What do you do if your junior content strategists need guidance and leadership?

We've all been newbies at some point or another. If your junior content strategist works hard and is willing to learn, I think you should always mentor them to the best of your ability. There's never too many good content strategists out there ;)

Guide junior content strategists by providing clear direction, offering training and resources, assigning mentors for support, encouraging collaboration, providing regular feedback, empowering decision-making, and promoting growth opportunities. Create a nurturing environment that fosters learning, collaboration, and professional development to help them thrive and succeed in their roles.

1. Planifiez des séances de mentorat régulières, idéalement hebdomadaires, pour discuter des progrès, des défis et des opportunités d'apprentissage. 2. Encouragez les mentors à partager des études de cas personnelles et des leçons apprises pour enrichir l'expérience des juniors.

To provide advice and leadership to junior content strategists, I would first establish clear communication channels and define their duties and responsibilities. Regular one-on-one sessions would provide an opportunity to discuss their questions, problems, and growth needs. I would promote autonomy while also providing constructive comments and guidance to help them advance in their careers. Offering training sessions or workshops on content strategy best practices and industry trends could help them advance professionally. Finally, creating a collaborative and supportive environment in which younger content strategists feel encouraged to contribute and learn is critical to their development and the success of the team.

In my experience, I have found that if you set expectations in the beginning you will experience success. My Mentor/Coach Dr. Beverly Browning allowed me to stretch myself and grow in ways I never thought possible. She mentored me in my everyday greatness in the field I have pivoted for my lifelong career. Her no-nonsense approach enabled me to rise above mediocrity and to bring my very best self to any challenge I face in this field.

Learning by doing is the ultimate teacher. Information is essential, but when you’re starting out you need hands-on experience to excel. Think of it like training wheels on a bike. You wouldn't expect someone to learn to ride without ever taking them off. There's a confidence boost that comes with ownership. By leading smaller projects or working on key parts of larger ones under guidance, they can develop a sense of responsibility in their work. By providing hands-on experience, you're not just developing junior strategists, you're investing in the future of your content team. These experiences foster growth, build a strong foundation for their careers, and ultimately benefit the entire team with a more skilled and confident workforce.

La pratique est fondamentale : --> Assignez des projets de petite échelle aux juniors pour leur permettre de gérer de bout en bout sous supervision réduite, augmentant progressivement la complexité des tâches. --> Implémentez un système de revue par les pairs où les juniors peuvent obtenir des retours constructifs de leurs collègues sur leur travail. --> Organisez des simulations de gestion de crise ou de scénarios complexes pour leur permettre de pratiquer la résolution de problèmes en temps réel.

1. Établissez des réunions régulières où les juniors peuvent présenter des idées ou des projets à l'équipe plus large et recevoir des feedbacks directs. 2. Mettez en place un système de boîte à idées où les juniors peuvent soumettre anonymement des suggestions ou des préoccupations. 3. Encouragez les membres de l'équipe de tous niveaux à participer à des déjeuners informels ou des sessions de networking interne pour renforcer la cohésion d'équipe et le partage des connaissances.

1. Utilisez des outils de gestion de performance pour suivre et analyser les progrès des juniors, et discuter des résultats lors des réunions d'évaluation. 2. Encouragez une culture de feedback immédiat, où les commentaires sont donnés de manière constructive et opportune après chaque projet majeur ou présentation. 3. Formez les juniors à recevoir et à intégrer le feedback de manière productive, en leur enseignant des techniques pour demander et utiliser efficacement les retours.

According to the Job Demands-Resource Model developed by Bakker & Demerouti, both demands (stressors) and resources (at work and personal) should be taken into account when leading junior colleagues. Demands may grow as juniors develop, both in form of salary and responsibility, so it is wise to negotiate early based on goals and overall contributions. This gives juniors a feeling of being in control of their progress. Any deviation from this path should be addressed early and openly. In terms of resources, I found it helpful to be given the opportunity to learn new things from outside of my role, eg leadership training, data analysis, public speaking or whatever interests juniors have. Free time / freedom is often most valued resource.

Il est essentiel de faire confiance en donnant de vraies responsabilités : 1. Identifiez les projets qui permettent aux juniors de prendre des initiatives ou de diriger des petites équipes, même pour des tâches courtes. 2. Offrez des rôles de "champion" où les juniors peuvent être responsables d'une initiative spécifique, comme la durabilité ou l'innovation, au sein de l'équipe. 3. Encouragez les stratèges juniors à représenter l'équipe lors des réunions interdépartementales ou des conférences externes, ce qui renforce leur confiance et leur visibilité.