ・アプリアイコンの変更 ・一部機能の改善 ・細かな不具合の修正

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[personalcoachingcenter]

What Is The Ketogenic Diet?

New Post has been published on https://personalcoachingcenter.com/what-is-the-ketogenic-diet/

What Is The Ketogenic Diet?

Posted by Lori Shemek; March 5, 2018

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Chances are you’ve heard about the Ketogenic Diet. The Ketogenic Diet is becoming very popular among those who want to lose weight and optimize health…and for good reason. Eating a keto diet will profoundly change your health, your weight and your mental well-being..but there is a price to pay.

The average person who is not reducing carbs in their diet has an average carbohydrate intake of 300 grams per day. The Ketogenic diet loosely recommends 20-100 grams of carbs per day. When you consider that just one serving (1 cup) of pasta is 45 grams of carbs (who eats just one cup), you can see how restrictive and difficult the ketogenic diet can be. Having said that, many people have been successful with it for years.

So What are Ketones? 

Those who are not intermittent fasting, eating low carb or not on a ketogenic diet, are typically using glucose for fuel – a source of energy for the body. Since the glucose is being used as a primary energy, fat is not needed for energy in many cases and is therefore stored. Typically on a normal, higher carbohydrate diet, the body will use glucose (sugar) as the main form of energy. By drastically lowering the intake of carbs, the body is induced into a state known as ketosis. Your body increases fat oxidation and breaks down fats into ketones to be used as the primary energy source.

Ketosis is a natural process the body initiates to help us survive when food intake is low – our bodies energy source. We also produce ketones, albeit, at a much lower level while we sleep and a small bit during the day.

During the fasting state or other low carb states such as sleeping or on the ketogenic diet, we produce ketones, which are produced from the breakdown of fats in the liver. We are genetically wired to use ketones for fuel as our ancestors missed meals or went days without finding a meal and yet, we survived as a species. However, in this modern day of eating 5 or more times a day, we are burning glucose as our primary energy and it’s a dirtier fuel if you will. Brain cells, for example, function more efficiently when they use ketones for fuel rather than sugar.

You can look at the difference between ketones and glucose as ketones being the electrical car = clean fuel and glucose is the gas-powered car = dirty exhaust.

When you eat something high in carbs, your body will produce glucose and insulin.

Glucose is the easiest molecule for your body to convert and use as energy – providing your main source of energy is in a higher carb intake.

Insulin is produced to process the glucose in your bloodstream by taking it around the body.

Since the glucose is being used as a primary energy, your fats are generally not needed and are therefore stored. Glucose + insulin can increase inflammation in the body.

Typically on a normal, higher carbohydrate diet, the body will use glucose as the main form of energy, as mentioned. But by drastically lowering the intake of carbs, the body is induced into a state known as ketosis. You become a fat-burning machine when your body begins to use fat as its primary source of fuel over glucose.

What are Just Some of the Benefits of Ketones?

~Weight Loss, Better mental focus; more energy, oxygen capacity, motor performance and athletic performance; improved Sleep quality and duration; Blood Sugar Balance and enhanced insulin sensitivity – helps to fight Type 2 Diabetes and food desire; helps to lower blood pressure; Increases satiety or a feeling of having had enough to eat and decreased food cravings; enhanced blood flow; Increased HDL cholesterol; Migraine treatment; neuroprotective benefits such as Alzheimer’s disease, memory or cognitive function; improved mood; reduction in inflammation; stroke and heart disease prevention; enhanced athletic ability.  ~via Ben Greenfield

The great news is that you can also achieve ketosis within 60 minutes without severely restricting your carb intake.  Exogenous ketones as in supplement form, has been a game-changer for everyone who wants all the benefits of ketosis or the ketogenic diet, but does not want to change their diet. Again, the same outcomes and benefits with the supplement and a healthy diet.

Here is a quick video on exogenous ketones: 

I’d like to introduce you to one of the primary scientists and founders of the benefits of ketones – Dominic D’Agostino, PhD. Here is his home site and a podcast featuring him about ketones where he has links to many of his research interests and other resources for ketogenic diets and supplemental ketones. Dr. D’Agostino states that ketone bodies, whether they come from fasting, keto diets, MCTs or exogenous ketones, have potential applications across many areas from longevity to performance, to health and mitigating some of the risks and symptoms of certain diseases like cancer and neurologically inclined diseases such as Alzheimers or Parkinson’s. 

What does a typical keto meal look like?  Delicious!

Keto Tacos

or how about a Tomato Frittata?

So whether you decide to create more ketones on the Ketogenic Diet or with an exogenous ketone supplement, you will be rewarded with a healthier, leaner and happier you.

Please feel free to reach out to me if you would like more information on exogenous ketones or the Ketogenic Diet.

References

https://charliefoundation.org/

https://www.ncbi.nlm.nih.gov/pubmed/11569918

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3790936/

https://www.ruled.me/ketones-everything-need-know/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4035379/

https://www.ncbi.nlm.nih.gov/books/NBK21163/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC4035379/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC3219306/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1373635/

https://www.ncbi.nlm.nih.gov/pmc/articles/PMC1865572/

  ©2018 DLS HealthWorks, LLC.  Lori Shemek, PhD health expert and weight loss expert.  Author of How To Fight FATflammation! and the best-selling author of  ‘Fire-Up Your Fat Burn!’  

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How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

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[jackburnsblog]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[greenmelonmarketing]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[marilynreinhold21]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[ryangonzales928]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[eduardokingsley89]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[raulaustin70]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[johnwathen21]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[michaelowens713]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[ccrider1000]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I��ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!

[seomiamiseo]

How to Delegate SEO Work Effectively

Posted by zeehj

Whether you’re the only SEO at your company, work within a larger team, or even manage others, you still have to stay on top of your projects. Project management skills aren’t and shouldn’t be exclusive to someone (or some tool) with the title “project manager.” I believe that having good project manager skills is essential to getting work done at all, let alone delivering high-quality work in a timely and efficient way.

In defense of management

Freakonomics Radio released this podcast episode in October called In Praise of Maintenance. The TL;DR (or TL;DL, rather) is that our society rewards innovators, but rarely (if ever) celebrates the maintainers: the people who get sh*t done, and do it reliably, often without anyone’s noticing. This podcast episode confirmed what I’d been feeling for a long time: We don’t award enough praise to the good project managers out there who keep engagements moving forward. And that’s largely because it’s not a sexy job: it’s not exciting to report to stakeholders that necessary services that have been reliable for so long are, as always, continuing to be reliable.

It’s only when things aren’t running smoothly does it seem project managers get recognition. A lack of a rewards system means that we’re not teaching PMs, Consultants, Account Managers, and more that their excellent organizational skills are their most valuable asset. Instead, the message being communicated is that innovation is the only praise-worthy result, which oftentimes may not be essential to getting your work done. The irony here is that innovation is the by-product of an excellent project management framework. The situational awareness of knowing how to delegate work to your colleagues and a repertoire of effective organizational habits is vital if you ever want to free up your attention to allow for the headspace and concentration ingenuity requires.

Sound familiar? Lately I’ve been focused on the idea of a cluttered headspace, where it feels like everything on your to-do list is floating ephemerally around in your head, and you can’t seem to pin down what needs to be done. Of course, this isn’t specific to just professional life (or consulting work): it can happen with personal tasks, which can present their own set of organizational challenges. Regardless of your professional role, crunch time is exactly when you need to put on your project manager hat and get yourself organized. Read on to find out the tools and tricks I use to stay on top of my work, and how I delegate work when needed without losing a personal touch on projects.

Manage projects with tools that work for you

What do you do to make that process easier? One Slack conversation that seems to always come up is which project management tools do we use (and which is best). I take the annoying middle-ground stance of “whatever tool you use is best” and I stand by it (don’t worry, I’ll get to the actual list in a minute): a tool is only useful if it’s actually used.

So how do you get started? It’s always important to have preferred methods for project tracking, note keeping, and reminders. Depending on your role and learning style, you may find that some tools work better than others for you. For instance, while I have a few tools I work with to stay on top of client work, I also have a clear plastic desk cover that I can jot down notes and reminders on. Here’s a breakdown of the tools I use to manage projects, and the needs they meet.

Inbox by Gmail. Yes, it’s different from classic Gmail. The two greatest aspects of Inbox, in my opinion, is the ability to snooze emails until a specific day and time, and save reminders for yourself (e.g. “Check in on Ty’s progress for the page speed audit,” or “Watch the video in this link after work”). Why are these my favorite Inbox features? Both functions serve similar purposes: they tell you what you need to know, when you need to know it. The ability to snooze emails and save reminders for yourself is invaluable when we’re talking about headspace: this way, you can use your email as your to-do list for any given day. If you know you don’t have to respond to someone until X date, there’s no reason their previous email should sit in your Inbox taking up space. As a result, I use Inbox as my personal assistant to remind me when I need to jump back to a deliverable or respond to a client. It’s possible to reach Inbox zero on a given day, even if you have an email awaiting your response. Just snooze it and attend to it when you really need to.

Google Drive. Sure, not a sexy or new tool, but it’s my home for everything. Not only does GDrive cover all the file types that I need (Documents, Sheets, and Presentations), it also allows for easy, real-time collaboration on files with your colleagues and clients. If you like to nudge people to do things, too, you can assign contacts work to do from your GDocs (just highlight text, click the comment icon to the right, and insert the @ symbol with their name). If you’re crafting a presentation with a colleague, for instance, you can assign slides with questions for them. I recommend tagging them with your question and including a due date for when you need their answer.

Tools my colleagues love:

Trello. It’s not my personal favorite, but a lot of my teammates love using Trello as their to-do lists, or even for tracking web dev or SEO projects. If you prefer text over visuals, you can also try Basecamp (which I tend to prefer).

Asana. Another great project management tool — I tend to use it on a project basis rather than a to-do list. If you’re a developer, you may prefer JIRA.

Of course, it’s possible to manage and delegate work without these, but I’m of the mind that pen, paper, and email can only get you so far, especially if you want your delegation process to be somewhat automated (think tagging colleagues in comments within documents, or assigning projects to them within standard project management tools like Asana).

How to delegate effectively

Tools can only get you so far: any good delegation process starts with a conversation (no more than five or 10 minutes) about the work you need and a great brief. The conversation establishes whether your colleague actually has the bandwidth to take your work on, and the brief goes into greater detail of what you actually need done. The brief format I follow works for a large number of different deliverables — I’ve used this same layout to delegate page speed, technical and backlink audits, and content briefs to colleagues. Below are the fields I always include, and the type of information always provided:

Subject: [BRIEF] Work I Need Done

Deadline: The precise date and time you need it, with enough time for you to review the work before delivering it to your stakeholders or your client. If it’s something like a page speed audit, I would allow up to a full week to review it and ensure that it’s in the best format and all the information is correct. Of course, it also depends on how familiar the delegate is with projects like these — if they’ve done a number of audits for you in the past, they may know your style and you may not need as much time to edit their final work.

Output/Deliverable: The format in which you need this work delivered to you. Maybe it’s a Google Doc or an Excel Spreadsheet. This brief format can work for any output you need, including more creative pieces (do you need a video edited to :30 seconds in a .mov format? A photo edited to certain specs and saved as a PNG or IDD?).

Expected hours: This may be the most challenging element of the entire brief. How long do you anticipate this work to take, start to finish? Keep in mind the experience level of the person to whom you’re delegating. Is this their first SEO technical audit, or their 30th? You will almost definitely need to check in with your delegate a few times (more on that later), so how long do you anticipate these meetings to take? Just like the deadline timing estimate, use your best judgment based on work you’ve done with this person in the past, and the type of work you’re assigning.

Relevant materials: This is where you can provide additional articles or tools that should help your colleague do the work you’ve assigned to them. Some good examples are 101 articles (like ones on the Moz blog!), or a tool you know you always use in projects like the one you’re delegating (think SEMRush, new photo editing software, or Google’s Keyword Planner).

Check in with your delegate along the way

Once you’ve delivered your brief, the next step is to make sure you check in with your delegate along the way. Even the most experienced person can benefit from added context, so whether it’s an in-person meeting or a five-minute call, touching base shortly after delivering a brief is necessary to ensure you’re on the same page. Beyond kicking off a project, it’s important to have check-ins along the way to stay on track.

At Distilled, we like to follow a check-in model at the following completion points:

1% (kickoff conversation);

5% (validation of process);

30% (ensure you’re on the right track before you invest too much time into the project);

and 90% (final editing and proofing).

Not only is this good to keep everyone on the right track, it’s even more valuable both to the person delegating and the delegate to know how much work should be completed at which points, and how much detail is required as you give feedback.

In many ways, great project management and delegation skills are really future-proofing skills. They allow you to be on top of your work regardless of what work (or life) throws at you. You can be the best SEO in the world, but if you can’t manage your projects effectively, you’ll either fail or not see the greatest impact you otherwise could achieve. It’s time to ditch praising the model of a lone innovator who somehow “does it all,” and instead truly celebrate the maintainers and managers who ensure things remain operational and steady. Often, our biggest problems aren’t best solved with a complex solution, but rather a clear mind and supportive team.

A large part of turning projects around comes down to improving the project management process, and being organized allows you to juggle multiple clients and acknowledge when you’re at capacity. Without a solid foundation of project management skills, there is no groundwork for successful innovations and client projects. The next time you’re looking to bolster your skill set, do an audit of how you manage your own work, and identify all of the things that prevent you from delivering the best work on time.

Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don't have time to hunt down but want to read!