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#not permanent member of 141 yet
imkumichan · 2 months
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Task force 141 x new member!Reader
Embarrassing moment with the 141 members
Summary: as a recruit soldier it was surprising for you to be able to meet the infamous members of 141. You've heard about what they were capable of. Sings of praise, looks of awe, and respect always followed them every time they were in the base, and you certainly would never thought that you would be chosen as a soldier who would go on a mission with them. It would be lying if you said you don't feel slightly intimidated by them. But you will show them why you were the best of the recruit. But why has something embarrassing always happened to you?
Character: Ghost
It's 4 in the morning.
The team, the CIA agent--Kate Laswell, and you who are mostly just listening discussing the location of an informant. You're sitting between the woman and Soap while Gaz, the captain and Ghost sitting beside each other across you.
You should've gotten used to this. You know you do. But these days... with the time you spent training with Soap and Gaz and the lack of sleep making your brain fuzzy and all your muscles scream. It's hard to concentrate. You're so lucky if they didn't notice you're not entirely with them (they did).
So, the moment the captain closed the file and nodded to all the people in the room, you know the meeting had ended. Soap stood up instantly, and walking around the room, Gaz went to another table to grab a laptop, Kate and the Captain still engaged in conversation, ignoring the rest of the team while Ghost still sitting beside the captain, crossed his arms on his chest and closed his eyes. Feeling the need to be useful you stood up to walk toward Gaz, walking several steps and just about passed Ghost when suddenly a body bumped into you.
"Ops, sorry rokkie-"
whatever Soap was planning to say was caught in his throat when his eyes landed on you. Or more like you and Ghost.
You prayed to whatever gods you know you wish you could rewind the time so at least you could avoid Soap just in time or just wish a hole to swallow you up right now.
Whatever then you ended up landing on Ghost's lap.
On Lieutenant fucking Ghost's lap. Sitting sideways on his damn thigh.
You can feel his body stiffened beneath you. every pairs of eyes staring at you do not help either as you know the previously closed eyes before are also staring at you right now. And no. you won't meet anyone's eyes. especially the lieutenant.
A few seconds in with no one moving or reacting, you carefully rise from his lap slowly. Eyes to the front without truly looking at anything, before you walk away toward the door and leave the room.
You refuse to meet anyone's eyes for the rest of the week.
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Reign down on me - Part 3
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Pairing: Ghost x Hybrid!reader (eventual poly!141)
No use of y/n or mention of gender/race
Summary: Reader is a wolf hybrid in a world that treats them like second class citizens, given a horrible start in life after being thrown into the military with no preparation. After years of struggle, they're finally taken away from their base by Ghost, now a permanent member of taskforce 141 reader struggles to come to terms with the fact that perhaps there's a life there for them - if only they reach out and accept it.
Warnings: hurt/comfort, Angst, abuse mentions, self doubt, abandonment
-🐺-
When the three of you left Price’s office, you were still marvelling at your collar. Your hands couldn’t leave the leather alone, stroking it and rubbing your fingers over the ridges of the ‘141’ stamp that graced the side of your neck. It had you smiling even despite the nagging feeling that everything was going to go away; that there was a rug just ready and waiting to be pulled just when you were going to get excited about your future with the team.
You were still holding your new handler tag between your fingers when you finally laid eyes on your Sergeants. They were hanging off the sofa in the break room, shouting and laughing as they furiously tapped at the remotes in their hands and shoved at each other like wild animals. You widened your eyes at the display, watching curiously as the man on the screen in front of them warned that they were running out of time. 
“Oi, you two! Pack it in, lads!” 
The men immediately put the controllers down and stopped the loud music from blaring out of the TV. They bashfully faced your small group, looking from where Price had shouted and inevitably to you. 
Gaz seemed to recognise you right away, his face lit up when he caught your eyes, but Soap didn’t give much away. His lips stayed firmly shut into a cheeky smile and his eyes roamed all about you, eventually catching on the shiny new collar around your neck. Gaz saw it too. 
“Good to see you again,” Gaz smiled, nodding his head in greeting. “Reppin’ the team as well - nice.”
You froze for a second, not really used to having someone remember you nevermind say it was good to see you again. Though you soon let your hands drop to your sides and nodded, offering a weak smile. 
“Thanks, Sergeant Garrick,” you replied, erring on the side of over-politeness. 
“Pft, don’t sergeant Garrick me again, you’re on the team now, it’s Gaz or Kyle, ok?”
Your ears raised in surprise. If you’d tried to call Sergeant Maddox by his nickname you’d have had your back flayed. Though when you thought back to it, Gaz had made a face everytime you addressed him before - he’d even tried to correct you and insist on Gaz a couple times. You’d decided in the past that it seemed like a ruse to make you step out of line, though now you realised he probably did just prefer his nickname.
“Alright, Gaz. Nice to meet you too…Sergeant MacTavish?” You said unsure, trying to gauge if ‘Soap’ would prefer his title or his nickname. 
“Soap’ll do fine for me, furball.” He snorted, face cracking into a big grin.
Furball would not do for you. You felt your ears drop and had to will yourself with everything you had not to let loose a growl. It mustn’t have been enough to completely hide your displeasure. Ghost put his hand on your shoulder, forcing a flinch out of you yet again, and squeezed. Whether it was meant to be threatening or reassuring, you weren’t sure, but either way you untensed your body and sighed out the rest of your annoyance. 
“Behave, Soap,” Ghost tutted.
“What? I’m just being my charmin’ self.”
“Be someone else for five minutes,” Ghost snarked.
“That desperate to hear my impression of you again, LT?”
“Maybe later, Soap,” Price said briskly. “There’s work to be done. Now that everyone’s on site, we can head over to the training I've set up for the day and we can get stuck in. You boys ready to head out?”
Soap and Gaz nodded, picking up their jackets from where they’d been strewn across the couch and got ready to move. You geared up to follow them, but Ghost put his arm out like security barrier, sending you into a surprised stop as you walked into him with an ‘oof’. 
“We’re gonna pick up your new boots first, Pup,” Ghost explained, his eyes twinkling when you tilted your head up at him. “We’ll catch up with em’ in a minute.”
“Pup?” Gaz repeated.
He’d stopped in his tracks as he heard that. From your periphery you could see his eyebrows raise. 
You felt your cheeks heat up like tiny furnaces and continued to avoid his eyes, simmering in your own embarrassment. It hadn’t occurred to you that Price hadn’t picked up on it, but now that Garrick had, you felt the full flush of embarrassment hit you in a fiery torrent. Just great, the new team are gonna pick up on Ghost’s babying and have a field day with it, you thought dourly. 
“Yes?” you said cautiously, waiting for the jeering snipes to begin. 
“Do you want us to call you that now?” 
Fuck off.
Get Fucked.
Why don’t I call you that? 
Those are the responses that your invaluable years of being taunted within an inch of your sanity suppress. Instead you shrugged lamely, forcing your body to relax and your fangs to unsnarl.  
“Call me whatever you want,” you grunted, leaving out the silent ‘most people do’.
You braved a glance over at him and watched as his eyebrows twitched upward. There was a distinct lack of mocking grin and on top of that, he didn’t hit out with a rebuttal. He just tilted his head at you and averted his eyes, silently going off in the same direction that Soap and Price had and letting the door whoosh shut behind him. 
“Gaz was just bein’ polite, Pup,” Ghost sighed, squeezing your shoulder once again. 
“What?”
“He wasn’t trying to make fun of you. He was just figuring out how to address you.”
You looked back up at Ghost and frowned, feeling your brows sink heavily over your eyes. Was he in your head or something? You folded your arms over each other and huffed out a breath, already irritated that Ghost had been the cause of the situation in the first place with all his coddling and cooing. 
“Never said he was,” you answered defensively. 
“Your attitude gave you away, darlin’.”
You knew then that under his mask, Ghost’s eyebrows would be drawn upward, enhancing his knowing stare underneath that dark mask of his. It sent your heart hammering and your fizzling mood freezing out with a small dying gasp. You wondered what your punishment for said ‘attitude’ would be. 
“Sorry, Sir,” you murmured, feeling your slanted tail awkwardly tuck in between your legs. “Won’t happen again, sorry for speaking to you out of turn.”
Suddenly the collar round your neck felt tighter and the cool tags burned your goosebumping skin. The weight of it felt impossible now that it was tying you to Ghost, now that you knew that you were supposed to be performing to a standard that fit a man like him. You were supposed to compliment him, not embarrass him with your silly antics.
“Hey, you’re fine, alright? I’m not angry with you. I only mention it because I don’t want you to think he’s like those men that were on your old base,” he said gently. 
You curled your hands into fists by your sides, willing them to stop shaking now that Ghost was watching you closely. His eyes followed the movement and you gulped, not quite sure how to respond. You’d have had your ass kicked for speaking like that to anyone on your old base, nevermind whoever your current handler was at the time. Now Ghost was telling you he wasn’t mad and looking at you with those big stupid eyes of his.
“Honestly, you’re not in trouble,” he sighed, reaching out and stroking a hand over your head. “If it helps, I can stop calling you pup if you don’t like it?”
“No, that’s alright,” you said a little too quickly. 
“You sure?” 
You nodded, not wanting to embarrass yourself any further by squeaking out anything else. Or perhaps even admitting that you liked it - that it made you feel safe, like his. It felt like Ghost cared for you on a level no one ever had before, following his kind words with kind actions. 
How could you willingly let go of that? 
-🐺-
Your parents had already taught you that being cared about was not a luxury that most hybrids were afforded. You remembered what it was like being dropped off at Branhaven that first day, that memory haunted you in almost every nightmare you ever had. You’d been so sure that they meant what they said when they wanted the best for you. It only stung all the more years later knowing that everything they said was just a lie designed to cut you off like a limb gone badly necrotic.
They’d taken you out on a car ride, just you by yourself, and you’d been so excited to begin with. Your little tail wagged so hard even despite being pressed harshly into the stiff leather seats. They never usually took you anywhere alone, it seemed like such a special day at first - Your brother and sister always got fun trips and you always got dropped off at your grandmas and plopped in front of the TV for the day. Now your parents had done the opposite.
It was finally your turn to have a day with them. Or so you’d naively thought. Too young at the tender age of ten to figure out that something out of the ordinary was never a good sign.
They’d been so smiley though, giving each other happy looks as they drove far far away from your little home town, humming along to the radio even. It would never have crossed your mind that that day was going to mark the change of everything. They’d even stopped at McDonalds and bought you a happy meal and let you choose a milkshake to wash it down with. That never happened, you’d only ever gotten to jealously watch on as your brother and sister got nice things like that. It was too good a score to stop and think anything bad about.
But then reality hit after a few more hours on the road. They stopped the car outside of what you thought was a toll booth which presided over a big ugly grey building in the shape of one of your brother’s play block towers. That’s when it occurred to you that maybe you weren’t going somewhere fun, maybe you were facing something of the opposite nature. It didn’t help that the man at the ‘toll booth’ said that your parents were expected, that they were pleasantly on time for their appointment. 
“Um…why did we stop here?” you’d asked, your voice squeaking out so timidly as you tried not to upset them. 
They never liked it when you talked too much or asked too many questions. Behaviour like that was often met with sighing and temple rubbing and ‘would you just be quiet?’. Though you couldn’t contain yourself then as you looked at the facility in front of you, frowning as you caught sight of a crying kid being dragged through the big metal gates, throwing themselves against the fence in hopes to try and cling onto something and not be lead into the building within. 
Was it a doctors office maybe? Some kind of specialist you had to see now that you were a growing hybrid on the edge of…what was the word again? Puberty? 
“Well kiddo, we’ve had a tough decision to make,” Your dad had said, placing his big hands over your mum’s. 
You tilted your head when you noticed that she was avoiding looking at you. Suddenly they weren’t smiling anymore either. The car felt very stuffy all of a sudden, the smell of the fat and salt from the Mcdonalds was clogging thickly in the air. 
“What tough decision?” you asked, feeling your ears slowly pin against your head. 
“Well…as you know you were a- a shock to your mother and I. We never thought in a million years we’d have a hybrid child, never knew the- the DNA was in us,” your dad had said, saying that dreaded DNA word in the same annoyed hiss he always did. “And we’ve never been prepared for the reality of it, the challenges that come with having a kid that’s…different. As you get older, that’s only gonna get more challenging for us. You’re going to become aggressive, and you’re going to have mood swings and you’re going to be difficult to control - it's just the way of hybrid kids.”
“You’re going to be a danger to your brother and sister,” your mum said, still refusing to look over at you, instead keeping her sights pinned on the entrance to the building. “To us.”
“Yes, and then what can happen is that you start wandering off, going out and getting into all sorts of trouble like those awful stories you hear on the news. You could get involved with gangs, you could hurt other people and go feral, you could do all sorts of damage and then the police would be forced to hurt you, maybe even kill you if you became a real danger. And you don’t want any of that do you?”
You frowned. Of course not! You shuddered to think that you would ever hurt someone, you’d always been the exact opposite of everything they'd just described. You were a pushover. You were kind to a fault, always trying to get on people’s good side on the off chance that you might receive a shred of their kindness. You’d never dream of being aggressive or of hurting any of your family.
“No, I don’t want that!” you agreed, searching your dad’s eyes and looking for him to acknowledge your plea. 
You wanted him to know that you weren’t like that. You hoped he knew that you’d never ever want to hurt him in a million years, he was your dad, you loved him endlessly. Even when he barely showed you an ounce of his own love in the meagre years you’d been alive, you would do anything to show him that you weren’t like those other hybrids. You were theirs, you had their DNA, even if yours had wolf in it, you didn’t think that mattered. 
“We know you don’t want that,” your dad said sympathetically, his voice dramatically pitching as he showed his ‘understanding’. “That’s why we’ve made the decision to sign you up for a program that the government recently started. It’s designed to help good hybrids like you, ones that want to grow up to be good people, to become productive members of society.”
You always laughed bitterly thinking back to that now. Member of society - hah! You were made little more than a slave, kept locked away behind fences or escorted around by groups of strange men with guns, and yet that program was supposedly to turn you into some paragon of virtue for all hybrids to aspire to. 
“I want to be good,” you affirmed, smiling as your dad smiled back at you. 
And you did. All you ever wanted was to be good.
“I know. And we think you’re gonna be so happy here, and you’re gonna do so well with the program! So we’re gonna go in and finish signing you up and you’re going to answer all of their questions honestly and politely, ok kiddo?”
“Oh…ok!” you’d said, not wanting to immediately bother him with your annoying questions. “But um- sorry - can I ask? What is the pro- program?”
Your dad’s mouth pressed into a thin line and you baulked, gulping as you realised you’d annoyed him after he’d just been so happy with you a second ago. Stupid dog! You were immediately frustrated at yourself, getting him worked up just when he was so proud a second ago. 
Though you were pleased to see he would answer you regardless, he was just so kind as to explain things.
“It’s with the military, we were told by the helpline that this was the best place for you to go. Since you’re a wolf hybrid, you’ll be happiest here - you can get all your energy out properly and be part of a big ‘pack’ when you get assigned to a unit. They said it’ll be just like school, like a special school just for hybrids! They’ll train you up first and then you’ll begin getting sent out to places around the world where people need help, until eventually you get your very own personal handler who looks after only you and takes you with them everywhere,” your dad explained, his voice slightly strained as he tried to position the job as nicely as he could. 
You frowned. You ignored his ‘don’t question me anymore’ eyes. Questions bursting from your mouth before your head could quash them down. 
“A handler that looks after me? But you and mum look after me,” you laughed, “Why would I need someone else to do that?”
“Because you’re too old for us to look after anymore, we have to let a professional take over now,” your mum said, finally turning around to look at you, waving off the hard look your dad shot her. “You have to stay here, where its safe for us and you. They’ll know how to handle you properly here. Hey now! No, don’t make a fuss. What do we keep telling you? You’re not a baby, you don’t need to bother with crocodile tears!”
You couldn’t help but get panicked then. Halfway through her speaking you realised that they actually intended to drop you off here and give you away. How could they just do that? You had to be mixed up, you reasoned, you had to be thinking stupidly as usual and you were getting it all wrong. 
“B-bu-but I…do I- I’ll get to come home and visit right?” you spluttered, trying desperately to withhold the tears that were streaming down your cheeks, rubbing furiously at the evidence that you were in fact the baby she was describing. “You- you said it’s like school! I’ll get to come home on the weekend then, won’t I? I’ll get day’s off on Saturday and - and Sunday and I’ll get to c-come home, right?”
Your mum was about to speak again, but your dad forcefully dug his hands into hers, grabbing with enough force to shake her, practically baring his teeth at the barest hint of her mouth opening. She shut it promptly again and he breathed out a loud sigh, one that still reached your ears over the frantic rushing of your own blood stream.
“Oh kiddo, you’re getting yourself all upset just before you have to meet the nice people! C’mon now, stop the silly tears. We’re gonna get you inside and you can ask all the questions you need to. In fact I think they’ll be very excited to get to talk to you. Now dry your eyes and come with me, that’s it, just breathe and calm down. No need to be a silly baby, because you’re not a silly baby are you? That’s right, you’re a big strong wolf. Come on then!”
Your mum stayed in the car, offering you a small smile as you went. Though as you think back to it now, you realise it was probably a smile of relief. One reserved only for herself.
Your dad’s parting words were little better than your mum’s smile. He’d said he’d speak to you again soon. That was just before he’d sent you packing into the strange office after signing in at the front desk, escorted away by a big bald man in a crisp green uniform, barely able to turn your body enough in his iron grip so that you could get one last look at your dad. He did a great job of feigning concern as he smiled encouragingly through the doorway. It was enough to help you calm yourself a little, thinking that at least you’d probably see him again on the weekend since he told you he’d see you soon. 
From then on however, you weren’t able to ask any questions, it hadn’t gone at all like your dad had said it would. You still weren’t able to confirm if you were getting time off to go see your family again, still weren’t getting to learn what it was you would be doing. You were cut off at every turn. 
Your hands were smacked with a ruler when you didn’t give the lady the answers she wanted because you were too busy trying to determine what the hell this program really was. You’d jumped the first time she did it, wailing from the shock of it at first before the burning sting set in. She’d just tisked at you and repeated her last question in a shout, asking you about any possible allergies or health problems. 
Little were you to know, you’d face much worse in the years to come.
You tried to do everything that was asked of you just to avoid that horrible ruler for the rest of the day. However it wasn’t enough to make them happy, nothing was. They didn’t smile at you or speak to you encouragingly, their monotonous voices were like sandpaper on your ears. They shuffled you along from room to room, processing your forms and getting you set up with a bunk - in a room full of similarly sniffling hybrid children - before whisking you away to a building outside that looked much like a garage. 
They’d thrown some items of clothing at you from off the racks and told you to get changed behind the makeshift curtain they’d set up, ordering you to hand over your old clothes afterwards. The room smelt like stale laundry detergent and bleach. The air stung at your eyes while you changed, biting at your overstimulated senses. 
You’d felt all the more inconsolable as you gave away your favourite tshirt, mourning the loss of the happy little cartoon dog as you had to trade him for a plain green button down. You struggled to put it on with your shaking fingers, huffed when you had a hard time squeezing your tail through the toughly stitched hole in the rough trousers. Military issue wasn’t built for comfort, that was one of your first hard learned lessons. 
“The fit’s alright,” the bald man had confirmed when you were out, staring at you with a bored look of a man that was going to be doing the same assessment with tons of other hybrids for days to come. “Look after those clothes, you won’t get another set until you progress to the next stage.”
-🐺-
“Pup?”
You snapped out of your thoughts and lasered in on Ghost, suddenly realising how badly you’d zoned out. How long had you been ignoring him for? Fuck!
“Yes,Sir? Sorry, Sir,” you said quickly, trying to rectify your mistake. “I…”
He’d asked you something…
“I asked you if the boots fit alright?” Ghost chuckled, ruffling a hand over your head.
You sighed and looked down at the shiny new shoes, still blown away by how easily Ghost had acquired not only those but also a full new set of hybrid uniforms and underwear. The quarter master hadn’t even blinked at his request, he’d just gotten Ghost to sign a few forms and just like that you had a brand new wardrobe full of new and perfectly pressed clothes. 
Normally you were only allowed to replace one new piece at a time, and usually you’d be met with annoyance and huffing at every request. The old quartermaster would drone on about money and what a waste it was to give you something new. This one just smiled as he handed you a bag with all of your fresh new things, telling Ghost to let him know if you needed any new patches for your shirts while you did all you could not to gape at him. 
“The boots are good, thank you. They just need broken in,” you shrugged, already feeling them rubbing a little uncomfortably across your left ankle. 
“Mhmm, just let me know if they dig too much. I can tell Price if you need a break today. Remember what he told you earlier, we want you to communicate with us, alright?”
“Alright,” you answered, still feeling like you’d landed in some kind of alternate reality overnight. 
“That’s my good pup.”
He squeezed your shoulder and led you off to the training area then, his back turned as you stared up at him with big eyes. My good pup. Your spine had tingled so warmly after hearing that, you’d even felt your traitorous tail wag a little before you gripped it tightly in your hand and stopped it. 
The whole way to the training area you repeated his words in your head, almost drunkenly swooning over the rumble of his accent. It kept you following slowly behind him, trying to ensure he didn’t see the ridiculous little smile that had refused to leave your face after his praise. Not that it was just the praise itself, of course, no he’d called you his specifically. 
It was only when you were met with Price again that you were able to think straight. Your posture went rigid when you met his eyes and noted that he looked serious now. The job was officially starting. 
You’d been led into a cavernous building with big bright lights glaring over your head. It’s floors were filled with tall panels of wood that stretched high above you and even over Ghost's towering frame, filling the room with a cheap sawdusty smell. From inside you knew there were men waiting inside the labyrinth that surely lay within, you could hear their heartbeats echoing in the expansive space, you could smell their sweat as they adjusted to the warmth of the blaring overhead lights. 
Everything was set up for a simulated mission. You’d done similar drills many times before, your heart was already beating fast with anticipation, base instincts beginning to bubble to the surface. You were ready to run, ready to hunt. 
However the nature of your quarry was still to be revealed. That kept your head just human enough to listen to what Price had to say. It never did to misunderstand the mission and run straight into failure, and at that point you wanted to do everything you could to try and dodge any punishments. 
“So we’ve got a simple set up for today, this is mainly to get you properly acquainted with the team and get you familiarised with us,” Price said carefully, keeping strict eye contact with you to make sure you understood him. 
If you were to hover outside your own body you knew your pupils had probably already dilated. Your chest was probably already noticeably heaving as the wolf inside you seized control over your mind. He’d know you were almost gone, and would need carefully given instruction.You flicked your ears for him, letting him see that you were  listening intently to what your new Captain was saying.
Little did he know there was a new part of you now primed and ready to receive his praises, endorphins were ready to fire as you got ready to impress him. You felt like you had a real chance to shine now, to do well for someone other than yourself.  
“Basically we’re going to run you through some tracking drills. We’ve got some bits of clothing prepared for you to scent and you’re gonna run through the maze taking down hostiles and securing your ‘hostages’. This is gonna help you remember our scents so that you can find us in the field in future, and it’s gonna give us a taste of what you can do when you’re up against an enemy. You’re gonna start off with Ghost keeping you in a collar hold to start, you’re gonna alert him when you find an enemy or sense a hostage, but we’ll let you do some solo runs as well. Sound good?”
“Yes sir,” you answered in a growl, the wolf inside straining to go. 
“Alright. Ghost, help Pup stick their gear on, I’m gonna go up to the stands and get ready to watch.” 
With that Price moved up to the metal steps to your left, ascending to the high walkway above so that he could watch over the maze and track your movements. With each thud he made, your heart beat with it. You tried not to wriggle too much while Ghost got you ready, but you did receive a small ‘hey!’ and a tug on your collar when you tried to look past Ghost and toward the course. After giving you a second to calm down, he stuck you in a vest and hooked your comms up to his and Price’s, ensuring he secured a looped earpiece round your ear to hear them with as well.  
From then on it was like torture waiting for Ghost to get himself ready, it felt like time was moving at half speed, your tail swished impatiently as he got himself into safety gear and took his sweet time grabbing one of the training guns from the racks. You shivered with anticipation, heavily scenting the air already while you stepped from foot to foot. Your body was burning with energy, your legs ready to pounce. 
“Alright I’m gonna get the lights in a second, we’re gonna simulate a city street at night, so you’re going to have low visibility,” Price explained, voice sparking to life through the comms in your ear. “If you walk round to the entrance you’ll see Gaz and Soap’s jackets. You’re gonna get a good whiff of em’ and use that to track em down, Pup. You ready?”
“Ready, Captain,” you answered, already straining in Ghost’s hold. 
“Fuckin’ hell,” ghost rumbled.
He’d gripped your collar after he finished sorting his gear and now you were primed to go, struggling to try and pull him forward as you sensed the job was starting. ‘Work mode’ had shuttered off any other thoughts. All that kept you in your spot was the incredibly tight grip that Ghost had on you - that and all the training you’d had not to abandon the handler that was collar holding you. You might’ve tried to squirm free otherwise. 
“That’s one strong wolf,” Price chuckled, disappearing as he shut off the lights with a loud click. “Hold on tight, Ghost.”
Your instincts flared ever more wildly in the darkness. The flickering lamplights above were just bright enough to lead you around to the starting gate of the course and to the discarded jackets strewn on the floor. 
Ghost took one of them in his free hand and held it up to your face, letting you drink in the scent of it while he kept a firm grip of your collar. Almost immediately you were getting warm notes of aftershave and undertones of rich home cooking. Gaz, you guessed in the back of your mind, vaguely recognising the scent from back in the break room. Ghost lifted the next one for you, repeating the procedure again. Annoyingly that’s when you realised that Soap was an expert in demolitions. You knew that now from the hints of explosive materials that you could sniff out. 
You whuffed out an agitated breath and stopped Ghost from taking the jacket away, holding it longer so that you could try to find something to pinpoint Soap properly by. Sniffing out explosives and associating that with a friendly would be a very very bad idea, even with your clouded brain you knew that, so you wanted to establish his scent by something better. You inhaled again and gulped the scent in, holding onto the gentle hints of sage and cigarettes that emanated from below the plastics and frowning when you swore you could detect a familiar hint of spicy citrus peels…
You dropped the confusion as soon as it came, satisfied that you could accurately identify both Soap and Gaz. There was no point wondering why that secondary scent was on there, and now you were far too eager to get started. You rushed forward and had Ghost quietly swearing again as you set off through the wooden course, soon greeted with more accurate building facades as you stepped out onto an almost abandoned city street. 
You huffed in deep lungfuls of air, twitching your ears all the while as you listened out for hostiles and tried to scent out your targets. There were so many intermingling scents, so many distractions to sift through. Only a few steps forward you detected something in an alleyway to your left and turned to Ghost, flicking your head in the direction of the possible enemy ahead. 
Ghost nodded and flicked two of his fingers to his side, signalling for you to heel while he raised his gun. Luckily your training allowed you to tamp down the instinct to run off and chase the enemy like a snarling beast, otherwise you’d have run off to do just that.
Instead you quietly followed along with your handler while he picked off the hostile with a suppressed shot. Your ears twitched nonetheless when it came, feeling like a fly had buzzed right into it with the noise that it made. The training guns were always too high pitched, never able to quite simulate the real sound of a shot. 
“Good,” ghost whispered, just barely enough so that you could hear. 
Your tail swished and you smiled to yourself as Ghost took a hold of your collar again, allowing you to lead him further through the street, brimming with pride after being complimented. It took a little time to work your way through the course, keeping yourselves pressed tightly into the shadows. The two of you crouched and ducked through the alleyways, picking soldiers with weapons off one by one and leaving the fake civilians to wander.
When you finally came to a building that emanated with the smell of amber tinged aftershave, you stopped suddenly and perked your ears, alerting that you’d found your target. Ghost made his way to one of the windows and peeked inside, whispering to you that there seemed to be two men, and one was holding a gun to Gaz’s head. He released your collar and swirled his index finger by the door, signalling for you to wait by it and get your orders 
“I’m gonna take the man with the Gun out from here. You try to go inside and take the one by the doorway. You can surprise him if you act fast,” Ghost whispered. “On my signal.”
You nodded and primed yourself at the door, ready to fling it open and throw yourself inside. You watched Ghost intently from your periphery, doing everything not to snarl with all the adrenaline that coursed through you. The warm buzz of a mission going well never failed to make you happy, always showing you that you were capable and strong. Something to be feared when out on the field. 
Ghost grunted at you to go and just as his shot rang out, you ripped through the doorway and set yourself on the man inside. He screamed loudly as you took him down, a sound like a strangled cat leaving his throat as you swiped at the target pad that had been put there. It always terrified people when you did that, making them realise just how much of a threat you were when you easily ripped the foam and simulated a perfect kill. 
In real life that kill would’ve been near silent once their vocal chords had been torn, but the man before you was shrieking as you loomed over him. It was enough to bring his friend rushing out from the shadows, emerging from a room just behind Gaz in a blaze of shock from all the noise.
Just as the man’s trudging steps hit the floor, you leapt from your old target and toward the new one, snarling and growling up a storm. You were ensuring you drew the fire to you and not your hostage, just as you’d been trained to do. Though before he could get a shot off, you were on him, slamming his gun hand to the ceiling above and overwhelming him with a few snaps toward his precious face. 
That was usually enough to have people panicking and forgetting all of their training. In this case it was as well. The man screamed and tried to use the butt of his gun to hit you, but you directed his hand away easily and barked loudly in his face. When you bit at the foam by his throat, he screamed all the harder, sending you into a revelry as you savaged the fake target with glee. 
By this point your mouth would be dripping with blood, and your teeth practically burned with the lack of wetness there. Your mouth watered at his pathetic cries, jaw working as you willed yourself not to clamp down on him and bite. It took everything in you to remember this man wasn’t actually your enemy, and you’d already ‘killed’ him. You didn’t need to do anything else. 
“Oi, shut it!” Ghost shouted, pulling you promptly off of the terrified man while glowering down at him. “You know better. Dead men don’t whine and piss their pants.”
“Sir, I-“
Ghost shot him a warning look, forcing the man to bite his lip and let himself fall back, closing his eyes as if he’d just drawn his last breath. You snickered to yourself and hummed with pleasure as Ghost raked his hands through your hair, roughly petting you with his thick skeleton gloves. 
“Good Pup. Price was right, you’re fast!”  he praised, working his hand over your vest and giving you a few encouraging pats. 
You rumbled out a happy little chirp, already non-verbal as the adrenaline fully set in now. You were deep into the mindset of the wolf, trusting your instincts and training to keep you right. Shut up, focus, signal, bite the foam; your deep rooted commands played like an old mantra.
“We both told you,” Gaz said, “that one’s a beaut in the field.” 
You looked over to him then, some of your humanity returning as you realised how embarrassing it was to be petted and cooed over in front of your Sergeant. Though Gaz’s compliment didn’t escape you and, dumb animal that you were, you chirped at that too. He smiled at the sound and shook his head, looking over to Ghost and away from your horrified widening eyes. 
“So mister saviour,” Gaz said, fluttering his eyelashes and clasping his hands by his face. “Are you gonna get me out of here?” 
Ghost snorted and pulled you close to him, firmly keeping you fixed to his front. 
“You wait here while we get Soap. We’ll get you both out at the same time.”
“This Soap guy sounds like an idiot. You should just leave him and take me away,” Gaz grinned, his character voice cracking as he laughed. 
“Don’t get too jealous, Garrick. I’ll be back for you soon enough,” Ghost rumbled. “I can take you then.” 
You blinked as you watched Ghost wink and felt your cheeks flush. The men had an easy friendship; not the kind you’d seen between the guys at Branhaven that were quick to shout ‘gay!’ If they had to shake another man’s hand. They certainly wouldn’t have pretended to flirt while on a training simulation with the Captain watching. 
Speaking of- 
“Get on with it,” Price drawled, making you jump as you remembered he was on the comms. 
With that, Ghost allowed you to lead the way to Soap while Gaz picked a spot to hide. You made your way easily through the streets, jointly taking down more of the men while they ran around in a frenzy.
After hearing all the gunshots they were like noisy wasps buzzing around, guns pointing out in front of them like angry stingers. They were sloppy though, and loud, easy targets for you both to tear through until you found Soap’s trail and sniffed him out to a fake multi story flat. 
You ascended the stairways and took all the men that stood in your way, checking each door and systematically destroying all your opposition until you found the door that Soap was behind. 
Sure enough you could sense his racing heart and smell that familiar warp of plastic and Sage and cigarettes. There were other smells there too though. More hostiles. You turned to Ghost and held up 3 fingers, letting him know about the others in the room. He nodded his head and quietly got to work bringing out a camera, allowing you both to see the position of your targets. 
Just like Gaz, there was a man holding a gun to Soap’s neck. One other man was pacing the room and the other was facing the doorway, ready to shoot. Ghost sighed out an annoyed breath and retrieved the camera, looking up to the ceiling as he thought about how to go ahead. 
“I’ll take out the one facing the doorway first. You take down the one with his gun to Soap and I’ll get the restless one after that.”
“But then Soap’ll get shot,” you murmured, not sure if this was one of the times you should be verbalising.
“We’ll both get shot if I leave someone facing us. Risking the hostage is a move we have to make, not like they’ll be any better off with us dead and one left with a gun in their hands.”
“You can shoot from the side and let me run at the one facing the door. He won’t swivel in time to get Soap.”
That was the kind of plan you were used to. Usually the human soldiers and the hostages took priority, while your life hung in the balance. It was mostly only saved by your incredible speed, sometimes your vest, as you weaved your way forward, bounding toward the enemy with unpredictable animal movements. 
“We go with my plan,” Ghost said firmly. “Take down the one by Soap on my signal.”
There was no room to disagree. You readied yourself and waited as Ghost kept his hands primed on the door. You breathed out and listened to him countdown, bolting through the doorway like a bullet when you saw it open wide enough. 
You beelined for the man over Soap and threw yourself at him, sending him flying backwards as you ripped into the foam. The man struggled at first, but settled on the ground once he saw the foam torn apart in your teeth and stared up wide eyed and silently.
Your heartbeat thrummed in your ears and you turned then, hurling yourself over to Soap and curling round him with a growl. Your hair stood up on your neck as you looked out for anyone that might crawl out the woodwork to attack him, ready to face a similar scenario just as you’d had with Gaz. Your limbs shivered with anticipation, ready to strike. You snarled out a bark, body expelling every bit of nervous energy it could. 
“Woah there wolfie,” Soap laughed, wrapping one of his big arms around your shoulders, curling his hand round your collar in a restraining grab. “You’re good, you got em all. You’ll terrify the shit out of a real hostage makin’ all tha noise.”
You huffed indignantly and settled back, letting your growls die out in your throat as you realised he was right. Ghost shot down the wanderer when you’d taken a protective stance of Soap, and now you were in a silent room with only fake dead men as your teammates stared intently at you. 
“Good job though, you really got that guy,” Soap affirmed, petting your head even more enthusiastically than Ghost, sending you grumbling and pinning your ears back as you felt your hair fill with static.
Soap jumped a little as he heard you, reeling back his arm and regarding you with a careful look. You fell silent as you saw him, frowning at his sudden show of fear. He was holding his hand to his chin, pulling it away quickly once he caught you staring.
In the darkness you swore you could make out a scar there. The light bounced off of the ridges and sparkled in his glassy eyes. 
“Jesus! Remind me not to cross this one,” Soap said breathily, shooting a nervous smile at Ghost. 
“Pup’ll remind you just fine,” ghost snorted, “got a good growl on ya, isn’t that right?” 
You shrugged and avoided his eyes, realising that you had been pretty noisy. Though you couldn’t help it when it came to all out confrontation. It made men quake in fear, made them sloppy. It was one of your best weapons, limited as you were to using your teeth and claws and, ever so occasionally, knives. 
“Come on then, you two. Best get moving.” 
You awkwardly stood away from Soap, trying not to scare him anymore than you already clearly had. Normally you wouldn’t worry about that sort of thing, but Soap hadn’t actually been mean to you yet and you didn’t want to provoke him into behaving that way. You'd already learned from your past mistakes. 
Once you’d all left the building, you regrouped with Gaz with little effort and Price had turned up the lights and rejoined you all. He praised you for your skills while reprimanding the others for messing about too much and then said the simulation would reset and everyone would switch a few more times. 
The day went on with you ‘rescuing’ the whole team at least once, allowing you to become acquainted with Price’s earthy tobacco and dove soap smell when it was his turn to play hostage. It didn’t take long until you didn’t need to smell their clothing before being sent out into the course. Ghost had had a turn, switching out with Price, and you found him easiest out of everybody, primed to seek out his citrusy orange peel scent like it was a second air source. You hadn’t needed the old balaclava that Price offered, shaking your head as you pulled him toward the entrance. 
Price had grunted and swore something awful while he took control of you, sending Ghost laughing over the comms. Ghost was nice enough to stay hooked up so that he could advise Price when needed. He told him to put a little pressure on the scruff of your neck if you pulled too much. He’d needed to do that a couple times as you raced ahead, trying valiantly to get to your proper handler while the Captain fought against your fast pace. You were so wrapped up in the situation, too far gone worrying about Ghost’s pretend capture, to even be scared when Price threatened to get a hobble for your legs if you didn’t behave.
It was a heavy day, by far one of the most intense training sessions you’d had in a while, but one filled with high praise that kept you raring to go. After having enough simulations that you lost count, all the running around and growling had burned your throat ragged and you were truly finished.
Ghost caught you almost doubling over with the effort it took to stay standing after the last bout and stuck his arm round you. He held you firmly to his hard vest as he petted your head and encouraged you to take a few breaths. 
“That’s it, take it easy, good pup. You’ve done so well today, you’ve impressed me,” he whispered, leaning down just so that you could hear him. “C’mon let’s get you outta that gear. Time for a break, hm?”
You nodded tiredly and looked up as the others glanced over at you both curiously. You didn’t have enough energy to be embarrassed while they watched Ghost help take your gear off. You just clung to him and groaned when the weight of your vest was removed and you were left in your uniform again. You couldn’t help shivering now that the cold air had started to seep in through the metal walls of the warehouse building. 
“Cold, Pup?” Price asked, voice gruff from all his shouting at the soldiers.
A lot of men had had to be reprimanded for screaming and struggling against you; all being told that if they acted like squeaky toys they were going to get bitten like squeaky toys. It certainly felt true as you struggled against yourself with each hour that ticked by, finding it harder and harder to resist the urge to attack. You wanted to do a good job, wanted to end the enemy and protect your pack. It took everything to remind the wolf in you that they weren’t the real enemy and your ‘pack’ were perfectly safe. 
You looked up to Price, suddenly very aware that you saw him differently now. You saw each of the 141 differently as you cast your eyes over them - saw them not as your deceptive antagonists, but something new…something you hadn’t encountered before. 
“It’s freezing in here,” you huffed, answering Price’s question honestly, without fear that he’d reprimand you for it. 
“Here, take this.”
Gaz stepped forward and pulled his hoodie out of his jacket, separating the sleeves before handing it to you. His scent drifted up from the fibres, piercing the cold air with its warmth. You took it gratefully, but tilted your head up at him, confused as to why he’d give it to you.
“But won’t you be cold?” You asked with a frown. 
“Nah, I’ve still got my jacket,” he said, wrapping his jacket around his back for emphasis, “take it, it’s fine.”
You bit your lips, mind racing as you lifted it up and wrapped it round yourself, noting how oversized it was as it crept down your legs. The soft grey material hugged the cold from your bones and you smiled, savouring the warmth that it offered. 
“Thanks Gaz,” you said, almost groaning as you felt your tail wag wildly from behind you. 
Something told you that you were going to be doing that a lot more often now… 
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freimeka · 10 months
Text
TENDERNESS IS IN THE HANDS ★ GHOST RILEY
as the last addition to 141, you've earned yourself a spot in the team. however, your latest undercover mission seems like it'll test your patience as well as your feelings that are buried deep down. in short; ghost and you are assigned on an undercover mission in which you have to act as a married couple.
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part one.
★ reader's nickname is vexen and it's mostly used, fake marriage trope, slowburn, flirty and teasing ghost!
tags and tws will be updated every chapter!
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Vexen.
You remember the name vaguely whispered in your ear, yet you cannot remember who did it or when it was done; all you have as a memory is the way it sounded.
Like a secret.
From the moment you joined the army, this was the name that you've been called, and from time to time, it made you forget your own name. Still, it somehow gave a sense of belonging to you; having no family or friends behind, you've always worked for an untouchable place in the military. The particular dislike towards women in the military has been something that you've experienced very frequently, that's why you felt like you have to earn your place to never be disrespected again. Your relentless pursuit of this status paid off well in the end; you're known as the best choice to send on undercover missions out there. You've moved back and forth between countless military bases; you've made yourself smaller, bigger- you shaped yourself in every possible way to just fit in quite right, and you successfully managed to do so. Your journey felt like it'd never end, it consumed you both mentally and physically. Having your teammates brutally tortured, even killed, right in front of your eyes, and knowing that you're actually forced to stay quiet for the sake of the mission stripped you out from any possible emotion that a human could feel. You've grown to be a cold-blooded, ruthless person yourself. That is, of course, what captains who seek a reliable soldier look for first- well, not all of them... but most of them have this as a priority.
All your biased, maybe forcefully shaped prejudices against the higher-ups in the military have been your fuel all this time. Every step you took, every move you made... you wanted to climb all those stairs to the top to show those stuck-up men how it's supposed to be done.
Yet, the founder of the special task force 141, Captain Price, was the one who made you give another chance to yourself; all you know has always been shaping yourself, altering yourself suitably to the situations and the missions. Yet, Captain Price and 141 helped you to see that you don't have to be someone else all the time. You've had an identity of your own buried for such a long time that it took some time to bring it out from the depths of your unconscious, yet they helped you through it with all their sincerity-filled efforts.
You met Captain Price approximately four years ago during one of your missions; you had to go undercover as the daughter of someone really important- you can't even remember the man right now, and Captain Price was on a mission himself. He had his own ways to deal with stuff which made him disliked by many, but the moment you've seen him handle it much better than your past superiors, you've made up your mind to work with him, regardless of what it could take.
To your luck, your wishes didn't go unheard by whoever or whatever is responsible for weaving the strings of your fate. You've crossed paths with Captain Price again, and you've had the chance to prove your worth- being a man who has his own rules, Captain Price literally grabbed you and stole you away from your previous team. The paperwork and the endless efforts of convincing the higher-ups were a hell of a ride, yet Captain Price successfully had his way with every single one of them and made you a permanent member of 141.
Other members were Gaz, Soap, and Ghost-all of them had unique and particular characteristics, and it took you quite some time to get used to them. Yet they also tried their best because you had been fought for by the Captain himself... How could they do anything funny when it was made obvious that you held great significance?
Of course, they had their doubts about you when you joined them on a mission for the first time. It seemed simple: get in, get what you need, leave. Captain Price asked for your opinion specifically, and you thought it would be risky to openly steal. You could've stolen it secretly, so why go through all that bother? You thought Gaz would be the perfect choice as your partner since he could remain calm and cold. You hacked into the system of the company you needed to infiltrate and made two fake worker ID cards for both Gaz and yourself. You two went in as workers, obtained what you needed, and left.
To say the least, everyone was impressed-Soap was very vocal about his admiration for your meticulous style in undercover missions. For the first time, you felt like you had accomplished something valuable, and that's why you became attached to 141 in an almost obsessive way. After that, 141 didn't receive many undercover missions, but going on different types of missions made you learn a lot.
You step into the conference room with a bunch of files in your arms, blocking your vision, and you let them sit on the desk with a thud. Everyone lifts their heads up at the sound, then goes back to their paperwork with the same bored expression on their faces. You know that none of them likes paperwork; Ghost might not be reading them at all. So you try your best not to joke about the state they're currently in, but what can you do? You love annoying them.
"Such hardworking gentlemen," you say as you seat yourself on one of the chairs placed around the big desk. Soap lets out a breathy laugh. "I'd love to say the same thing about you."
"I am hardworking! Don't be mean," your fingers quickly move over the files, and as you quickly read the brief information on the cover, you start to categorize them: new recruit files, mission files, and so on. "You're just jealous because you can't read as fast as me. That's why it takes you guys too long to finish those damned papers."
"You seem very willing to show us how fast you can read, Vexen," Gaz speaks up and gently pushes a paper to your side. You look at it from the corner of your eye. "Typical permission paper. It outlines what the cooperating party will cover in the event of a potential hazard, as well as our duties and responsibilities. You signed five similar documents like this last week, don't you remember? Just sign it and move on to the next. It's for the procedure."
"That's Vexen for you-she never ceases to surprise," Soap comments, and Gaz laughs lowly. As you hand him the paper back, Gaz quickly signs it and moves on to the next paper.
Out of the three, Ghost is the quietest today. He seems really intrigued by the file he's reading, and you cannot help but feel curious. He doesn't even lift his head up; he just keeps reading it with utmost attention. You decide not to intervene and busy yourself with the files you have. But the curiosity slowly eats at you. Ghost rarely seems interested in any of the files he's given, so that's a first.
"I'll bring everyone coffee," you murmur under your breath, but the room is so silent that it can be easily heard. As you push the chair back and get up, Ghost does the same. "I will help you," he simply states and walks to the door. You're glad that he is coming with you, as you have the opportunity to ask him about the files. As the two of you make your way to the kitchen area, you decide to finally break the silence.
"I think you've got something really interesting in your hands, Lieutenant," you say with a slight smile. "May I ask what the files contain?"
Ghost looks at you from the corner of his eye, and you wonder what expression he's wearing under that mask of his. You can feel his intense gaze as he rests against the counter. As you pour the coffee into the cups, you start to feel a bit impatient, hoping for an answer.
"Well, if it isn't Vexen asking me for some classified information," he says, leaning more against the counter. "I'd love to tell you, but then I'd have to kill you. And I'm not sure I'm ready to part with that pretty face just yet."
He effortlessly grabs two cups, making them look small in his large hands. For a moment, you find it amusing and want to laugh. Your gaze lingers on his bare arms, appreciating the tattoos he rarely shows. Whenever you get the chance to study his features, you never waste it. His eyes sparkle with a mischievous glint, clearly visible to you.
"But I can assure you, Vexen, it's a mission that requires a lot of... acting," he continues, emphasizing the word. You let out a soft, breathy laugh, realizing he's proving you wrong with his high spirits. You had assumed he felt intrigued yet irritated, but his playful banter means there might be good news. At least, you hope so.
"You could've just told me what it was instead of making me wonder more and more," you say as you take two cups and turn around to face him. Ghost's figure is well-sculpted, with broad shoulders and thick biceps. Even in his uniform, you can easily make out the outline of his strong physique.
You both remain in the kitchen, waiting for him to share what he knows. You search Ghost's eyes for any hint of a feeling beyond mischief and interest, but he's skilled at hiding his true emotions, and you can't decipher anything more.
"Where's the fun in that? I enjoy seeing you wonder and squirm," he teases, his voice low and husky. Well, what can you say? It took a lot of time for Ghost to trust you, but once he did, you two became known for your playful bickering. "Plus, it's more exciting this way, isn't it? Keeps you on your toes."
"You're not funny, Lieutenant. I can just run back to the meeting room and see the files myself."
He scoffs, as if to challenge you, but both of you know that you won't do it, especially with two cups of coffee in your hands.
"Well, if you really must know," he continues, his tone becoming more serious. "We're going undercover as a married couple."
A married couple.
For a mission.
A married couple?
You initially brush off his words as a joke, laughing it off from deep within your chest, not believing a word he says. But Ghost doesn't join in the laughter, and his stiffened posture makes it clear that he's serious.
"Oh," you murmur, completely surprised now. "You're not joking. You're being dead serious," you whisper to yourself, and Ghost doesn't hold back from confirming it.
"Congratulations on your amazing discovery, Vexen."
"Shut up," you scold him, your voice void of anger, just pure astonishment. "That's a first. Isn't it normal for me to react this way?"
"But why? You've gone on undercover missions your whole life. Why is this so hard to believe?"
"Because I've never had to pretend to be married before," you explain, furrowing your eyebrows slightly. "You seem like you've had your fair share of marriages."
"Wouldn't you like to know?" Ghost responds, genuinely intrigued by the mission. You can't help but feel slightly irritated by his nonchalant attitude towards the situation. How can he remain so calm and not freak out right now? A marriage? Sharing a home, possibly even a bed...
"I actually don't, really," you say, turning on the heels of your boots. "The coffee's getting cold. Let's head back."
You don't continue the conversation, choosing to remain silent. Usually, you're good at multitasking, keeping your thoughts from tangling too much, but on this occasion, you fail to do so. Your mind is a mess, flooded with countless possible and impossible scenarios.
Perhaps getting on each other's throats would be the best outcome... but then again, what would be the worst?
Your head spins, getting dizzy from overthinking it all. Without uttering another word or glancing at Ghost, you make your way to the meeting room and hand the cups to Gaz and Soap. Ghost follows behind, placing the cup of coffee in front of you along with the mission file, without saying a word. You accept it, as silent as him, and begin to read it carefully.
Ashbourne Family, no kids. They've been married for eight years, and they tried to adopt a baby boy once but then decided not to proceed with the adoption. Yara Ashbourne is 35 years old, while her husband Ruben Ashbourne is 37. They met in college and married two years after their graduation. Ruben Ashbourne started working for AmmoWare first, and later his wife was interviewed for a position in the company. She began working there almost nine months after her husband.
It is believed that they are entrusted with highly important intelligence, but they are also aware of potential threats and therefore live in complete seclusion from their environment. Although they are a social couple, they only spend time with their colleagues.
Approaching them, gaining their trust, and infiltrating the company are crucial objectives in this mission. Your priority is to gather all the possible intelligence listed below...
The file is so thick that you suddenly feel threatened. Since they have been chosen by the company, they probably know that someone might come for this intelligence. Gaining their trust will be difficult, especially because they only socialize with their colleagues. They previously attempted to adopt a boy, but later reversed their decision. What prompted this change? Did the company exert pressure on them? Or did they anticipate difficulties after eight years of marriage?
As if Ghost hasn't left you with enough questions, more doubts are added to the mix. Without lifting your head from the files, you reach for a pencil and a piece of paper to jot down every detail you deem important. Only when the weight of someone's intense gaze becomes overwhelming do you finally raise your head. Across the table, Ghost is already looking at you, his mask resting above his nose as he takes a sip from his coffee. He remains silent, merely observing you, and you do the same. Your eyes lock for a moment before you release a deep sigh of resignation and return to working on the file.
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fixfoxnox · 1 year
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My guy, my dude, my man
What do you think would've happened if Roach actually fell in love with Makarov like actually betray the 141, I've been thinking about it and the absolute *angst* it would cause.
Sorry if the grammars bad, English isn't my first language
Okay, initially I was gonna answer this as a drabble, but then I realized you were asking specifically about the fall out of that and not for a genuine Makarov x Roach drabble 😭 and writing something about the fall out would definitely be way longer than a drabble lol, so we'll do this instead:
So I'm assuming we're talking like he goes to Makarov with the same plan in mind (Price isn't actually dead and all that) and ends up falling for Makarov and switching sides while he's there.
First off, I think he wouldn't tell Makarov about his feelings or the tracker. I think, at first, he would still be wrestling with himself on his feelings and if he actually wanted to betray the 141. Because, no matter his feelings for Makarov, I still couldn't see him wanting to hurt the members of the team?
So I think the raid starts, he kills Petrov and is rushing to the airfield. He forgoes communication with the 141 so they have no idea where he is outside of the tracker. He gets to the airfield, see's the chopper get shot down, Makarov approaches him the same.
Roach tells him what he did, Makarov responds the same way he does in the fic. But this time, when Makarov tells Roach, "Take the knife from your belt and cut the tracker from your wrist," Roach does it without hesitation.
Obviously Makarov is a little surprised because he definitely expected a fight out of Roach, but he's not one to look at his sudden compliance too harshly, so he orders Roach to come with him to a vehicle near by and they leave and go to an underground safe house to wait out the raid.
As for the team. The raid comes to a close, they're all exhausted but they haven't found Roach yet. They follow Laswell's directions with the tracker to the airfield and realize that Roach isn't there. I imagine they would assume that Makarov found out about the tracker, cut it from Roach, and essentially kidnapped him again. So now their new goal is to find Makarov and "rescue" Roach.
Meanwhile, once Roach and Makarov move to a more permanent new base, Roach gets his punishment (similar torture to before probably) and somewhere along the line of healing and being helped around by Makarov, he kinda just lets his feelings slip and kisses the guy (it helps that he can see how bad Makarov wants him).
I think I've mentioned on a previous post, but once Roach has fully given in to Makarov, the guys obsession and love grows like extremely rapidly and turns into a very "I need to protect him. No one else needs to see him. He's mine and mine alone." Type of thing. So I imagine he slowly starts letting Roach out less and less until eventually Roach is just confined to either his room (when people are visiting) or the house (when no one else is there).
So what you would probably get, is the 141 who are searching for Roach and can't find him, and they would inevitably have a run in with Makarov who takes the opportunity to taunt them:
"Looking for your Insect friend? I could tell you where he is, but you might not like it."
"What have you done with Roach!"
"Nothing that he didn't let me. He makes such a happy little bed warmer, I must thank you for delivering him to me, Captain Price."
Of course, the team naturally assume that he's forcing Roach and double their efforts to find Roach and Kill Makarov.
Meanwhile, Makarov and Roach are just kinda...happily doing their thing? Like Roach doesn't ask about the 141 or what Makarov is doing outside of the house he's been confined to, because he knows he probably won't like it. And Makarov doesn't tell him any of that, because he knows that Roach won't like it.
I imagine Makarov doesn't tell any of the ultranationalists that Roach is the reason the raid happened. If he did, no doubt a lot of people would be demanding Roach's head. So Roach really just chills in a house/room under 24 hour surveillance.
Obviously it isn't a healthy relationship and there is very clearly some stolkholme syndrome going on, but no one is going to say shit to Makarov or Roach about it.
I think it would take a long time for the team to actually catch up with Makarov/corner him. Like a few years at least. So like maybe three years later they finally kill Makarov and are able to pinpoint where Roach is being held.
Assuming that, at this point, Makarov no longer had the poison trackers on them because he could trust Roach. The team would get there and Roach would be freaking the fuck out and one of them would try to calm him with a:
"Its okay Roach, Makarov is dead, he isn't going to hurt you!"
And Roach just fully like loses it and either collapses from stress or has to be knocked out. The team, rightfully so, assume that Roach is dealing with some major stolkholme syndrome.
Roach would probably get discharged from the military and placed in a care facility to help with the healing process and ensure that he doesn't hurt himself/others. The team still come to visit him.
And, because I'm a sucker and this fic will and would always be angst with a happy ending 😠, he eventually starts coming back to himself and recognizing how fucked up what he was put through was.
He's seeing more of Soap and Ghost and he's being reminded of their love and their relationship from before everything happened. He's falling back in with the 141 as his family. He really just starts making good progress and everything.
Eventually he gets released from the facility once they think he's stable enough. He's still going to therapy and still struggling, but he's able to really start living again. Which includes himself, Soap, and Ghost giving things another shot.
And yeah, he just kinda becomes like Jackson where he's dating guys in the military, visiting base a lot, and has a lot of friends there. He's the 141's little guy and they just protect him even around still doing missions and he, Soap, and Ghost get to live happily ever after.
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The Incomplete History of Secret Organizations - How to Crack the Code
Now that Season Three of A Series of Unfortunate Events has aired, I feel it’s about time to finally tell y’all the Code from The Incomplete History of Secret Organizations- for those of you who can’t get the book, haven’t read it yet, can’t figure out the code, or who just don’t wanna spend time finding it out yourselves. 
On page 188 of The Incomplete History of Secret Organizations, the key to cracking a code sprinkled throughout the book is provided: 
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WARNING → THERE IS A SECRET MESSAGE IN THIS BOOK
You may have noticed a cross-referencing technique that appears throughout these pages, looking as such: (See: Notorious Researchers, pg. 30). This device is a helpful way to direct readers to relevant information that can be found elsewhere in a text. 
It is also a handy way to send a secret message. 
Every librarian knows that books contain secrets, and hiding a secret message in the pages of a book is a frequent VFD tactic. Volunteers who cleverly cross-reference will discover the message, while their enemies, who rarely finish a book, remain unaware. 
If you have read this far, you may be wondering how to discover this message yourself. First read the book carefully, making note of any parentheticals shaded an unusual hue. This is no printer error; it is a key informing you that part of the message can be found on the suggested page. Follow the references and locate the letters colored a corresponding hue. These letters are scrambled, not unlike an anagram. Once you have unscrambled the word, write it on the color-coded line of this telegram. Completing the telegram will reveal the answer to a question that has stumped philosophers, police inspectors, and even Lemony Snicket: 
What comes after the end of The End? 
Next to this description is a photo of a telegram, which is fourteen words long: 
___ ____ __ _______ 
____ ___ __ _____ 
____ ____ _____
__ _____ _____
And, indeed, each word is underlined in a different color. 
Now... onto cracking the code.
As referenced, there are occasional cross-references in the text. And sometimes, the See: is in the color you need to look for. 
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If you follow each See to its corresponding page, you’ll find letters scattered across the text that are in the color you need to find. These letters make up each word. 
Word-by-word, let’s see what we can find: 
The first word, in dark purple, is on page 133: The Reptile Room. To be honest, this is the hardest word to find: the dark color is very close to the color of the actual text. There are three letters here, in the following sentences: 
You always want to do something new, but at the same time, I wanted to see if there were clues I could integrate into the design. 
This flips it so the priority is the reptiles, and his own living space is sort of diminutive. 
And in “The Reptile Room,” [Monty]’s delighted to share his world with these kids. 
otw
The second word is on page 99: Toupees for Toddles, in an orange-ish color. There are four letters, which can be found in the following sentences: 
“Well, we can’t put a wig on a baby.” 
It’s one of the oddest things I’ve ever done in my career, applying a little wig on a baby. 
When we started the second season, Presley had grown her hair long enough that we could actually create the ponytail with here own hair, which was a relief. 
ests 
The third word, in a hot pink, is on page 130: Mr Poe’s Office. There are only two letters, which can be found in the following sentences: 
It can be goofy, but it’s never goofy-stupid. 
He’s the guy that’s literally standing between Olaf and the Baudelaire fortune. 
of
The fourth word, on page 110: How to Dress for a Masked Ball, in a gray-blue color, can be found in the following sentences, with seven letters: 
The flashback that opens “The Carnivorous Carnival” is set at a Venetian-style masked ball, where masks conceal a number of familiar faces. Cynthia Summers designed each mask with the character in mind, including Dr Orwell’s “eyeglasses,” a Medusa-inspired snake mask for Uncle Monty, and theatrical comedy/tragedy masks for the Snicket Brothers. (Jacques wears the comedy mask, while Lemony, of course, is tragedy.) The ball also marks the first on-screen appearance of the mysterious Beatrice, described in the script as “a beautiful woman dressed as a dragonfly.” 
eidnrsf
The fifth word, four letters long, is on page 45: Olivia Caliban/Madame Lulu, is in gray: 
A dangling thread from Season One was a certain book on secret organizations discovered by Justice Strauss - a book whose title will be familiar to anyone reading this. 
Still, they liked the idea of a character finding The Incomplete History of Secret Organizations and having the book change your life, as it will no doubt change yours. 
While the book’s version of Olivia is a veteran agent of dubious morality, the show reinvents her as a noble school librarian struggling against institutional corruption. 
There, disguised as Madame Lulu, she fulfills her mission of passing the book to the Baudelaires - and sacrifices herself at the lion pit to save their lives. 
jtsu 
The sixth word, colored light orange, is on page 109: How to Dress for a Career in Food Service. The three letters can be found here: 
Author Daniel Handler explains that the VFD agents we meed in the show are the types of people whom children notice by adults overlook. 
You’re going to notice things that are invisible to the adults talking over your head. 
Take a good look at the restaurant’s terrifying logo. 
uto
On page 141: The Miserable Mill is the seventh word, in two red letters: 
“The Wide Window” left us with no more stage space, so it forced us to shoot the mill at a real location, an old dock building which we then tried to make look like a stage. 
Klaus comes back from the eye doctor, but he isn’t quite himself. 
fo
The eighth word is on page 97: The Real Sugar Bowl. There are five light purple letters: 
According to Esme, it was stolen from her by Beatrice, and according to Olivia, it may have been the reason for the VFD schism. It’s not the first sugar bowl to play a vital role in a work of classic literature (interested parties may seek out We Have Always Lived in The Castle at their local library), but Daniel Handler muses on another possible inspiration: “There a whole sugar scene in the movie Midnight (See: Snicket, Jacques, pg 44) that must have seeped into me when I was a child. Somehow I think that was one of the sugar bowls of literature that ended up sneaking in.” 
The existence of four identical sugar bowl [props] may be of interest to Esme Squalor, or at least her actress, Lucy Punch, who requested to keep one when the series wrapped. “My character was so desperate for it,” says Punch. “It seemed appropriate.” 
eahrc
The ninth word, in blue, is on page 172: The Carnivorous Carnival. There are four letters: 
There’s literally no program you can watch that’s any wierce. 
The aesthetic of carnivals and circuses is naturally creepy and absurd to begin with. And then you add the overlay of our material, where everything is filtered  through the Baudelaires, so the sets are designed to be seen as if you’re a vulnerable child glimpsing this horrible world and trying to maintain hope. 
Count Olaf arrives at Caligari Carnival, where he hopes the fortune-teller can help him. 
wlli
The tenth word is on page 89: The Many Faces of Barry Sonnenfeld. There are four green letters: 
and in “The Vile Village,” he’s the fire chief posing with his Dalmatian int he firehouse-turned-saloon. 
A common ancestor to our series’ interconnected families? 
Barry birthday is April Fool’s Day, and for his birthday, I decided to knock off a painting with him in it. 
We’re shooting the Hotel Denouement right now, and the whole hotel isi based on the Dewey Decimal System, and each floor is a different subject. 
eetm
On page 64-65: The Sinister Songs, you can find five magenta letters for the eleventh word: 
“I was a huge fan of the books in my twenties, and I  was also a huge fan of Barry Sonnenfeld, so to see those two come together and actually be a part of it was unreal.” 
Count Olaf introduces himself to the Baudelaires with this song and dance - ignoring the fact he’s already met them. Handlers says, “Singing is perfect for Count Olaf because he imagines himself so wonderful.” 
All of the dance numbers were choreographed by Paul Becker, who pulled double duty in the first half of “The Carnivorous Carnival”.
She’s had quite an exciting / Time on the road
agina
On page 24: Violet the Inventor, there are two gray letters for the twelfth word: 
But now those inventions, like the Baudelaire mansion itself, are gone. 
She promised her parents she would always look after them, and while Count Olaf’s schemes have put that promise to the test, Violet’s managed to stand strong in even the most unfortunate situation. 
on
Pages 116-117: Deciphering Code: Using the Dials of the Spyglass, has five purple letters for the thirteenth word: 
As a volunteer, you already know why and when the spyglass was created (See: Motion Picture, Pg 10) but we will briefly recap its history here.
A permanent mark has its advantages, since even the most absent-minded member rarely leave the house without their ankle (See: Peg Leg, pg 86), but it has its drawbacks too, particularly if the organization undergoes a schism, so that the same symbol that once stood for comradery and literacy suddenly represents treachery and pyromania now that it is inscribed on the ankles of your enemies. 
But just as a movie might be more than a movie, a spyglass can be more than a spyglass. 
Critics called these films terrible, which was the point: Sebald wanted to ensure that no one would want to see them besides other volunteers, who would be more interested in their secret messages than their artistic value. 
The cinema’s projectionist assigns the film a production code made up of a unique combination of numbers and symbols. 
riynb
The fourteenth and final word can be found on page 32: Who is Lemony Snicket? There are five pale green letters: 
He is currently investigating the lives of the Baudelaire orphans,  though his reason for doing so is unknown, as are his whereabouts. 
Mr. Snicket can be identified by his dry wit, his tailored suits, and his ankle tattoo, as well as his tendency to launch into wordy monologues containing Very Frequent Definitions. 
But when developing the series for Netflix, Barry Sonnenfeld and Daniel Handler independently felt that their Snicket should be seen as well as heard. 
And they both independently thought of Patrick Warburton, a frequent Sonnenfeld collaborator whom Handler had loved in a little-seen film called The Woman Chaser. Volunteers who track it down will note that it features Warburton speaking to the camera in a suit and a deadpan style that one might call Serlinig-esque - or Snicket-esque. 
haebc
The Code
So now we have all the words:  
otw ests of eidnrsf 
jtsu uto fo eahrc 
wlli eemt agina 
on riynb haebc  
Which do not take a long time to unscramble... 
What comes after the end of The End? 
Well, it turns out... the code is a couplet... 
Two sets of friends, just out of reach 
Will meet again on Briny Beach.
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wickedbananas · 6 years
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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What Every Christian Should Know About Divorce
The Definition of Divorce
The word translated “divorce” in the New Testament is “apostasion”, which means, “a defection”. Imagine a soldier who has been enlisted and drafted in the army, who runs away without permission. He is a defector. If he is arrested he is likely to be shot. The dictionary meaning of defect is “to forsake a party”.
The Scriptures on Divorce
Therefore shall a man leave his father and his mother, and shall cleave unto his wife: and they shall be one flesh.
Genesis 2:24
But I say unto you, That whosoever shall put away his wife, saving for the cause of fornication, causeth her to commit adultery: and whosoever shall marry her that is divorced committeth adultery.
Matthew 5:32
What therefore God hath joined together, let not man put asunder.
Mark 10:9
For the woman which hath an husband is bound by the law to her husband so long as he liveth; but if the husband be dead, she is loosed from the law of her husband.
Romans 7:2
And unto the married I command, yet not I, but the Lord, Let not the wife depart from her husband: But and if she depart, let her remain unmarried, or be reconciled to her husband: and let not the husband put away his wife.
1 Corinthians 7:10,11
Yet ye say, Wherefore? Because the Lord hath been witness between thee and the wife of thy youth, against whom thou hast dealt treacherously: yet is she thy companion, and the wife of thy covenant. And did not he make one?...That he might seek a godly seed...For the Lord, the God of Israel, saith that he hateth putting away:..
Malachi 2:14-16
Whose Fault Is Divorce?
(a) God places the responsibility of cleaving on the man. He leaves and cleaves (glues) to his wife.
(b) Divorce occurs when he is not able to cleave tightly enough to become inseparable.
(c) Marriage rests on the shoulders of the man, just the same way divorce also does.
(d) Whatever happens in the home is the man’s responsibility, although it may not be his fault.
Therefore shall a man leave his father and his mother, and shall cleave unto his wife: and they shall be one flesh.
Genesis 2:24
When man fell and God came to the garden, He first called out to Adam and placed the responsibility for eating the fruit at his feet. There were no questions for the woman.1
Complications of Divorce
God, generally, does not like broken fellowship of any sort. The concept of a broken home or broken lives hurts God.2
(a) An unending hurt is inflicted.
The beginning of strife is as when one letteth out water: therefore leave off contention, before it be meddled with.
Proverbs 17:14
(b) A bitter personality is created.
The spirit of a man will sustain his infirmity; but a wounded spirit who can bear?
Proverbs 18:14
(c) There is a permanent break-up of relationship/fellowship.
A brother offended is harder to be won than a strong city: and their contentions are like the bars of a castle.
Proverbs 18:19
(d) Destruction of happiness.
The thief cometh not, but for to steal, and to kill, and to destroy: I am come that they might have life, and that they might have it more abundantly.
John 10:10
e) A broken/wounded spirit and emotions:
i. Marriage involves emotions, so a breakdown leads to the tearing apart of soul ties.
ii. Both partners are often destroyed, sometimes beyond full recovery.
iii. Separation is the termination of a commitment with emotional involvement.
iv. Divorce is legalized separation.
v. A vow is unto death: Don’t make it if you are not going to keep it.
When thou vowest a vow unto God, defer not to pay it; for he hath no pleasure in fools: pay that which thou hast vowed. Better is it that thou shouldest not vow, than that thou shouldest vow and not pay.
Ecclesiastes 5:4,5
(f) Bitterness (long-standing and degenerate unforgiveness).
(g) Tremendous pain.
(h) A permanent scar.
(i) You will be handicapped. There are things you can’t do well anymore.
(j) Distress––similar to the feeling of bereavement that follows the death of someone close to you.
(k) Depression:
i. Caused by contrasting how you thought things were going to be for the rest of your life and how they apparently will be following the divorce.
ii. Depression stems from feelings of rejection which can lead to withdrawal from everybody.3
Difficulties of Remarriage and Singlehood
(a) You will probably encounter the same problems again.
(b) You will always wonder whether you could not have made your marriage work.
(c) The children will be greatly affected and may become social deviants. This is very common.
(d) You may always suffer from the broken/wounded spirit, bitterness and deep seated resentment, which will have a very bad effect on your spiritual and prayer life.4
Predisposing Factors to Divorce
(a) Adultery––when adultery occurs, it leads to mistrust and eventually a breakdown of the whole marital union.
(b) Unresolved hurts and offences leading to a state of chronic unhappiness and depression.
(c) Violence in the marriage––where one party resorts to violence and sharp abusive words to resolve conflicts.
(d) Childlessness––some people allow a situation of childlessness to degenerate into a break-up of the relationship.
(e) Long separation––where one spouse travels to live in another country and the other is unable to join due to inability to obtain the necessary visa.
(f) Interference from relatives and friends:
i. Too much parental influence and control.
ii. Too many dependents from extended family members.
(g) A bad attitude––a persistent and deliberate bad attitude that cannot respond to advice, rebuke, admonishing or entreaties from anyone, including the pastors.5
Notes
1. See divorce cases and causes analysed in Chuck and Barb Snyder, Incompatibility: Still Grounds for a Great Marriage (Sisters, Oregon: Multnomah Publishing, 1999), 225.
2. Charles Swindoll, Divorce: When It All Comes Tumbling Down (Portland, Oregon: Multnomah Press, n.d.), 6.
3.. Derek and Ruth Prince, God Is a Matchmaker (Grand Rapids, Michigan: Chosen Books, 2003), 141 - 4.
4. Alex Dan and Tremper Longman, Intimate Allies (Wheaton, Illinois: Tyndale House, 1995), 253 - 55.
5. These and other factors, when unresolved, may cause the marriage to so degenerate beyond the point of repair. Divorce then becomes the unfortunate alternative. See M. G. Mcluhan, Marriage and Divorce: God’s Call, God’s Compassion (Wheaton, Illinois: Tyndale House Publishers, 1991), 43 - 44, 87 -147.
by Dag Heward-Mills
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seocompanysurrey · 6 years
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
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Reign down on me - Part 5
Tumblr media
Pairing: Ghost x Hybrid!reader (eventual poly!141)
No use of y/n or mention of gender/race
Summary: Reader is a wolf hybrid in a world that treats them like second class citizens, given a horrible start in life after being thrown into the military with no preparation. After years of struggle, they're finally taken away from their base by Ghost, now a permanent member of taskforce 141 reader struggles to come to terms with the fact that perhaps there's a life there for them - if only they reach out and accept it.
Warnings: hurt/comfort, Angst, abuse mentions, self doubt, violent scenes
-🐺-
You fought back a sneeze, eyes going teary as your body pathetically fought the sand that had risen and invaded the wind. Suddenly you were finding yourself wishing for the ridiculous glasses that Ghost and the rest of the boys had been wearing earlier. Though you recognised that even if you had some of those monstrosities, it’d do you no good by that point. There was barely enough light to see by, the little half moon above was winking down and barely casting much of a glow over the night sky. 
Price had dragged you all into a briefing room earlier that day and gave you all the run down on a new target, Razin, a man suspected of manufacturing bombs for the militia you were after. From there you were shown pictures of him, raising your brows at his scrawny features, and given a little intel about the town you were now stalking through. Even at the time you’d quietly groaned at the mention of the little desert town, you hated having to put up with the sand getting caught in your fur and eyes, not to mention how it made it so much more difficult to scent things as well. 
The only benefit of the place was that the houses were small and usually that meant that there wouldn't be very much to sweep. That is if it weren’t built over a tunnel or extensive secret basement, which Price was heavily theorising could be a possibility. 
From what you’d been shown it was only supposed to be two floors tall, with a roof that allowed for people to be positioned on top of it, set against the backdrop of the rocky hills beyond. It was close to the outskirts of town but still enclosed by other houses, positioned on the side that crept nearest to the small river that snaked nearby before disappearing into the rocky outcrops beyond. It would’ve been a sweet little place if it weren’t owned by the chef boyardee of bombs. 
“Y’good, Pup?” Ghost murmured through the comms.
You looked over at the spot you knew he was positioned at, secreted away on the balcony to the right of you with his rifle, and huffed out a breath. Define ‘good’, you thought. It’d been a while since you’d been so far away from him. Now that you’d been hiding out by the open window for a few hours at least, you’d been blasted with sand and bored to death enough to make you want to cling desperately onto your handler’s leg and beg him to go home. 
“Affirmative,” you whispered back instead.
“Good. We’ve got movement on the road outside of town - you two might be set to move soon, so get ready.”
“Yes, Sir,” you answered. 
You rolled your tired shoulders and looked over at Soap, noting that his dark eyes were still flitting from the target location and to you, watching carefully like a fretful horse. He still looked barely more comfortable left alone with you than when you first arrived. The man had been none too pleased when Ghost explained his plan on arrival, frowning when he was told about your little team up. Couldn’t be helped when Soap was the best equipped to deal with explosives and someone had to play sniper and keep watch.
Of course Soap had continued to train with you in the week leading up to then, slowly getting better at not flinching whenever you got close to him. However he’d never had to be around you without Ghost as a buffer yet. Now that it was just you both in the small room across from the house, he was the most tense that you’d ever seen him. Not that he was trying to be obvious about it, he clearly felt he was being sly with his darting looks and slow sighs. For that you gave him some slack. 
“I’m thinking the window on the right side is the best entry point for me,” you said, looking meaningfully across at him. “I can sweep the first floor while you go around to the side door and I can make sure it's unlocked for you.”
“You wanna go in alone?” Soap questioned, narrowing his eyes at the house.
“It’s what war dogs are for,” you shrugged. “No point waiting for you to come in with me, I can get in and check the place out quietly before you come clomping in.”
“I don’t clomp,” Soap snorted, giving you a withering look. 
“Sure, tell that to all your heavy gear and your big boots. Trust me, if I go in and get a feel for the place then I can tell who or what we need to watch out for before we go sniffing out the target.”
“And you say ‘What’ meaning?” he questioned.
“Other hybrids, bombs, guns…etcetera,” you listed, shifting your sights to the window you’d pointed out.  
“You can tell all that just from going in and getting a whiff of the front room?” he asked dryly. 
“Well I can’t give exact information, but I can give a good guess. It’s just like when we’ve been training, if you let me get ahead of you then I can check the place out first and let you know what you’re up against. That’s how I keep myself useful.” 
“Ghost, you good with that?” Soap asked doubtfully, frowning over at the balcony from the corners of your vision. 
“The house has been quiet enough,” Ghost noted. “If Pup wants to go in first, I trust their judgement.”
“Pup’s way it is then,” Soap grunted, almost absolving himself of anything that might happen. “I’ll wait for you to open the door, furball.”
You nodded your head, forcing down your instinct to growl, keeping your focus on the window instead. You’d show him who was a fucking furball. 
This was it. It wasn’t lost on you that this job would prove to the team that you could be an asset - not just a stupid wolf that ploughed through training exercises. Someone that could be used as an effective tool if given the chance.
This was your chance. You anxiously ran your hands down your vest, breathing in measured lungfuls of air while you took stock of your inventory and grounded yourself. There were three knives held securely in the right side, new ones that Ghost had gotten for you ahead of the mission, and a small first aid kit and canteen stashed in the main pockets on your left. You were wearing your gloves, and your ear protection was on and looped round your ears, the rubber circlets had thankfully stopped feeling as aggravating against your fur now that they’d been on for a few hours. They always pressed up so uncomfortably against your helmet, though it was always better to face a little discomfort than being killed by a shot you might’ve avoided. 
“The car’s approaching the building, this is it.”
The old guard troupe would be coming out and a new one would be entering, however as the intelligence operatives had noted in their previous findings, the 2am group would never get to their posts on time. They'd opt instead to routinely drink and talk shit on the roof, presumably thinking that Eugene wouldn’t know about it, and would stick around for roughly a half hour before sluggishly making their way to where they should be - giving you and Soap time to get in, search for your target and hopefully get out before anyone was any the wiser. 
You heard the engine grumbling through the winding streets long before it reached the other side of the house, but as soon as the headlights illuminated the street over, they cut almost instantly with the noise. Doors slammed and snide voices carried out into the night, mingling together in two distinct groups, one set growly and tired and the others playful and light. It was impossible to make out exactly what they were saying, but you were sure that the group leaving were probably being very obvious about how happy they were to be getting the fuck out. 
“G’on, Pup,” Ghost murmured. “Make me proud.”
You shook your head and paid no more mind to the group on the other side, you were going to move forward out of view of them anyway. With Ghost’s encouragement strengthening your confidence, you were eager to press on. You nodded your head toward Soap as a ‘see you in there’ gesture and jumped out the window, stealing your way through the street and into the next window ahead. It was easy for you to spring up, tilting your tail a little to the left so that it wouldn’t smack against the frame.
As soon as you were inside you spotted the dancing shadows of the men toward the front of the building and found a decent hiding spot behind a side wall to wait in so that the new group of guards could pass by you. Your tail swished idly as you waited for them to come in and your ears twitched, listening out and rotating like little satellites as you took in your surroundings. The livingroom and kitchen were all one room, but there was a hallway to the bottom left that would allow entry into the house and up to the stairs beyond. 
The guard opened the door before long, letting the cool air breathe a sigh into the house, and luckily they trudged up the stairs in short order. Their steps were muffled and soft, attempting to be light so that their boss wouldn’t be alerted. You heard them all the same. Your ears could pick up so much more than any of theirs could, which means you knew the exact moment you were safe to launch yourself to the other side of the room and get the door for Soap. He raised his brows at you when you made a sweeping motion with your hand to welcome him in. 
“Love what you’ve done with the place,” he whispered. “How many guests we got?”
“We got about six men tonight I think. No hybrids - you’ll be glad to know,” you said just as quietly, grinning when you caught his guilty wince. “Can smell the explosives, think Price was right on his basement theory, they don’t seem like they’re upstairs.”
“Y’hear that Ghost?” Soap said, purposefully looking away from you. 
“Copy. I’ll keep an eye on the guards, you two track down that sly bastard,” Ghost answered, growly voice tickling your ears.
“Lead the way the way then, Pup.”
You nodded and lifted your head in the air, getting a good feel for the scent trail then turned toward the hall. The plastics clung at your nose and tugged you toward the stairs, but you knew beyond a shadow of a doubt that you needed to get below. Every instinct was telling you that you needed to go there, that someone’s steps had passed over them, but they hadn’t ascended. 
A soft growl tore itself from you. You needed to get closer to the source. You knelt down and took a tentative sniff of the floor, the steps creaked lowly like a clearing throat as you shifted your weight onto them. Bingo.
“The fuck are you doin’?” Soap hissed. 
You tilted your head up at him and smiled sweetly. 
“The nose knows,” you shrugged. 
“What’re you on about?”
Soap’s eyes were so wide you thought he might explode. You would’ve giggled if you weren’t conscious of how much noise you’d made already. No, it was important to try to be as quiet as possible in those next few seconds. 
You hooked your fingers onto the first step and pulled up, huffing out a breath as they turned out to be heavier than expected. Though in seconds the first three steps came away and rose up, revealing a concealed stairway below - leading down to the dingy basement. The smell continued through the shadows, air thick with that heavy plastic smell. 
“Fuck me,” Soap breathed. “You can smell secret entrances as well?”
“Oh yeah, they always smell fishy,” you smirked. 
“Jesus. Ghost’s humour is rubbin’ off on you,'' he groaned.
He had a point. Normally you weren’t one for pointless chatter, but you were in your element that day and after training so much with your new team you felt more relaxed than usual. Of course you weren’t operating under the assumption that Soap would be diving in front of bullets for you, but at the very least he had your back. 
“We’re heading underground, Ghost. See ya on the other side,” Soap noted, patting you on the shoulder just like Ghost normally would. 
You felt your tail give a slight swish against the backs of your legs. 
“Copy that, Sergeant,” Ghost confirmed.
Ghost was quiet compared to usual, focused on his targets you figured. It spurred you on to focus too. You quietly slipped forward down the stairway, nose raised in the air as you proceeded. Soap followed at your rear, quietly closing the stairway and bathing you both in almost pitch darkness. There was only a little light to see by, its source hidden round the corner. Things smelled and sounded clear, but nonetheless you braced, ready to duck and dive if you needed to. 
When you turned the corner however, there was no need for any quick exits. There was just another hallway with some candles stuck in hastily hammered in holders, the flames lazily flickering as the stale air kept them standing bolt upright. You frowned and pressed ahead, boots softly pressing into the runner carpets until you almost hit a chain, only just avoiding it as you’d caught the shine of it in the corner of your eye. 
You stuck a hand out to your left and kept Soap behind you, narrowing your eyes so that he’d know to be quiet. He caught on fast, not saying a word as you took another careful sniff around the air. Among the scent of burning wicks and aged dust there was something else, something earthy. There was a low droning sound as well now that you focused, a bassy groan that drifted through the walls.   
Hybrid, you mouthed. Attack dog. 
Soap’s eyes narrowed and he raised the pistol he’d unholstered from his side, the silencer reaching out into the hallway and past your body. You stepped off to the right and allowed him to push forward and round the corner, watching with dull interest as he shot the wolf man that had been resting by the next candle. After a soft pop sounded the man slumped off to the side and left a smear of crimson as he went, eventually thudding to the ground and rattling the chain once he reached the floor. 
“That’ll be the alarm system then,” you whispered. 
“Just him? There’s not anymore?” Soap asked, looking round warily for other signs of life. 
“Not that I can detect,” you said carefully, taking another cautious breath of air. “He’s in pretty bad shape though, probably been kept chained down here a while. Can’t imagine Razin would want the hassle of having to get by more than one hungry mouth on the way in.”
“Aye…probably not,” Soap said, lingering doubt heavy on his voice.
You turned and smiled to yourself, again wondering why the Sergeant was so afraid of your kind. He had a gun, two guns in fact - one strapped to his back. You and yours only had teeth and claws to defend yourself with. Every fight you went into was one that tipped your scales ever closer to death, yet he walked around sometimes like he was standing with the grim reaper himself when he found himself with you. 
There was no point getting caught up over it though. You advanced forward again and rounded another corner, this time greeted by muffled voices and sounds of implements working away. You getting closer. You were overwhelmed by the scent of a new person, baring your teeth at the thick coal like scent. It flooded your system and set your vision alight, peripherals shrinking as your wolf instincts came rushing forward. You were ready to attack, ears pinned back and tail sinking low. 
“Pick somethin’ up?” Soap murmured, voice sounding so loud in your sensitive ears you wanted to snarl at him. 
However, knowing your target was so close by, you silently turned instead and let Soap get a good look at your face. He seemed to visibly pale when his eyes met yours, but quickly remembered himself, raising his gun and holding his position behind you. Had you been more lucid, you’d have congratulated him for not flying off like a scared bird. 
However, you walked forward instead, sticking close to the walls and keeping yourself on high alert. It wasn’t long until you were greeted with the sight of a new entryway and the drowning scent of explosive materials. Your entire head was on fire, every little instinct screamed danger, but you followed your training and ignored the rising need to get away.You peered around instead, widening your eyes as you saw Razin right in front of you. He was working away with his back turned, too distracted by whoever he was speaking to on his tablet to be able to pay any attention to either of you. 
Soap slunk next to you and looked around, mouth set in a grim line as he sized up the target. All around him, littering his workshop were multiple prototypes, tons of different kinds of bombs that Soap would know far more about than you. The only thing you knew for sure was that you’d have to be quiet, take down the target as fast as possible - that was the only way to know none of them would go off. 
Soap gently patted your head to get your attention. Wait, he mouthed. 
You wanted to snap at him, mouth watering in anticipation of a bite, eyes narrowing as his hand drew close to your throat. However you wrenched yourself away from him and breathed out as quietly as you could, anxiously glancing between Soap and Razin as you waited for your ok.
It took every ounce of self control just to stand there. Soap didn’t look like he was in any rush to let you move. He listened to the conversation instead, jaw set and head tilted while he kept you suspended in the shadows, right on the precipice of an attack. You just wanted to go, needed to fly through the room and tear at something. 
The conversation between Razin and the deep voiced stranger on the ipad drew to a close before you lost it, ending with Razin cursing before swatting at the tablet and sending it flying. You followed the movement with your eyes and turned to Soap, almost barking with glee when he tightly nodded and gave you the go ahead to go capture your target. 
You had no clue what curses Razin was shouting when you landed on top of him, but you could hazard a guess that they were some of the worst profanities he could muster. His face scrunched in fury and his whole body flailed as he fought to get you off of him, but no matter what he did, he couldn’t shake you off. 
Your main priority was ensuring his hands couldn’t reach for anything and set something off, so as you secured yourself over him, you bit harshly into one of his arms and growled when he swatted at you with his other hand. Before he could do any real damage Soap came to your aid and wrenched Razin’s free hand behind his back, securing it in a cuff before taking the other arm from you and settling the other cuff round that one. 
“Release,” Soap commanded, voice wavering as he caught your eyes.
Your vision was almost completely darkened, indicating to the last sane shred of you that you’d gone nearly completely feral. Every limb in your body shook and your back felt like a lightning rod as the familiar instinctual tremble worked its way through you. Maddox’s voice rattled in your ear, the ghost of him ever present when you found yourself losing to the wolf. You are an attack dog, you will bite, you will kill, this is the only way to survive. Bite mutt, kill! Do what you’re meant for, dog!
“Pup,” Soap said carefully, trying to maintain eye contact. “You good?”
You growled in response, watching with displeasure as Razin continued to struggle beneath Soap. You wanted to put a stop to it. Not part of the mission, you reminded yourself, internally struggling with the angry beast inside your head. Need this one alive. 
“Pup,” Soap said again, voice a firm roar. 
“Yes,” you snarled, shaking your head and backing off. “M’fine. Lets go.”
Kill, mutt! 
You shook your head again, walking forward and dispersing any last traces of Maddox, fighting to regain control of yourself. Normally you weren’t so prone to falling back so badly on the wolf instincts, as much as you often did use them to get in the right headspace you were usually still in control of yourself.
Now you felt untethered. It felt as though any threat to you and the team had to be treated with the utmost hostility. And Razin was a threat. It had you frowning back at Soap, watching as he struggled to force Razin forward while his feet tried to plant against the floor. You growled when Soap was knocked back by him. 
Protect. Mine. Kill threat. 
You almost stopped in your tracks when the thought hit you. For once it wasn’t Maddox’s voice spurring you and forcing you to do terrible things, this wasn’t any outside voice at all. The low growl that rushed through your head like a chemical injection was your own. Normally your instincts kicked in for self preservation,your body doing whatever it needed to in order to get through a job alive. Now they were directed at Soap, more specifically, towards ending the struggling and kicking from the man he was holding. 
“I’m going on ahead,” you said, voice pitching up as you rushed forward. 
If you spent anymore time looking over at Razin and his flailing feet you were going to kill him. It wasn’t a speculation, it was a certainty. One that had you wide eyed and running terrified down the hall. 
You reached the top of the stairs in record time, pausing at the closed exit to listen out for anyone that might be coming down on the steps above. 
“Ghost, we’ve secured the target. Are we good to exfil?” you rasped, hearing Soap cursing as he manoeuvred the hallways a lot slower than you did.
“The men are finishing the last of their drinks, one of them went down already. You’ll need to take him out and get out of there as fast and quiet as you can,” Ghost supplied, voice level as usual.
“I can manage that. Soap, I’ll go find Razin’s buddy. You good to get him out?” you asked, looking back into the darkness for your answer. 
“I’m almost through the hall, fashioned a little gag for the bastard so I reckon we’ll be good on the staying ‘quiet’ part. Go ahead, Pup, clear to move,” Soap answered, voice echoing through the halls and on your comms. 
“Alright then.”
-🐺-
You were shaking terribly by the time you made it back to transport. Razin was properly secured now, hooded and gagged before being taken away to another section of the hold with an armed guard. He was safely out of view from your stabbing glare. Meanwhile Ghost and Soap ushered you toward the opposite corner, serious looks in both their eyes as they exchanged low whispers. 
Your head was filled with cloying fog. All you wanted to do, for whatever reason, was to get close to Soap, but you feared him retaliating too much to be able to do it. You wanted to make sure he was alright, but even you weren’t sure why you were so obsessed about it. It was Soap afterall, he was a highly trained SAS soldier, he was fine. 
Not to mention, when he’d seen your blood covered face come into view behind him in the safehouse, he’d almost screamed bloody murder. The last thing he needed was you to go barreling up to him. You swore you could hear his heart thumping even when you stood just across from him, it beat so loudly. It hadn’t eased much since then and getting to the plane either.
Mine. Safe? Hurt. 
Your chest held a small flame, body keeping it roaring as you anxiously wanted to check Soap over. You could smell his blood, could smell the copper tang that was corrupting the soft sage of his usual scent. It burned at your nose and caused you to whine when you got close. Ghost’s hand prevented you from getting nearer. 
“Pup,” Ghost said softly. “Pup, can you look at me?”
You tore your eyes away from Soap and dutifully looked up at Ghost. His face was still covered by his balaclava and his eyes were darkened from the black paint. You huffed as you focused on his pupils, taking in the spiced citrus and the sound of his infectiously steady pulse. 
Your panting breaths eased. 
“You did good, Pup. Kept Soap safe and took down Razin and got that guard. You did a very good job,” Ghost rumbled, petting between your ears as he normally did. “Can you come sit down for me?”
You nodded, feeling almost in a trance as you complied with his request. You sat on the solid bench next to your Lieutenant, stopping to anxiously look back at Soap, until Ghost firmly gripped your jaw and tilted your head back to him. You whined. 
“Shh, Pup. Shhh. Just give me your attention for a sec, ok?”
You gave him a little growl, but as soon as the look in his eyes hardened, you hushed up immediately. Have to be good for him, you thought to yourself. You closed your eyes for a second, and continued to work on your breathing, calming down with each evening heartbeat. Ghost watched you the entire time, never letting his gaze wander even for a second. 
“Good, Pup,” Ghost praised after a moment, making sure to pet your back and over your ears. “That’s my good Pup, listening so well. Now…Can you tell me what’s wrong?”
You froze at his question. Biting your lip when you knew he wasn’t going to let you get away with a lie. 
“Soap’s bleeding,” you said simply, finally letting your eyes drop down to the floor. “Want to know he’s ok.”
Ghost tipped your chin back up with his hands. You could see his eyebrows were raised under the mask. You desperately wanted to look away again, but Ghost wouldn’t allow it. Soap snorted from behind your shoulder, he was still standing away from you both. His nervous steps across the metal were like their own heartbeat in your ears.  
“I’m fine. The fucker bashed my nose in while he was strugglin’,” Soap explained. “A wee bit blood is nothing to get so upset over.”
You whined. You already knew logically that he was fine. It wasn’t your logical mind that was worked up though. Otherwise you’d be able to actually explain the problem to Ghost. However, as it was, you had no idea what the problem really was. All you knew was that Soap had been bleeding and you were absolutely beside yourself with worry over it. 
Ghost seemed to have an idea though. He nodded to himself and petted your head for good measure, giving you a reassuring squeeze on your shoulder before he went to his pack. You watched his movements, cataloguing every step he took, trying to work out what he was doing. Sometimes when you got too worked up you’d get sent for a sleep, injected with a cocktail of drugs to force some calm into you.
Was Ghost going to knock you out?
You watched carefully as he pulled what looked like a bottle of water and a cloth from his bag instead. He untwisted the cap and carefully wetted the cloth, not letting too much liquid flood the material before he turned back to you. 
“Stay still for me, darlin’. Keep your mouth closed,” he ordered.
You frowned, not sure what he was about to do until he began wiping at your face, smoothing the cloth over your skin until it turned red with the other men’s blood. He was cleaning you. The realisation had you untensing yourself and for a few moments longer you sat still and let Ghost work his magic until your face felt clean and light. All the grime was gone, your skin felt a little raw, but still it was better than before. 
“Soap, you trust me don’t you?” Ghost said, putting the bottle down and looking over your shoulder.
The pacing behind you stopped. 
“Not when you bring it up like that,” Soap retorted. 
Ghost rolled his eyes.
“Come sit down.”
“Why?” Soap asked suspiciously. 
“Just come.”
It took a second, but soon Soap complied, coming to rest beside Ghost. Ghost wasn’t someone to argue with, even to other humans. You saw Soap now, pupils dilating so quickly that you could feel your eyes actively adjusting to shut out light. Oh no, not again, you thought. You were losing yourself to instinct, wanting to surge forward and get closer - wrap yourself around him like a scarf. You looked away, trying to lessen his horror (and yours) as he shifted back a bit to get some distance. 
“Soap, you’re not gonna like this…but please trust me,” Ghost said, bringing you close to his armoured chest. “I need to ask you to do something.”
You gratefully wrapped yourself round him, only barely able to get your arms fully round his vest so that you could hug into the man like he was your only source of warmth. It helped. Fully shutting your eyes against Ghost’s black tac gear and trying to distract yourself from the man next to him was the next best thing to whatever your instincts were screaming at you to do. 
“Spit it out,” Soap said through gritted teeth. 
“I need you to take Pup and let them…well essentially give you a hug,” he said awkwardly, clearly unsure of how to ask.
Soap snorted out a dark laugh and you were sure if you looked up you’d see a disgusted expression. 
“I don’t think nows the time for having a fucking laugh, LT.”
“I wouldn’t suggest it if I thought you were in any danger,” Ghost said, voice taking on an edge as his body stiffened under you. “I wouldn’t ask if it wasn’t important either, I don’t want to hurt you. You know that.”
“Ghost, look at their fuckin’ eyes, I don’t see why-”
Soap stopped before he could finish, huffing through his sentence like he’d been asked to diffuse a bomb with five seconds on the clock. Your ears flicked as you picked up a new sound filling the space, something soft and forlorn that rattled through you.
Your own sobs, you eventually realised.
You were losing yourself again, you hadn’t even realised you'd started crying. It became more than evident as the hot tears drifted down your cheeks.
“Pup, it’s ok,” Ghost said gently, stroking your ears. “Shh, you’re ok. Why’re you cryin’?”
You shook your head, head feeling dizzier than if you’d spun in an endless circle. Words were too much. They were too human.
“Ey?” Ghost continued, smoothing his hand over your back. “What’s wrong?”
You shook your head again. Your body lurching with a growing dread. 
“If I-” Soap began, freeing on his words as he tried to figure out what to say. “If I take Pup…will it help…this?”
Ghost took a pause, trying to coax you from where you were squishing your face under his chin. 
“I reckon so,” Ghost said. 
Soap sighed, pushing you to cry harder. The only rational part left of you couldn’t be sure of why his reticence was so upsetting to you, but then again you weren’t even sure what had caused any of the upset in the first place. So many men had been hurt while you were with them, and most of the time you couldn't give a shit - the rest of the time you were happy even to watch them bleed or sometimes cry through some of the worst injuries. Now Soap had a bit of a nosebleed and you were practically choking as if you couldn’t take on air anymore. 
You couldn’t make sense of it. 
You especially couldn’t make sense of it when Soap switched places with Ghost and sat at your back, ending your little crying fit when he took you from your handler and held you to his front. Your sobs quietly retreated into your throat and your tears turned off like a tap had been yanked. Instead of breaking down, you focused on burrowing into his chest. Your body completely calming when you picked out the sound of his heartbeat and got closer to the fresh scent of sage, nuzzling your nose just shy of his collarbones. 
“What the hell…?” Soap breathed, body tensing as you finished getting comfortable. 
It took a little moment until he was able to slowly relax his muscles. His arms came first, settling around you, and then his thighs slowly dipped down. His pulse was the last to die down, beating insistently against your ears like a timpani drum before it gently became more of a wing beat.
You sighed contentedly and felt yourself getting very tired, closing your eyes just before your vision fully faded back into focus again. 
“You have no idea how much you’ve just helped,” Ghost said gratefully, voice sounding distant as you continued to float into what felt like a different plane of existence. 
“Are you gonna tell me how I helped?” Soap asked, voice sounding insistent as his heartbeat picked up again. “You tellin’ me that whenever one of us gets hurt that pup’s gonna need a bloody emotional support buddy to get through it?”
Ghost laughed throatily.
“Not likely,” he assured, leaning forward and stroking your back. “Learnt about this way back in training, but I’ve never seen it so strong so quickly - Pup’s pack bonded to us, but its not a secure bond right now. I’m guessing they got upset because they thought you being hurt and keeping your distance was like a rejection. Basically like you saying that they don’t need to be concerned about you getting hurt because you’re not part of the pack.”
“Well how was I supposed to kn-”
“You weren’t,” Ghost soothed, calming Soap down before you could properly stir again.
You hummed against Soap’s chest and frowned at his quickening heartbeat, attempting to slow it with a gentle nuzzle. Though it didn’t do much to calm him, so you soon stopped and found that worked better instead.
It was only when you went still that they resumed talking again.
“So what does pack bonding mean?” Soap asked, sounding unsure as he shifted around you. “Pup doesn’t even know that much about me and now we’re in this- a pack.”
Ghost chuckled at that, the material of his clothing loudly buzzing at your ears as he shook. 
“It’s not like a forced marriage Johnny, you don’t have to sound so frightened, it mostly just means their instincts’ll tell em’ to keep us safe. It’s probably down to all the protection work Price has had them doing while we’ve been in the beginning stages. Pup’s had a rough life, no ones ever cared for em’ like we have, even in the short time that’s been. Even when you’ve been handling Pup like a feinting nun, you’ve probably been nicer than most people they’ve met.” 
“Fuck you, feintin’ nun,” Soap spat, laughing despite himself. “You told me the other day I was doin’ well!”
“You have been doing well. Better than I thought you would,” Ghost said softly, a smile weaving its way through his voice. 
“Well enough to be in a pack apparently,” Soap huffed, absentmindedly running his hand over your back. 
You practically purred in pleasure at that, letting out a low happy sound in your throat. Soap startled, but still held onto you, hand freezing in place however. He clearly didn’t understand that the noise you were making was supposed to be something nice. 
“Why’re they growling at me?” Soap squawked. “What’d I do?”
“Relax! That’s not growling, not per se,” Ghost laughed, “It’s a good growl. Mean’s they’re happy. Untwist your knickers, you don’t wanna work Pup up again.”
“Fuckin hell…pack bonding…happy growls. What’s next? My poor heart could’ve done with a warning before having to hunt a terrorist and deal with all this,” Soap huffed. “And you say all this is because we’re nice? How bad has a life gotta be for a hybrid to wanna hug me? How’s this even helping?”
“It’s not about the hug itself. Being close like that is just letting them hear your heartbeat and get your scent. Pup knows you’re ok because you feel and smell healthy - that’s all they needed. It doesn’t help that the Branhaven arseholes condition them to surrender to their instincts on the field. It’s good when it comes to hunting people down, doesn’t help so much when they get all panicky because one of their own’s been bleeding.” 
“And they don’t train that out?”
“Wouldn’t have had to before. Like I said - we’re the only ones that’ve been nice to em’,” Ghost said, voice quietening when he said the next part. “We’re the only team that’s ever applied for guardianship in the entire time they’ve been working. They got stuck in the military when they were ten and got signed away under a DNN contract. Even though it’s only been a week, we’re all Pup has. It’s only natural for them to feel like this.” 
“What’s a DNN contract?” Soap asked.
“Do not notify,” Ghost said, the words making you whine softly  as you thought back to when it was first explained to you. “Means Pup’s parents didn’t want contact after they dropped them off. No phone calls or letters from them, no contact, no notice if they ever get killed or captured.”
“That’s fuckin’ bullshit,” Soap growled.
“Mhmm,” Ghost hummed, stroking his hand over your back again. “Such a sweet Pup too. Got us to be good to you now. Our good Pup, huh?”
You whined in agreement and settled into Soap fully, happily letting yourself drift off to thoughts of citrus and sage. Theirs, the raspy inner voice whispered - just before you could fully lose the battle to sleep. Mine. Theirs. Mine!
-🐺-
The next day, after the debrief had reached its conclusion, Soap asked Ghost if he could have five minutes with you. You’d bitten your lip, anticipating that he might want to chew you out for you’d acted with him, and sadly nodded when Ghost said he’d be waiting across the corridor in Price’s office for you. 
As soon as the door had clicked closed, you waited for the shouting to begin and wrapped your arms tightly round yourself, as if to keep your heart in your chest. Soap didn’t roar or hit the desk, or make any moves you’d been waiting for, not right away at least you’d figured. No, he gently tugged the seat in front of you out from the table and sat down across from you.
You peered over at him and felt your cheeks flush with embarrassment, still not completely past the fact you’d insisted on curling round him like a little lap dog. Things were a bit foggy from that day still. Ghost had had to explain on the way back to his that you’d succumbed to your instincts and Soap has helped you calm down, but sure enough once he had, you remembered what you’d done and felt deathly self-conscious. No matter how much Ghost had tried to insist that it was ok, you’d gone to bed that night without speaking another word.  
“Look, um…I just wanted to say I’m sorry,” Soap said nervously, arching his body down so that he could speak on your level. 
“You’re sorry?” you repeated, not sure you’d heard right. 
Did he mean to ask for an apology from you instead? You had no idea what he could possibly need to apologise for. As far as you were concerned his behaviour had been completely justified, you had acted like a crazy person. It wasn’t normal to need to sit and sniff people and hug them after they’d suffered a very common injury in the line of work you were in. Yet he still wanted to apologise to you? 
“Yeah,” Soap breathed, pursing his lips before he could explain himself. “I’ve been treating you like a threat when you haven’t deserved it. It’s not acceptable, I’m a grown man and I’ve been acting like a scared kid around you. So I just wanted to say I’m sorry.”
“Uh…” you trailed, not really sure how to respond. “Thanks?”
It wasn’t often that anyone apologised to you, especially not when they hadn’t even done anything that you deemed bad. For that reason, you were left scrabbling for something to say and unfortunately left wanting, letting the sentiment of gratitude hang in the air instead. Things were even more awkward now. 
“You don’t need to worry about yesterday as well…Ghost said you were feelin’ awkward and I-”
“It won’t happen again,” you assured, swallowing a thick lump in your throat. “I’ll get better control of myself.”
“Well, you weren’t really yourself, so…It’s fine. You had your reasons.”
It wasn’t fine. However you didn’t really want to disagree with him, so instead you nodded tightly and looked away from Soap instead. 
“I know you have your reasons for how you are with me,” you said softly. “Something to do with your scar, right?”
“How’d you…?” Soap trailed off, rubbing his thumb along the cracked keloid on his chin. 
He almost seemed to realise the answer to his own question as he did it. You nodded when his eyes widened. It was almost comical really, he seemed like he was caught doing something awful when it wasn’t even a big deal. You were used to people being distrustful of you, had had your own parents accuse you of being ready to turn into a rogue beast at any moment. Being feared wasn’t anything new.
“It’s fine,” you shrugged. 
“No, look…You should know - I don’t think you’re gonna do anything like this to me and even then that’s not really why I- It’s not- ugh fuck it,” he sighed, body growing heavy as he sat back in his chair. “My little brother was jumped by a hybrid when we were young. He was playin’ football in the street and ended up kicking the ball too far down the road. I was supposed to be watching him and I was too busy chattin’ to my friends and- well all I heard was him screamin’ bloody murder and when I got there he was knocked out and his arm had nearly been chewed clean off. I managed to get the wolf- i mean him off my brother, but then he turned and scratched me- tried to bite- I… well anyway - I got him away and my brother ended up in hospital for a long time and it was a really fuckin’ dark time for my family.”
You watched his impassioned expressions as he told his story and nodded along, wincing as he tried to use the right words to try and explain to you what had happened. He didn’t need to explain it to you, not really. He looked down right pained as he remembered back to what must have been an awful day for him. 
Now you both sat in the heavy silence of the now cavernous room. 
“I’m sorry that happened,” you said awkwardly.
“I didn’t tell you that because I wanted you to feel sorry for me,” he said in a reassuring tone. “I just wanted you to know I have some shit to work on, and I that I am trying to work on it. I don’t want you to feel any less a part of the team because of how I act. You’re just as much a part of the 141 as I am, don’t doubt it for a second.”
Your ears pinned flat to your head and your chest swelled with emotion. The drum inside your chest beat quickly out of time and you struggled for a moment, feeling a light tingling at the back of your neck. Part of you tried to convince yourself that it was all a mean trick, but just one look into his soft blue eyes told you that he was genuine. He really didn’t want you to feel bad.
“Thanks, Soap,” you murmured, fighting the lump in your throat just to speak. “That’s really kind of you.”
“Just the truth,” he grunted, trying to inconspicuously clear the emotion from his voice. “You should probably go get Ghost now, yeah? You’ve probably got some runnin’ around to do.”
You broke at that, nodding and letting your eyes clear of the growing wetness. Soap had only in the past few days started referring to your training as ‘running around’, and it was a fair way to sum it up, but no less insulting. Playfully insulting at least, the kind of thing  teammates would say. 
It made you smile then. 
“Yeah…” you laughed, slowly rising from your chair. “Best get to it.”
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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lawrenceseitz22 · 6 years
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
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Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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arthurjeffries · 6 years
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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Your Red-Tape Toolkit: 7 Ways to Earn Trust and Get Your Search Work Implemented
Posted by HeatherPhysioc
Tell me if this rings a bell. Are your search recommendations overlooked and misunderstood? Do you feel like you hit roadblocks at every turn? Are you worried that people don't understand the value of your work?
I had an eye-opening moment when my colleague David Mitchell, Chief Technology Officer at VML, said to me, “You know the best creatives here aren’t the ones who are the best artists — they’re the ones who are best at talking about the work.”
I have found that the same holds true in search. As an industry, we are great at talking about the work — we’re fabulous about sharing technical knowledge and new developments in search. But we’re not so great at talking about how we talk about the work. And that can make all the difference between our work getting implementing and achieving great results, or languishing in a backlog.
It’s so important to learn how to navigate corporate bureaucracy and cut through red tape to help your clients and colleagues understand your search work — and actually get it implemented. From diagnosing client maturity to communicating where search fits into the big picture, the tools I share in this article can help equip you to overcome obstacles to doing your best work.
Buying Your Services ≠ Buying In
Just because a client signed a contract with you does not mean they are bought-in to implement every change you recommend. It seemingly defies all logic that someone would agree that they need organic search help enough to sign a contract and pay you to make recommendations, only for the recommendations to never go live.
When I was an independent contractor serving small businesses, they were often overwhelmed by their marketing and willing to hand over the keys to the website so my developers could implement SEO recommendations.
Then, as I got into agency life and worked on larger and larger businesses, I quickly realized it was a lot harder to get SEO work implemented. I started hitting roadblocks with a number of clients, and it was a slow, arduous process to get even small projects pushed through. It was easy to get impatient and fed up.
Worse, it was hard for some of my team members to see their colleagues getting great search work implemented and earning awesome results for their clients, while their own clients couldn’t seem to get anything implemented. It left them frustrated, jaded, feeling inadequate, and burned out — all the while the client was asking where the results were for the projects they didn’t implement.
What Stands in the Way of Getting Your Work Implemented
I surveyed colleagues in our industry about the common challenges they experience when trying to get their recommendations implemented. (Thank you to the 141 people who submitted!) The results were roughly one-third in-house marketers and two-thirds external marketers providing services to clients.
The most common obstacles we asked about fell into a few main categories:
Low Understanding of Search
Client Understanding
Peer/Colleague Understanding
Boss Understanding
Prioritization & Buy-In
Low Prioritization of Search Work
External Buy-In from Clients
Internal Buy-In from Peers
Internal Buy-In from Bosses
Past Unsuccessful Projects or Mistakes
Corporate Bureaucracy
Red Tape and Slow Approvals
No Advocate or Champion for Search
Turnover or Personnel Changes (Client-Side)
Difficult or Hostile Client
Resource Limitations
Technical Resources for Developers / Full Backlog
Budget / Scope Too Low to Make Impact
Technical Limitations of Digital Platform
The chart below shows how the obstacles in the survey stacked up. Higher scores mean people reported it as a more frequent or common problem they experience:
Some participants also wrote in additional blocks they’ve encountered - everything from bottlenecks in the workflow to over-complicated processes, lack of ownership to internal politics, shifting budgets to shifting priorities.
Too real? Are you completely bummed out yet? There is clearly no shortage of things that can stand in the way of SEO progress, and likely our work as marketers will never be without challenges.
Playing the Blame Game
When things don’t go our way and our work gets intercepted or lost before it ever goes live, we tend to be quick to blame clients. It’s the client’s fault things are hung up, or if the client had only listened to us, and the client’s business is the problem.
But I don’t buy it.
Don’t get me wrong — this could possibly be true in part in some cases, but rarely is it the whole story and rarely are we completely hopeless to affect change. Sometimes the problem is the system, sometimes the problem is the people, and my friends, sometimes the problem is you.
But fortunately, we are all optimizers — we all inherently believe that things could be just a little bit better.
These are the tools you need in your belt to face many of the common obstacles to implementing your best search work.
7 Techniques to Get Your Search Work Approved & Implemented
When we enter the world of search, we are instantly trained on how to execute the work – not the soft skills needed to sustain and grow the work, break down barriers, get buy-in and get stuff implemented. These soft skills are critical to maximize your search success for clients, and can lead to more fruitful, long-lasting relationships.
Below are seven of the most highly recommended skills and techniques, from the SEO professionals surveyed and my own experience, to learn in order to increase the likelihood your work will get implemented by your clients.
1. How Mature Is Your Client?
Challenges to implementation tend to be organizational, people, integration, and process problems. Conducting a search maturity assessment with your client can be eye-opening to what needs to be solved internally before great search work can be implemented. Pairing a search capabilities model with an organizational maturity model gives you a wealth of knowledge and tools to help your client.
I recently wrote an in-depth article for the Moz blog about how to diagnose your client’s search maturity in both technical SEO capabilities and their organizational maturity as it pertains to a search program.
For search, we can think about a maturity model two ways. One may be the actual technical implementation of search best practices — is the client implementing exceptional, advanced SEO, just the basics, nothing at all, or even operating counterproductively? This helps identify what kinds of project make sense to start with for your client. Here is a sample maturity model across several aspects of search that you can use or modify for your purposes:
This SEO capabilities maturity model only starts to solve for what you should implement, but doesn’t get to the heart of why it’s so hard to get your work implemented. The real problems are a lot more nuanced, and aren’t as easy as checking the boxes of “best practices SEO.”
We also need to diagnose the organizational maturity of the client as it pertains to building, using and evolving an organic search practice. We have to understand the assets and obstacles of our client’s organization that either aid or block the implementation of our recommendations in order to move the ball forward.
If, after conducting these maturity model exercises, we find that a client has extremely limited personnel, budget and capacity to complete the work, that’s the first problem we should focus on solving for — helping them allocate proper resources and prioritization to the work.
If we find that they have plenty of personnel, budget, and capacity, but have no discernible, repeatable process for integrating search into their marketing mix, we focus our efforts there. How can we help them define, implement, and continually evolve processes that work for them and with the agency?
Perhaps the maturity assessment finds that they are adequate in most categories, but struggle with being reactive and implementing retrofitted SEO only as an afterthought, we may help them investigate their actionable workflows and connect dots across departments. How can we insert organic search expertise in the right ways at the right moments to have the greatest impact?
2. Speak to CEOs and CMOs, Not SEOs
Because we are subject matter experts in search, we are responsible for educating clients and colleagues on the power of SEO and the impact it can have on brands. If the executives are skeptical or don’t care about search, it won’t happen. If you want to educate and inspire people, you can’t waste time losing them in the details.
Speak Their Language
Tailor your educational content to busy CEOs and CMOs, not SEOs. Make the effort to listen to, read, write, and speak their corporate language. Their jargon is return on investment, earnings per share, operational costs. Yours is canonicalization, HTTPS and SSL encryption, 302 redirects, and 301 redirect chains.
Be mindful that you are coming from different places and meet them in the middle. Use layperson’s terms that anyone can understand, not technical jargon, when explaining search.
Don’t be afraid to use analogies (i.e. instead of “implement permanent 301 redirect rewrite rules in the .htaccess file to correct 404 not found errors,” perhaps “it’s like forwarding your mail when you change addresses.”)
Get Out of the Weeds
Perhaps because we are so passionate about the inner workings of search, we often get deep into the weeds of explaining how every SEO signal works. Even things that seem not-so-technical to us (title tags and meta description tags, for example) can lose your audience’s attention in a heartbeat. Unless you know that the client is a technical mind who loves to get in the weeds or that they have search experience, stay at 30,000 feet.
Another powerful tool here is to show, not tell. Often you can tell a much more effective and hard-hitting story using images or smart data visualization. Your audience being able to see instead of trying to listen and decipher what you’re proposing can allow you to communicate complex information much more succinctly.
Focus on Outcomes
The goal of educating is not teaching peers and clients how to do search. They pay you to know that. Focus on the things that actually matter to your audience. (Come on, we’re inbound marketers — we should know this!) For many brands, that may include benefits like how it will build their brand visibility, how they can conquest competitors, and how they can make more money. Focus on the outcomes and benefits, not the granular, technical steps of how to get there.
What’s In It for Them?
Similarly, if you are doing a roadshow to educate your peers in other disciplines and get their buy-in, don’t focus on teaching them everything you know. Focus on how your work can benefit them (make their work smarter, more visible, make them more money) rather than demanding what other departments need to do for you. Aim to align on when, where, and how your two teams intersect to get greater results together.
3. SEO is Not the Center of the Universe
It was a tough pill for me to swallow when I realized that my clients simply didn’t care as much about organic search as my team and I did. (I mean, honestly, who isn’t passionate about dedicating their careers to understanding human thinking and behavior when we search, then optimizing technical stuff and website content for those humans to find it?!)
Bigger Fish to Fry
While clients may honestly love the sound of things we can do for them with search, rarely is SEO the only thing — or even a sizable thing — on a client’s mind. Rarely is our primary client contact someone who is exclusively dedicated to search, and typically, not even exclusively to digital marketing. We frequently report to digital directors and CMOs who have many more and much bigger fish to fry.
They have to look at the big picture and understand how the entire marketing mix works, and in reality, SEO is only one small part of that. While organic search is typically a client’s biggest source of traffic to their website, we often forget that the website isn’t even at the top of the priorities list for many clients. Our clients are thinking about the whole brand and the entirety of its marketing performance, or the organizational challenges they need to overcome to grow their business. SEO is just one small piece of that.
Acknowledge the Opportunity Cost
The benefits of search are no-brainers for us and it seems so obvious, but we fail to acknowledge that every decision a CMO makes has a risk, time commitment, risks and costs associated with it. Every time they invest in something for search, it is an opportunity cost for another marketing initiative. We fail to take the time to understand all the competing priorities and things that a client has to choose between with a limited budget.
To persuade them to choose an organic search project over something else — like a paid search, creative, paid media, email, or other play — we had better make a damn good case to justify not just the hard cost in dollars, but the opportunity cost to other marketing initiatives. (More on that later.)
Integrated Marketing Efforts
More and more, brands are moving to integrated agency models in hopes of getting more bang for their buck by maximizing the impact of every single campaign across channels working together, side-by-side. Until we start to think more about how SEO ladders up to the big picture and works alongside or supports larger marketing initiatives and brand goals, we will continue to hamstring ourselves when we propose ideas to clients.
It’s our responsibility to seek big-picture perspective and figure out where we fit. We have to understand the realities of a client’s internal and external processes, their larger marketing mix and SEO’s role in that. SEO experts tend to obsess over rankings and website traffic. But we should be making organic search recommendations within the context of their goals and priorities — not what we think their goals and priorities should be.
For example, we have worked on a large CPG food brand for several years. In year one, my colleagues did great discovery works and put together an awesome SEO playbook, and we spent most of the year trying to get integrated and trying to check all these SEO best practices boxes for the client. But no one cared and nothing was getting implemented. It turned out that our “SEO best practices” didn’t seem relevant to the bigger picture initiatives and brand campaigns they had planned for the year, so they were being deprioritized or ignored entirely. In year two, our contract was restructured to focus search efforts primarily on the planned campaigns for the year. Were we doing the search work we thought we would be doing for the client? No. Are we being included more and getting great search work implemented finally? Yes. Because we stopped trying to veer off in our own direction and started pulling the weight alongside everyone else toward a common vision.
4. Don’t Stay in Your Lane, Get Buy-In Across Lanes
Few brands hire only SEO experts and no other marketing services to drive their business. They have to coordinate a lot of moving pieces to drive all of them forward in the same direction as best they can. In order to do that, everyone has to be aligned on where we’re headed and the problems we’re solving for.
Ultimately, for most SEOs, this is about having the wisdom and humility to realize that you’re not in this alone - you can’t be. And even if you don’t get your way 100% of the time, you’re a lot more likely to get your way more of the time when you collaborate with others and ladder your efforts up to the big picture.
One of my survey respondents phrased it beautifully: “Treat all search projects as products that require a complete product team including engineering, project manager, and business-side folks.”
Horizontal Buy-In
You need buy-in across practices in your own agency (or combination of agencies serving the client and internal client team members helping execute the work). We have to stop swimming in entirely separate lanes where SEO is setting goals by themselves and not aligning to the larger business initiatives and marketing channels. We are all in this together to help the client solve for something. We have to learn to better communicate the value of search as it aligns to larger business initiatives, not in a separate swim lane.
Organic Search is uniquely dependent in that we often rely on others to get our work implemented. You can’t operate entirely separately from the analytics experts, developers, user experience designers, social media, paid search, and so on — especially when they’re all working together toward a common goal on behalf of the client.
Vertical Buy-In
To get buy-in for implementing your work, you need buy-in beyond your immediate client contact. You need buy-in top-to-bottom in the client’s organization — it has to support what the C-level executive cares about as much as your day-to-day contacts or their direct reports.
This can be especially helpful when you started within the agency — selling the value of the idea and getting the buy-in of your colleagues first. It forces you to vet and strengthen your idea, helps find blind spots, and craft the pitch for the client. Then, bring those important people to the table with the client — it gives you strength in numbers and expertise to have the developer, user experience designer, client engagement lead, and data analyst on the project in your corner validating the recommendation.
When you get to the client, it is so important to help them understand the benefits and outcomes of doing the project, the cost (and opportunity cost) of doing it, and how this can get them results toward their big picture goals. Understand their role in it and give them a voice, and make them the hero for approving it. If you have to pitch the idea at multiple levels, custom tailor your approach to speak to the client-side team members who will be helping you implement the work differently from how you would speak to the CMO who decides whether your project lives or dies.
5. Build a Bulletproof Plan
Here’s how a typical SEO project is proposed to a client: “You should do this SEO project because SEO.”
This explanation is not good enough, and they don’t care. You need to know what they do care about and are trying to accomplish, and formulate a bullet-proof business plan to sell the idea.
Case Studies as Proof-of-Concept
Case studies serve a few important purposes: they help explain the outcomes and benefits of SEO projects, they prove that you have the chops to get results, and they prove the concept using someone else’s money first, which reduces the perceived risk for your client.
In my experience and in the survey results, case studies come up time and again as the leading way to get client buy-in. Ideally you would use case studies that are your own, very clearly relevant to the project at hand, and created for a client that is similar in nature (like B2B vs. B2C, in a similar vertical, or facing a similar problem).
Even if you don’t have your own case studies to show, do your due diligence and find real examples other companies and practitioners have published. As an added bonus, the results of these case studies can help you forecast the potential high/medium/low impact of your work.
Image source
Simplify the Process for Everyone
It is important to bake the process into your business plan to clearly outline the requirements for the project, identify next steps and assign ownership, and take ownership of moving the ball forward. Do your due diligence up front to understand the role that everyone plays and boil it down into a clear step-by-step plan makes it feel easy for others to buy-in and help. Reducing the unknown reduces friction. When you assume that nothing you are capable of doing falls in the “not my job” description, and make it a breeze for everyone to know what they’re responsible for and where they fit in, you lower barriers and resistance.
Forecast the Potential ROI
SEOs are often incredibly hesitant to forecast potential outcomes, ROI, traffic or revenue impact because of the sheer volumes of unknowns. (“But what if the client actually expects us to achieve the forecast?!”) We naturally want to be accurate and right, so it’s understandable we wouldn’t want to commit to something we can’t say for certain we can accomplish.
But to say that forecasting is impossible is patently false. There is a wealth of information out there to help you come up with even conservative estimates of impact with lots of caveats. You need to know why you’re recommending this over other projects. Your clients need some sort of information to weigh one project against the next. A combination of forecasting and your marketer’s experience and intuition can help you define that.
For every project your client invests in, there is an opportunity cost for something else they could be working on. If you can’t articulate the potential benefit to doing the project, how can you expect your client to choose it above dozens of potential other things they could spend their time on?
Show the Impact of Inaction
Sometimes opportunity for growth isn’t enough to light the fire — also demonstrate the negative impact from inaction or incorrect action. The greatest risk I see with most clients is not making a wrong move, but rather making no move at all.
We developed a visual tool that helps us quickly explain to clients that active optimization and expansion can lead to growth (we forecast an estimate of impact based on their budget, their industry, their business goals, the initiatives we plan to prioritize, etc.), small maintenance could at least uphold what we’ve done but the site will likely stagnate, and to do nothing at all could lead to atrophy and decline as their competitors keep optimizing and surpass them.
Remind clients that search success is not only about what they do, it’s about what everyone else in their space is doing, too. If they are not actively monitoring, maintaining and expanding, they are essentially conceding territory to competitors who will fill the space in their absence.
You saw this in my deck at MozCon 2017. We have used it to help clients understand what’s next when we do annual planning with them.
Success Story: Selling AMP
One of my teammates believed that AMP was a key initiative that could have a big impact on one of his B2B automotive clients by making access to their location pages easier, faster, and more streamlined, especially in rural areas where mobile connections are slower and the client’s clients are often found.
He did a brilliant job of due diligence research, finding and dissecting case studies, and using the results of those case studies to forecast conservative, average and ambitious outcomes and calculated the estimated revenue impact for the client. He calculated that even at the most conservative estimate of ROI, it would far outweigh the cost of the project within weeks, and generate significant returns thereafter.
He got the buy-in of our internal developers and experience designers on how they would implement the work, simplified the AMP idea for the client to understand in a non-technical way, and framedin a way that made it clear how low the level of effort was. He was able to confidently propose the idea and get buy-in fast, and the work is now on track for implementation.
6. Headlines, Taglines, and Sound Bytes
You can increase the likelihood that your recommendations will get implemented if you can help the client focus on what’s really important. There are two key ways to accomplish this.
Ask for the Moon, Not the Galaxy
If you’re anything like me, you get a little excited when the to-do of SEO action items for a client is long and actionable. But we do ourselves a disservice when we try to push every recommendation at once - they get overwhelmed and tune out. They have nothing to grab onto, so nothing gets done. It seems counterintuitive that you will get more done by proposing less, but it works.
Prioritize what’s important for your client to care about right now. Don’t push every recommendation — push specific, high-impact recommendations that executives can latch on to, understand and rationalize.
They’re busy and making hard choices. Be their trusted advisor. Give them permission to focus on one thing at a time by communicating what they should care about while other projects stay on the backburner or happen in the background, because this high-impact project is what they should really care about right now.
Give Them Soundbites They Can Sell
It’s easy to forget that our immediate client contact is not always able to make the call to pull the trigger on a project by themselves. They often have to sell it internally to get it prioritized. To help them do this, give them catchy headlines, taglines and sound bites they can sell to their bosses and colleagues. Make them so memorable and repeatable, the clients will shop the ideas around their office clearly and confidently, and may even start to think they came up with the idea themselves.
Success Story: Prioritizing Content
As an example of both of these principles in practice, we have a global client we have worked with for a few years whose greatest chance of gaining ground in search is to improve and increase their website content. Before presenting the annual strategy to the client, we asked ourselves what we really wanted to accomplish with the client if they cut the meeting short or cut their budget for the year, and the answer was unequivocally content.
In our proposal deck, we built up to the big opportunity by reminding the client of the mission we all agreed on, highlighted some of the wins we got in 2017 (including a very sexy voice search win that made our client look like a hero at their office), set the stage with headlines like, “How We’re Going to Break Records in 2018,” then navigated to the section called, “The Big Opportunities.”
Then, we used the headline, “Web Content is the Single Most Important Priority” to kick off the first initiative. There was no mistaking in that room what our point was. We proposed two other initiatives for the year, but we put this one at the very top of the deck and all others fell after. Because this was our number one priority to get approved and implemented, we spent the lion’s share of the meeting focusing on this single point. We backed this slide up verbally and added emphasis by saying things like, “If we did nothing else recommended in this deck, this is the one thing to prioritize, hands down.”
This is the real slide from the real client deck we presented.
The client left that meeting crystal clear, fully understanding our recommendation, and bought in. The best part, though? When we heard different clients who were in the meeting starting to repeat things like, “Content is our number one priority this year.” unprompted on strategy and status calls.
7. Patience, Persistence, & Parallel Paths
Keep Several Irons in the Fire
Where possible, build parallel paths. What time-consuming but high-impact projects can you initiate with the client now that may take time to get approved, while you can concurrently work on lower obstacle tasks alongside? Having multiple irons in the fire increases the likelihood that you will be able to implement SEO recommendations and get measurable results that get people bought in to more work in the future.
Stay Strong
Finally, getting your work implemented is a balance of patience, persistence, communication and follow-up. There are always many things at play, and your empathy and understanding for the situation while bringing a confident point-of-view can ultimately get projects across the finish line.
Special thanks to my VML colleagues Chris, Jeff, Kasey, and Britt, whose real client examples were used in this article.
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