When writing conclusions, i tend to stick to the classic structure:

● Final words on the topic with one more keyword mention

● call to action to a product or service

● Final question or food for thought that will motivate people to comment or share the #post

Envision your article’s conclusion as a landing page. Multiple ctas will confuse readers. They could pick the low-priority cta link instead of the one you really wanted to emphasize.

Roger maftean’s post on ctas will help you create ones that convert so you can pick the best single option cta to use as the conclusion. In this example, adobe makes it obvious what it wants readers to do:

Summarizing a post is a frequently used tactic. You want people to remember your main ideas and maybe even your brand name.

If you haven’t managed to bring up your product or service in the body of an article, incorporate a subtle mention at the end.

You can give readers something relevant to the article topic, a handout, template, video, or testimonial that will be helpful or motivate them.

You already know the reader is interested in the topic if they get to the conclusion. You can use that to push them to other relevant content, keeping them on your website longer. Write a blog post ending while keeping in mind the possibility for people to stay on your website and read more on a subject.

Like with everything in the content world, there’s no one-size-fits-all. If you have different types of blog posts, you can make your conclusion consistent with each type.

For case studies, the most natural flow is to highlight how people could get in touch with you or find out more about your solution.

Create a sense of belonging by inviting people to join your community on social media or other channels like slack, circle, etc. Provide a sneak peek into what your community looks like and the perks of being there. Pinpoint past achievements and appeal to causes your audience care about.

The best conclusion is one people will remember long after. Asking your readers to reflect encourages them to keep thinking (and remembering your content) after reading.

Conclusions are yet one more way of playing a bit with google’s ranking factors. Comments count as page content. Bring readers over to your comments section with sentences like “ask a question and drop your best or brightest below.” Or “let us know in the comments below

#contentmarketing #digitalmarketing #digitalmarketing #marketing #socialmediamarketing #socialmedia #business #marketingdigital #branding #seo #instagram #onlinemarketing #advertising #digital #entrepreneur #contentmarketing #marketingstrategy #digitalmarketingagency #marketingtips #follow #smallbusiness #design #bhfyp #love #webdesign #like #photography #graphicdesign #content #art #fashion #bhfyp

So your #content material failed. You’re not alone. In between these items that clearly hit the mark, we’ve all revealed just a few – or quite a lot of – that missed.

There’s loads of recommendations on content material optimization methods to use to articles which might be already fairly good. And there’s much more on methods to reuse, republish, or repurpose your highest-performing content. It’s a sure-win tactic to incorporate in your content material advertising technique.

Do you have to attempt to optimize failed #content material?

· Is the #content material about one thing actually vital, helpful, and related to your viewers?

· Is it about one thing your group has distinctive data, expertise, or experience in?

When you answered no to both query, this #content material isn’t price optimizing. Transfer on.

When you reply sure to each questions, then the subject is in your content material candy spot – the overlap between what your viewers cares about and what your group has the abilities and experience to coach them about. That’s sufficient to maintain the #content material within the operating for optimization.

When you’ve determined the #content material is in your candy spot and also you don’t have comparable content material, you now want to know why this piece didn’t carry out. One doubtless cause is that it performs it too straight – in different phrases, your #content material lacks a tilt.

When you suspect your #content material failed as a result of it’s the identical as what everybody else is publishing, see should you can reframe it with a tilt. Search for gaps in what competitors are writing on the subject and modify your piece to sort out a distinct angle. Search for long-tail search queries and ensure the article offers thorough solutions.

When you’ve confirmed or adjusted your tilt, deal with the doable problem of your viewers to seek out the #content material.

search engine optimization performs a giant half in discoverability; now that you simply’re dedicated to saving the piece, put within the time to optimize it. These assets might help:

However search engine optimization isn’t every part. Your viewers might discover the piece whereas shopping your web site, on social media, by way of backlinks, or out of your email newsletter. Strive the concepts in these articles to assist get the phrase out.

5. Sweat the headline and the lead

You realize that previous saying: You by no means get a second probability to make a primary impression. You most likely rolled your eyes when your mother and father stated it for the umpteenth time. But it surely rings very true with regards to #content material. Your headline and lede are that first impression.

The #Product Owner (PO) is a member of the Agile Team responsible for defining Stories and prioritizing the Team Backlog to streamline the execution of program priorities while maintaining the conceptual and technical integrity of the Features or components for the team.

The #PO has a significant role in maximizing the value produced by the team and ensuring Stories meet the user’s needs and comply with the Definition of Done. For most enterprises moving to #Agile, this is a new and critical role, typically translating into a full-time job, requiring one PO to support each #Agile team (or, at most, two teams).

This role has significant relationships and responsibilities outside the local team, including working with #Product Management, Customers, Business Owners, and other stakeholders.

The #PO is the member of the #Agile team who serves as the customer proxy responsible for working with Product Management and other stakeholders—including other POs—to define and prioritize stories in the Team Backlog.

This allows the Solutionto effectively address program priorities (Features and Enablers) while maintaining technical integrity. Ideally, the PO is collocated with the rest of the team, where they typically share management, incentives, and culture.

But the #PO also attends the relevant Product Management events for planning and Program Backlog/Visionrefinement.

Responsibilities The #PO fulfills the following duties:

Preparation and Participation in PI Planning

● As a member of the extended #Product Management team, the #PO is heavily involved in program backlog refinement and prep for Program Increment (PI) planningand also plays a significant role in the planning event itself. Before the planning event, the #PO updates the team backlog and typically reviews and contributes to the program vision,

● Roadmap, and content presentations. During the event, the #PO is involved with story definition, providing the clarifications necessary to assist the team with their story estimates and sequencing. The entire #Agile team, which includes the #PO, also work together to determine their team PI objectives for the upcoming PI.

This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com

In safe, an #agile teamis a cross-functional group of 5-11 individuals who define, build, test, and deliver an increment of value in a short time box.

Because communication quality diminishes as team size increases, agile enterprises tend to prefer collections of smaller teams. For example, it’s generally better to have two teams of five people than one team of ten.

Solution delivery requires broad and diverse skills. Technical teams define, build, test, and-where applicable-deploy, some element of #solution value. Business teams collaborate with them to provide a range of support that includes:

● Guardrails and other business parameters

● Infrastructure

● Contracts and suppliers

● End-user training

● Legal guidance

● Marketing

● Security and compliance expertise

● Fitness for use

● Solution knowledge

Both types of teams strive for fast learning by performing work in small batches, assessing the results, and adjusting accordingly. All safe agile teams include two key roles, the #scrum master and product owner.

No train can exist without agile teams; they power the agile release train (art) and ultimately the entire enterprise. Arts are responsible for delivering larger solution value. All teams on the train collaborate with other teams, contribute to its vision and roadmap, and participate in art events. In addition, they are largely responsible for building the continuous deliverypipeline and #devopscapabilities.

By building and supporting the solutions that deliver value to their customers, agile teams fuel the enterprise.

It produced a cohesive set of values, principles, and practices that sparked the creation of high-performing teams. In safe, agile teams are the building blocks for creating and delivering value. Without effective agile teams, composed of empowered and motivated individuals, organizations cannot achieve the broader business benefits of lean-agile development.

These teams are self-organizing and self-managing, accountable to deliver results that meet the needs and expectations of their customers and stakeholders. They are also accountable to each other and to other teams for delivering quality work on time.

By moving work to the teams and trains, instead of bringing people to the work, enterprises can largely eliminate the ‘project model’ of working. They create long-lived teams and teams of teams, dedicated to relentlessly improving their ability to deliver solutions.

This is how safe differs from the traditional approach in which managers direct individuals to activities. Safe teams—not their managers—determine for themselves what stories they can implement in an iteration and how to implement them.

Lean-agile leaders provide the vision, leadership, and autonomy necessary to foster and promote high-performing teams. As a result, assigning work to individual team members is no longer required as teams are mostly self-reliant.

This enables decentralized decision-making all the way to the level of the individual contributor. The primary responsibility of lean-agile leaders then is to coach and mentor agile teams.

#scrumorg #agile #scrummaster #scrum #productowner #scrumalliance #productmanagement #psm #agilecoach #scaledagileframework #devops #scrumtraining #productmanager #itbusinessanalyst #businessanalyst #agileproblems #itbusinessowner #developmentteam #scrumteam #agileprocess #scrummasters #scrumdotorg #agil #certificacaoscrum #retrospectivas #teambuilding #agiledevelopment

#Business Owners are a small group of stakeholders who have the primary business and technical responsibility for governance, compliance, and return on investment (ROI) for a Solution developed by an #Agile Release Train(ART). They are key stakeholders on the #ART who must evaluate fitness for use and actively participate in certain #ART events.

#Business Owners can be identified by asking the following questions:

● Who is ultimately responsible for business outcomes?

● Who can steer this #ART to develop the right Solution?

● Who can speak to the technical competence of the solution now and into the near future?

● Who should participate in planning, help eliminate impediments, and speak on behalf of development, the business, and the customer?

● Who can approve and defend a set of Program Increment (PI) plans, knowing full well that they will never satisfy everyone?

● Who can help coordinate the efforts with other departments and organizations within the Enterprise?

The answers to these questions will identify the #Business Owners, who will play a key role in helping the #ART deliver value. Among other duties, they have specific responsibilities during PI Planning, where they participate in mission setting, planning, draft plan reviews, conducting management reviews, and problem-solving. They also assign business value to Team PI Objectives and approve the PI plan. But they don’t just disappear after planning. Active and continuous involvement throughout each PI by Business Owners is a determining factor in the success of each train.

Self-managing, self-organizing #Agile Teams and #Agile Release Trains (ARTs) are essential to the success of #SAFe. This represents a significant change in the traditional management mindset. Managers no longer need to directly supervise work by assigning tasks and activities. Instead, they lead by establishing mission and Vision.

They help the teams with coaching and skills development, but largely decentralized execution authority to the members of the #ART. However, transformation to a #Lean-Agile way of working does not relieve management of their ultimate responsibilities.

They remain accountable for the growth of the organization and its people, operational excellence, and business outcomes. To facilitate this goal, #SAFe defines the responsibilitiesof #Business Owners, the key managers who guide the #ART to the appropriate outcomes.

An effective #Business Owner is an active and involved Business Owner, fulfilling #SAFe responsibilitiesdaily.

This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com

: #seo #research #search engine optimization

Seo can seem like a complicated puzzle for #digital marketers. But you need to put it together to create a better picture for your website traffic.

Explore these key tactics, tools, and time savers to make putting together the puzzle easier and help you shine when it comes to sharing your performance data.

There is no “right” when it comes to keywords because they involve plenty of guesswork. A keyword phrase might seem ideal, but additional work and time reveal whether it’s not relevant enough or too competitive.

As a starting point, focus on searcher intent to better match your keywords to possible conversions.

You can’t rely on your hunches for #keyword choices. You also can’t do keyword #research, plug-in data based on some formula, and run with the results. Examine the data and decide what it’s telling you.

If your site is ranking no. 99 now for the #keyword, it probably won’t be no. 1 or no. 11 even eight months from now. But don’t rule out the keyword. Other variables will make it clear whether to scratch it from your list.

Look at how well your website performs for keywords and add keywords related to those that do the best.

Say your site page ranks no. 3 on google for a favorite keyword phrase. Likely, the keywords in the page content header influenced that top ranking. Now, if your page ranks no. 67, maybe a preferred keyword phrase is only mentioned one time in the 18th paragraph. Tweak your page accordingly.

Precise keyword phrases (long tails) may be great options. For example, if your product has a high price tag, say $30,000, your prospect audience probably isn’t that big. So even 20 searches a month is worthwhile. Be patient. Low search volume keyword phrases can bring the right prospects over time.

People are still fascinated with rankings. They’re a measure of success, i guess. But how your website ranks on google shouldn’t get so much fanfare.

What should be celebrated is how well natural (organic) traffic influenced leads and sales. Evaluate old and new website content to see which pages should get the most credit. Is it the primary text on the page or the clear call to action? Maybe they work hand in hand.

You can track all this in google analytics, including conversions (ranging from completed forms to product demos). Start by creating goals that can be traced to natural #searchengine traffic and other website visitor data

#contentmarketing #digitalmarketing #digitalmarketing #marketing #socialmediamarketing #socialmedia #business #marketingdigital #branding #seo #instagram #onlinemarketing #advertising #digital #entrepreneur #contentmarketing #marketingstrategy #digitalmarketingagency #marketingtips #follow #smallbusiness #design #bhfyp #love #webdesign #like #photography #graphicdesign #content #art #fashion #bhfyp

#The Lean-Agile #Leadership competency describes how #Lean-Agile Leaders drive and sustain organizational change and operational excellence by empowering individuals and teams to reach their highest potential.

They do this through leading by example; learning and modeling #SAFe’s #Lean-Agile mindset, values, principles, and practices; and leading the change to a new way of working.

It is one of the seven core competencies of the #Lean Enterprise, each of which is essential to achieving Business Agility. Each core competency is supported by a specific assessment, which enables the enterprise to assess their proficiency.

Why #Lean-Agile Leaders? An organization’s managers, executives, and other leaders are responsible for the adoption, success, and ongoing improvement of #Lean-Agile development and the competencies that lead to business agility. Only they have the authority to change and continuously improve the systems that govern how work is performed.

Moreover, only these leaders can create an environment that encourages high-performing Agile teams to flourish and produce value. Leaders, therefore, must internalize and model leaner ways of thinking and operating so that team members will learn from their example, coaching, and encouragement.

Becoming a Lean enterprise is neither simple nor easy. As described below, business agility requires a new approach to leadership. It starts with leaders exemplifying behaviors that will inspire and motivate the organization to pursue a better way of working.

They set the example by coaching, empowering, and engaging individuals and teams to reach their highest potential through Lean and Agile principles and practices.

In short, knowledge alone won’t be enough.Lean-Agile leaders must do more than simply support the transformation: they must actively lead the change, participating in and guiding the activities necessary to understand and continuously optimize the flow of value through the enterprise. #Lean-Agile leaders:

● Organize and reorganize around value

● Identify queues and excess Work in Process (WIP)

● Continually focus on eliminating waste and delays

● Eliminate demotivating policies and procedures

● Inspire and motivate others

● Create a culture of relentless improvement

● Provide the space for teams to innovate

By helping leaders develop along three distinct dimensions, organizations can establish lean-agile leadership as a core competency.

These dimensions are:

1. Leading by Example – Leaders gain earned authority by modeling the desired behaviors for others to follow, inspiring them to incorporate the leader’s example into their own personal development journey.

2. Mindset and Principles – By embedding the Lean-Agile way of working in their beliefs, decisions, responses, and actions, leaders model the expected norm throughout the organization.

3. Leading Change – Leaders lead (rather than simply support) the transformation by creating the environment, preparing the people, and providing the necessary resources to realize the desired outcomes.

This video utilizes some parts of information from scaled agile website, for more details please visit www.scaledagileframework.com