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Tracy Lewis (DiMarino)
Inbound Marketer, OU Bobcat, Cleveland Fan
Inbound Marketer, OU Bobcat, Cleveland Fan


Notes from: Are We All Producers Now?
+Dana Brunetti and +Randi Zuckerberg 

- Dana started as Kevin Spacey's assistant and moved his way up to producer :)
- A lot of people didn't understand House of Cards Netflix-only approach at first; now they all get it
- Had opportunity to accelerate the online distribution model
- "I knew it was going to be a gamechanger"
-  When picking projects: Is it something I'd want to see? Would I be able to put it together and get it to the screen?
- He gravitates to real-world events and true stories, so social is good idea / inspiration place for him
- crowdfunding movies can undermine the artistic credibility if you're selling walk-on roles, credits, etc.
- everybody is a producer now because smartphones/etc. have made it possible for everyone to publish information
- fantastic time for content creators if you're looking to get an audience
- the problem theater has is geography. he predicts live streaming in that area
- Stageit — allows musicians to interact with their audience to do impromptu concerts or shows right from their living rooms
- listen to what fans are doing and saying from a content creation side and what they want/expect
- fans can make or break a film on social networks
- netflix doesn't release its numbers/ratings
- netflix knows exactly what you are watching and when
- Using the people that were involved in House of Cards, show concept, script, etc., Netflix was able to know if it would be successful show based on its algorithms. It bought two seasons just seeing the script
- Audiences are demanding more behind the scenes content
- For 50 Shades, they didn't reveal too much / it was a tease, but wouldn't give anything away
- "if there are real actors that they are considering for a role, we do look at their social media because when it comes time to do that push and get attention for the project, you want them to help you"
- majority of movie trailers are released online first
- for at home viewing, second screen needs to be considered in the experience
- thinks that they should give you shows/movies on all your devices (phone, computers, tablets, etc.).
  he also sees non-streaming in the future -> ability to download the show and then watch it for  a certain amount of time
- imessage in season one, to anroid in season 2 in house of cards. ha!
- in 5 years, TV will be dead in how we know it now. digital distribution is where it's at next — think amazon, netflix, hulu and others we haven't even thought of yet
- "if your friends are spoiling it for you, they're just assholes"
- it's like reading a book, you recommend shows to people, not spoil them
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Notes from Brave Broken World - The Death of VC As We Know It
Presented by +Alex Mittal

- democratized funding mechanisms surfacing innovations earlier, faster
-- Indiegogo, Kickstarter, CrowdtiltOpen
--- pre-sale across a large group
---  cater to particular interests
- the most disruptive innovations often start off looking like a toy / seem ridiculous to most
- the power of networked funding mechanisms is to coalesce early fragmented demand to critical mass for "toys"
- better data and transparency leading to accountability
-- VC industry historically a black box; no reason to reveal proprietary insights
--- high returns from info asymmetry
--- incentive to obscure good or bad returns
-- it's early, but better tech and data is leading 3rd parties to shed more light on performance
- e.g. CB Insights Investor Mosaic, Mattermark
- increased competition leading to focus on value-add to entrepreneur
-- public educational resources for founders
-- operational and strategic assistance/guidance
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Notes from "Engaged Brains: What Do We Really Know?"  #thebrain  
Presentation by Alfredo Fontanini, Jim Bower and Veronica Galvan

- Unlike machines, the more you use your brain (do things), the better you get. Whereas, when machines are used over and over, they lose functionality/start to breakdown
- To improve brain function: 1. lose weight and 2. exercise physically
-- They discredited tools like Lumosity.
- Attention increases the signal and reduces the noise.
-- The more information we blast to our brain, the more we challenge our brain. In history, we usually searched for 1-2 pieces of relevant information, now we have to fight much more noise.
-- With any type of brain training or game, be wary because we don't even know all the forms of attention yet.
- Nature has figured out ways to use color to give us indications on how to respond to a stimulus. We have a prebuilt response to certain combinations of colors.
- There is no good answer, from a neurological perspective, to the question of how much interactive media is too much for kids.
-- Bowers opinion: Being interactive on the web is probably better than watching TV, so why do people not feel comfortable with the web? Because TV was around when parents were 12, so they are okay with it. The web is replacing TV today.
-- Fontanini: When you train a rat for months to do a specific task, they become excellent at that task. If you look specifically at that task, the rat could be percieved as a genius. Yet, the more you train someone on one specific task, you lose flexibility.
--- There is a trade off between becoming an expert and flexibility. He recommends variety in tasks/training/etc.
--- Same for food: if you eat a lot of the same foods, you develop a preference for them and develop a greater fear for new foods.
- One-to-one relationships between one area of the brain and one activity/behavior/emotion does not exist. This is the biggest myth used in the commercialization of neuroscience. We have a tendency to oversimplify how the brains works, but we really have no idea
- As people, we constantly make predictions, whenever those predictions are breached, it launches a series of alarm systems that increase attention.
 -- If you give a person something unexpected, their perspective on the surprise element is related to what they were expecting. Therefore, reactions may be positive or negative; they can also generate anxiety.
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How to Build and Manage an Inbound Marketing Team
+Mike Volpe #inbound13 session notes

- smart
- GSD (gets shit done) - "action, iteration and adapting"
- domain expert - deep expertise in one area if you're larger, more of a generalist if you're a smaller team
- HubSpot went from hiring generalists early on and domain experts now that they are bigger

- digital: speak digital without an accent
- analytical: everyone should be more analytical than the average person in their role elsewhere. even a writer should want to measure their content using metrics and be interested in judging success.
- reach: good inbound marketers leave evidence that they have a gravitational attraction. they have done something that "attracted" people to them or their work before
- content: find people who create content naturally. you do not want content creation to be a struggle.

Screening Candidates
- scan the application / resume
-- no AOL or hotmail or paper resumes
-- track record of success and growth
-- domain expertise and inbound marketing experience / certifications

- Google their name
-- strong LI presence, check for mutual connections (he reaches out to shared connections to see what people are like)
-- decent sized digital footprint
-- decent quality digital footprint

- He thinks that the phone screen is dead / jumps from internet search to in-person interview

Interviewing Inbound Marketers
- he prefers in person interviews
- question examples:
-- funnel question: what would you do if you were the CMO and XYZ were your metrics at each stage of the funnel? good people figure out conversion rates, ask questions and focus on one stage of the funnel. shows that they can diagnose problems and figure out solutions
-- website homepage: how do you know whether website page a or b is better? best people will talk about a/b testing of both messaging and conversion

- clearly explain goals to people and how they fit into the context of the company
- he lets the metrics crack the whip for him
- hire the right people, get rid of the wrong people. letting people go can be hard but it gains so much respect from the rest of the people on the team
- mentor people by offering advice, context and perspective
- management - get out of the way

- HubSpot team organization: top of funnel, middle of the funnel, brand and buzz, and product marketing

- focus on the outcomes and manage by metrics
- set metrics for each group and have them report on those
- CMO sets the monthly goals
- Team decides on activities
- Team executes on activities
- Team reports back on metrics/activity
- CMO/mgmt feedback

- they live by agile principles, but don't follow rules of agile anymore

- weekly "golden unicorn" award --> forces him to slow down and recognize people. a little unicorn statue migrates around with winners. they are publicly awarded it at the weekly marketing mtg.
- monthly "champions dinner" award --> company wide; every group in the company sends one winner and they go out to dinner with the HubSpot mgmt team at a nice restaurant
- frequent feedback

- track progress to goals in real time so that people know how they need to adapt
- his job as a manager to make sure that the team knows they aren't going to hit goals. he needs to check in. if they have a plan, then he gets out of the way and lets them do it. if they try and fix it, and it doesn't work then he dives in a little more
- his job is to let them know that they have a problem --> not necessarily fix it
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Nate Silver Keynote Notes
Author of The Signal and the Noise

- You need structure and quality data to make "big data" useful
- A lot of data with faulty assumptions can create disasters (financial predictions / housing crisis / etc.)
- The speed of information and how fast it is disseminated can cause problems too (e.g. one errant tweet cost stock market a billion and half when the AP twitter account was hacked)
- When it comes to data, you should think in terms of probabilities and not absolutes
- For data, you need to account for margin of error.
- There is a widening gap between what we really know and what we think we know.
- There is a risk of computer bugs if we rely on artificial intelligence to interpret data for us. These systems require a lot of code to run.
- It's a problem when there is a bug, and computers override common sense. Need human judgement supervising what computers do.
- New information shouldn't override old information/trends/data.
- Think probabilistically: need to take into account the margin of error / no predictions are absolute
- "The desire for absolute certainty in terms of data can be the enemy of progress"
- Know where you're coming from: Have alertness to your weaknesses, bias, etc. You're defined by your weakest link.
- Survey the data landscape: Models need to be robust / take into account historical data and changes in conditions.
- Rich data has quantity (large volume of observations), quality (wide array of historical periods) and variety (observations collected under a wide variety of conditions). Rich data is more reliable.
- 80/20 -- You get most of your insights upfront by measuring things that you didn't measure well before, and then you get diminishing returns later on.
- The competitive advantage is in the margin (that other 20%). You need to keep testing and trying new things to improve. The willingness to experiment is often important to success.
- "It's much easier to be really bad at something, then to be really good at something."
- For big data to make progress, you need context, culture and competition.
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How to Hire Inbound Marketers
+Paul Roetzer, +Bob Dearsley, Leslie Mitchell

How do you know when it's time to hire someone?
- Paul
-- Maintain a forecasting system. Database of clients and employees, and forecast hours out by each.
-- Consultants can do roughly 120 client hours per month
-- Have contract based work to ensure predictable workflow
-- You may hire ahead of need if you have a great candidate that you just can't pass up
- Bob
-- Your pipeline of candidates will dictate it a lot. Sometimes, you have to go with your gut.
- Leslie
-- Work with finance closely. She does capacity planning and identification of which departments will have the need.
-- They deal with attrition --> what holes are people leaving behind when they leave?
-- Need to think about career development and succession planning. Understand how people want to move forward in their careers and work with them to achieve it.
-- Hire to tie to business objectives.

How Do I Build a Pipeline of Applicants?
- Leslie
-- She has a team of recruiters. They build a pool of candidates at all times that they can pull from immediately if and when they need to make a hire
-- They are not reliant on inbound resumes. They are true headhunters.
-- You need to be always recruiting and networking.
- Paul
-- Careers page tied to lead scoring of candidates
-- A lot of it is about brand. You need to create an organization and culture that excites people and they want to be a part of it
-- Your best referrals often come from the people who already work for you. Encourage your whole team to build their personal brands.
-- The best talent isn't looking for a job. You have to have a mix of strategies to keep the pipeline full.
- Bob
-- Hybrid talent doesn't exist right now.
-- They hire and train people internally.
-- LinkedIn is a good place to look.

How important do you think a college education is?
- Bob
-- A college degree is his first prerequisite.
-- He believes education is a starting point for being extraordinary.
-- Admits, however, that marketing programs at universities are very far behind.
- Paul
-- If someone has the skill sets but no college education, he would hire them. For example, they were blogging, had HubSpot certification, etc.
-- Related post:
-- There is a huge academic gap. "It is literally 10 years ago."
-- Today's college degrees don't mean as much.
- Leslie
-- College degree is important but it has to be combined with real-world experience.
-- Have to be able to apply what they learned in the classroom in the real-world.
-- Real-world experience gives you priority.

How important is an applicant's web presence to you?
- Leslie
-- It depends on what role they are applying for.
-- One of the first things she pulls up is a LI profile. If they don't have that, it's a little bit of a red flag / deal breaker.
-- If they are going to be connecting with their customers and talking about digital marketing, and they don't know how to use it, it's a deal breaker.
- Paul
-- He looks at social profile before the resume.
-- What is more important is behavior. Do they check out the resources we recommend? "We want people who want to work at our agency, not people that just want a job."

What common or universal characteristics do you look for in an application?
- Paul
-- Personality traits and competencies
-- Recommended the books TopGrading and Managing a Professional Services Firm
-- Competencies: strong writers, social savvy, analytical
-- Personality: team players, no ego, want to be a part of building something greater than themselves, intrinsically motivated, hungry for knowledge
- Leslie
-- Culture code deck:
-- Resilient, not going to give up, transparent (take ownership when things go well but also poorly), tech savvy, curiousity
-- Do they go above and beyond?
-- Do they have an ability to get shit done?
- Bob
-- DARC --> digital, analytical, reach and content creators

How do you approach the interview?
- Leslie
-- "What do you know about our company? Explain it to me like I've never heard of HubSpot before." This shows how resourceful they are.
-- She will reschedule the call if they don't know enough about the company. That's a deal breaker.
-- She keeps it conversational during the interview.
-- Asks a lot of behavioral based interview questions.
-- "If a candidate has a bad experience in the interview process, they are not going to go tell everyone else to apply for your jobs."
- Paul
-- Keep it informal
-- Have an 8-9 point rating system
-- Key assessment: "Would we go on a six-hour road trip with this person?" If the answer is no, they don't make it past the first interview.
-- Preparation is important. Do they know about the company / do they take notes
- Leslie
-- They map their interview process to the competencies.
-- I'm going to test on "resourcefulness" or "get shit done"
-- Have questions prepared in advance tied to what you want to test for

-- HubSpot uses shadow days to see if people will fit in.
-- PR 20/20 gives them projects in advance to test skills (writing tests, design tests, etc.)
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Notes from +Arianna Huffington Keynote

- Great leaders know how to tap into their own creativity.
- Success today is measured in money and power; but she thinks you need to include well being into that list
- Space and silence are good.
- Giving back helps create a full, complete life.
- The way that companies are run, it doesn't promote these other values of well being and service.
- We need to stop running, and learn how to enjoy life.
- If you are tired, it's much better to stop and take a nap and then get back to your day. They have two nap rooms at the HuffPost
- Leaders indicate that they make their biggest mistakes when they are really tired.
- People need to reconnect with their own energy and refresh, or else they risk burnout
- "If we're going to cultivate leaders, they need to be able to see the icebergs before they hit the Titanic. That's leadership."
- 3 forms of knowledge: opinion, science and illumination/wisdom
- "When you create something new, it doesn't mean you are abandoning something old."
- The HuffPost isn't about exclusivity; it's about distribution
- "We are all running through life feeling like we are running out of time, and this is a terrible way to live your life."
- People want more time than they want more money.
- "You can complete a project by dropping it."
- "The worst things in life are the best things that could have happened to you because they open doors to other opportunities."
- "Life only makes sense when you look back; it doesn't make sense as you're living it."
- "Live your life as if everything is rigged in your favor."
- "Leaders can take the most adverse circumstances and turn them around and move on despite criticism."
- "Holding grudges is like drinking poison; it saps your energy."
- People need to define success based on what is important to them, not others.
- "Failure is a steppingstone to success."
- "We need to create teams that are willing to failure. It is part of the process of leading to great products and companies."
- "You need to disconnect from technology to connect with yourself."
- "Nobody is expected to answer emails after hours or over the weekend" at the HuffPost. "If there is something urgent, we'll call."
- "To create a culture to be always on just because you can is to create a culture of burnout. This means you're creating a culture without creativity."
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#sxsw Notes from "I'm Into Jobs that Don't Even Exist Yet" with +Aron Pilhofer and +Cindy Royal

- People have to be prepared for jobs that evolve over time
- Pilhofer: "Right now, I see students coming out of universiites who are prepared to do a lot of things moderately well. There is a tendency to ask students to learn everything (video, audio, web). You're not seeing a lot of specialists anymore. You cannot be great at everything. The jack-of-all trades approach has a limiting factor built into it."
- Pilhofer: "I want to see a passion that extends outside the classroom."
- What value does a college degree bring?
-- A college environment gives you the opportunity to try out different things and find what you're really passionate about
-- Sometimes people need to be in a more structured environment with rules, guidelines.
-- The experience of learning how to learn
- If you're in a career that you're not passionate about, you're not going to keep up.
- You also have to have resources that help you keep up (online learning, learning communities, etc.)
- Never underestimate the value of being able to construct a sentence. This will never go out of style. It's a lifelong, super valuable skill.
- Recruiting: Look in nooks and crannies; aggressively gather resumes and talk to people
- Code is a literary form
- Employers hire people to do things they can't do.
- Nobody knows what is going to be valuable in the future, so Pilhofer wants a diverse team.
- NICR -> Recommended resource for journalists looking to get hired in a news organization
- Technical skills are a competitive advantage across a lot of industries
- Sometimes the profession you want is one that exists, you just don't know about it because the world is changing so fast
- NYT got a lot of applicants from the marketing/advertising side for an open social position.
- It's a big revolution for news people to talk about metrics and analytics, but this is needed moving forward
- Journalists don't have to necessarily become coders, but they have to understand the possibilities.
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#sxsw Notes from "Connecting and Empowering the Creative World" with +Scott Belsky #conncreate  

- Behance ( came together 7-8 years ago to connect the creative world
- Behance started because its founders had:
-- A passion for design
-- Technology and creativity
-- Industry resentment
-- Frustration for its friends' creative careers
- The cycle of teh creative industry --> create, showcase, discover, engage & transact. To do this well, you need systems to optimize and professionalize
- Meritocracy, innovation and access to opportunity are not natural on the web.

3 Challenges & Subsequent Realizations
1) The "long tail" is backfiring
- So many topic centric communities have sprouted up
- The web therefore is veritcal-izing and isolating people
- Discovery happens in the overlap of different communities. Innovation happens in the clash of difference
- 95% of creatives follow creatives in a creative field other than their own on Behance
- When silos are combined, you get a diversified understanding of the world
- We need to try and host the overlap to prompt innovation

2) We've empowered the masses without discernment
- Every site has it's own curatory mechanism to make the greatest work rise to the top (think Facebook like button)
- But, is the crowd a good judge?
- Critical mass versus credible mass --> it's less about how many people like something, but about WHO likes someone
- We can move beyond reckless "crowd sourcing" --> imagine the time put into work to win a crowd sourced project that isn't used / waste of time
- The credible mass is the best route to meritocracy

3) When attribution is not supported, opportunity is lost
- Many sites host photos that are not attributed properly
- Most design projects are worked on by multiple people / need to attribute all involved online to give credit where its due
- With attribution, discovery > referral
- Stumble upon the right people. Know who did what, and be able to engage them

Start-up Realizations
- Initiative > Experience
- Motivated by problems worth solving; Love > Money
- Resourcefulness is more important than resources
- Mission > Medium
- When passion is involved, business is personal
- Creating something from nothing takes (and tolls) your heart, mind and soul
- Lead by being the wind at the backs of your team
- What you agree to do, do right
- Learn to gain confidence from doubt
- Nothing extraordinary is every achieved through ordinary means
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#sxsw Notes from "The Art of Making Fun of Yourself" with +Harper Reed and +Ben Huh

- Cheezburger's mission is to make everybody happy for 5 minutes a day
- Being funny on the web requires honesty
- Humor is an engine of creativity
- "The best ideas come as jokes. Make your thinking as funny as possible" — Oglivy
- Humor is telling the truth without the truth
- Benign violation theory: Humor is about a false positive (a threat that isn't a threat, a truth that isn't a truth, etc.)
- Everyone is a comedian online
- Memetic = the science and the quality that makes a meme work
- Meme = the spread of an idea from person to person
- 0.1% of humor goes viral
- You can't build a brand on viral
- 95% of all humor is interpersonal — talking about events or people that they have a personal connection to
- Images are far more likely to be promoted (e.g. the Obama campaign used infographics with photos)
- Humans love photos because they want to consume as quickly as possible
- Bring people closer through laughter via a kernel of shared truth
- Humor is an evolutionary process for relieving stress
- Cut down the ego or help build up a person
- To be funny -> Develop a persona; create & curate content; ask for engagement
- Data offers important lessons about what is off limits
- Our fans want to give us data
- Humor is multidimensional
- Really great comedians appeal to the widest audience, but talk about things that not everybody understands
- The Power Law: Only a fraction of what you will do, will be very, very successful
- Causes of failure
-- Insufficient test infrastructure
-- Insufficient historical experience
-- Rush to be first (misalignment)
-- Lack of clear objective
-- Lack of clear boundaries
- Use humor to rebuild connections
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