You tell your executive team that your company should have a content manager, and they ask, “Can’t someone take that on as a side project?” How should you respond?

“That’s a good way to start, but we should put a plan in place for expanding the role into a full-time duty.”

“Yes, that would be best. Content management isn’t a full-time job.”

“No, if we can’t have a full-time content manager, we may as well not have a content manager at all.”

“Yes, but only if it’s a member of the executive team that does it.”

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Explanation: The correct answer is “That’s a good way to start, but we should put a plan in place for expanding the role into a full-time duty.” While having someone take on content management as a side project can be a pragmatic approach to initiate content initiatives, it’s essential to recognize the complexity and importance of content management in today’s digital landscape. Content creation, curation, optimization, and distribution require dedicated time, effort, and expertise to ensure effectiveness and consistency. As content initiatives grow and evolve, the demands on the role will likely increase, necessitating a full-time commitment to effectively manage content strategy, production, and performance measurement. Therefore, while starting with someone managing content as a side project can provide a foundation, it’s crucial to have a plan in place for transitioning the role into a full-time position to ensure the sustainability and success of content management efforts in the long term. This response acknowledges the practicality of starting small while also emphasizing the need for strategic planning and resource allocation to support the growth and expansion of content management responsibilities within the organization.

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You tell your executive team that your company should have a content manager, and they ask, “Can’t someone take that on as a side project?” How should you respond?

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