The golden rule of marketing has always been: Don’t leave your customer wondering, or you’ll lose them. This rule also applies very well to SEO: Unless Google can find an answer — and quickly — they’ll pick and feature your competitor.
One way to make sure that doesn’t happen is having a well set-up, well-optimized FAQ page. Your FAQ is the key to providing your customers and search engines with all the answers they might need about your brand.
Why create an FAQ page?
Decrease your customer support team’s workload. If you do it right, your FAQ page will be the first point of contact for your potential customers — before they need to contact you directly.
Shorten your customers’ buying journeys. If your site users can find all the answers without having to hear back from your team, they’ll buy right away.
Build trust signals. Covering your return policies, shipping processes, and being transparent with your site users will encourage them to put more trust into your brand. As always, if your site users trust your brand, so will Google.
Create a more effective sales funnel by including your business’s competitive advantages: What makes you better than your competitors?
Improve your site internal linking (meaningfully).
Capture more search visibility opportunities.
Feeling convinced? Then let’s move on from whys to hows.
Where to find questions to answer
I did a very detailed article on question research for Moz. It lists all kinds of tools — including SEO-driven (based on which question people type in Google’s search box) and People-Also-Ask-based (questions showing up in Google’s People Also Ask boxes) — that collect questions from online discussion boards, as well as tools that monitor Twitter and Reddit questions.
In addition, your customer support team is your most important resource. You need to know exactly what your customers are asking when they contact your company, and then use all the other sources to optimize those questions for organic rankings and expand your list where necessary.
Answers should be CCF (clear, concise, and factual)
(I have just made up this abbreviation, but it does a good job getting my point across.)
A good rule of thumb is to write short answers to each question — two to three paragraphs would make a good answer. If you go longer, the page will be too long and cluttered.
If you have more to say:
Write a standalone article explaining the process
Add a video
Creating a video to answer most of those questions is almost always a good idea. Videos make good promotional assets allowing your brand to be discovered on Youtube, as well as through Google’s video carousels.
And if video marketing seems too intimidating to you, there are quite a few tools that allow you to create videos on a budget without investing in expensive software (and training) or external services. I list some of those tools here.
Another video creation tool I discovered recently is called Renderforest. It offers some powerful explainer video templates that are perfect for answering questions.
Other ways to make answers shorter are:
Add intructural GIFs (I listed a few GIF creation tools here).
Create downloadable flowcharts and checklists (there are lots of online tools to put those together).
Overall, visuals have long been proven to improve engagement and make things easier to understand and remember, so why not use them on your FAQ page?
FAQ schema — use it!
Google loves featuring clear answers (which is also why creating a solid FAQ page is such a good idea). In fact, Google loves answers so much that there’s a separate schema type specifically for this content format: FAQPage schema.
By all means, use it. For Wordpress users, there’s a Wordpress plugin that helps markup content with FAQ schema.
It makes your FAQ page easier to understand for Google, and it helps your page stand out in search:
Quick tip: If you include an internal link inside your answer, it will populate in search results, too. More links in organic SERPs!
Internal linking: Use your FAQ as a sitemap
More links from your organic listing in search isn’t the only reason to link from your FAQ page. Your FAQ page is part of the customer journey, where each answer is an important step down the sales funnel. This is why adding internal links is key to ensuring that customer journey is continued.
But don’t think about these links from an SEO standpoint only. It’s not as important to create keyword-optimized link text here (although it’s still not a terrible idea — when it makes sense). The more important factor to think about here is user intent.
What is your site user likely to do next when they’re searching for a particular question?
If they have a question about your shipping costs, they’re probably close to buying, but need to know more about the final price. This is where you can brag about your awesome shipping partners and link straight to the product page (or list), as well as to the cart for them to complete the payment.
If they are asking how long shipping usually takes, they’re likely to be your current customer, so linking to your shipping info page would be more helpful.
Monitoring your FAQ page and user paths through it will give you more ideas on how to set up each answer better. More on this below.
If you need some inspiration on proper in-FAQ linking, check out Shopify, which does a pretty awesome job on matching various user intents via internal linking:
Structure is everything
There are web users who search and then there are those who browse.
Your FAQ page should accommodate both.
This means:
There should be search field suggestions to guide the user through the site effectively.
There should be clear categories (as subheads) for the page visitors to browse through and get a good idea of what your site does at a glance. This will help people who are still at the research phase make a buying decision faster.
To determine the best structure for the FAQ page, try Text Optimizer, which uses semantic analysis to come up with related questions. It makes catching some common keyword and question patterns easier:
When you have your FAQ content structure set up, create anchor links to allow users to quickly jump to the section they feel like browsing more. To see this on-page navigation in action, head to the Adobe FAQ page:
Making your FAQ page work: integrate, analyze, monitor
A well set-up FAQ page addresses multiple types of user intent and helps at various steps in a sales funnel. This makes monitoring the page closely a very essential task.
Here are a few ways to accomplish it:
1. Monitor in-FAQ search
If your site runs on Wordpress, there’s a variety of FAQ plugins (including this one) that come with advanced search functionality. The feature reports on:
Most popular searches, showing which product features or site sections cause the most confusion (these may signal some usability issues).
Empty searches, showing which users’ questions triggered no answers in your FAQ (these should go straight to your content team).
If you’re going with a no-plugin, custom solution, make sure to use Google Analytics to set up your in-FAQ search, which will allow you to monitor your site users’ searching patterns.
2. Track user paths through your FAQ page
Which pages (or off-site channels) tend to bring people to your FAQ page, and where do they usually go from there? These paths are important in understanding the role of the FAQ page in your sales funnel.
To track any page effectiveness in sending conversions, I tend to use Finteza, which allows you to create an unlimited number (unless I haven’t hit the limit yet) of sales funnels to monitor and compare different user paths through your site:
3. Monitor “People Also Ask” rankings
You’re most likely going to monitor this page traffic and its rankings anyway, but there’s one more thing to add here: “People Also Ask” positions.
As this page focuses on covering customers’ questions, Google’s “People Also Ask” positions are pretty indicative as to whether or not you’re doing a good job. SE Ranking is the only tool I’m aware of that can help you with that. It keeps track of most of Google’s search elements and reports your progress:
If you do things right, you’re likely to see your PPA positions growing.
4. Monitor customer feedback
Finally, collecting user feedback on every answer in your FAQ will help you create more helpful answers. Again, most pre-build FAQ solutions come with this option, but there are standalone plugins for it as well (like this one).
FAQ FAQs
There are a few common questions about building an FAQ page that keep floating the web (as well as Moz’s community forums). Let’s quickly address them here:
Is an FAQ section still a good idea?
Yes, by all means, but only if you take it seriously.
Should I employ “collapsible” answers to save space?
I don’t have any issues with this set-up (many brands choose to go this way), but SEOs believe that content hidden behind tabs or clicks holds less value than immediately-visible content.
Can I re-use select answers on other pages where these questions-and-answers make sense? Is this duplicate content?
It isn’t a “problematic” duplicate content issue (meaning Google will not penalize for that), but the best way to avoid duplicate content is to write new (original) answers for each page.
Should it be one page, or is it better to set up a multi-page knowledge base?
Depending on how much you have to say, either way is good.
Takeaways
Your FAQ page is an important step in the buying journey and a good organic search asset that can both bring and convert traffic.
Create concise, factual answers that will provide immediate help or guidelines. Videos and animated GIFs always make the FAQ section more helpful.
Link from your FAQ page to accommodate different user intents and help your site users continue their journey through the site.
Structure your FAQ page in a meaningful way to give site users some clues as to what is covered.
Monitor your site user journeys through your FAQ page closely to improve and expand it.
Have more tips for optimizing your FAQ? Let me know in the comments section.
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When business is struggling, budgets are tight, and resources limited, your company might be tempted to cut back or cut off SEO efforts to save time and money until things stabilize. But halting SEO altogether — even for a short time — is actually a bad idea, as it means more work for you and your business in the long run.
Dr. Pete is here with a brand new Whiteboard Friday to tell you why SEO should not be treated like an on/off switch, and provide some suggestions on what to do instead.
Click on the whiteboard image above to open a high resolution version in a new tab!
Video Transcription
Hey, everybody, Dr. Pete from Moz here. I want to welcome you to my first recording from Whiteboard Friday Studio Chicago, aka my basement. I want to thank the content team, first of all, for getting me set up with the equipment, but especially for their patience. I am not an AV guy, so this has taken a little while longer than I had hoped. You've already seen some remote Whiteboard Fridays from Russ and Britney and Cyrus, and they're doing a great job. So hopefully we can have some fun, and now I know the ropes and can get this going a little easier.
So I want to talk about a serious topic today. Obviously, we're going through some tough times. Budgets can be tight, and when that happens, you're tempted to scale back marketing. Obviously, we're in the business of selling SEO tools, and we don't want you to do that because that's where our food comes from and the roofs over our heads. I'll be transparent about that. But I do think there are some real dangers to treating SEO like it's an on/off switch. So I want to talk about the reality of that, and what can happen, and some of what to do to mitigate that.
You can't do more with less
A friend reached out to me and she said, "My boss is worried about budgets, and he wants to cut back paid search, and he wants to cut back content, and cut back social, but get the same results. What do we do?" Before the pandemic, I might have laughed at that. But it's a serious question and a serious situation, and the reality is there's no magic to this. We can't expect to do more with less.
It's a nice thing to say. But especially when people are struggling, and when our workers are having problems, and they're stressed, and their time is being taken up doing mundane things — like grocery shopping — that are three times harder now, we can't expect them to do more with less, and we can't expect to do nothing and get results. So what do we do, and how do we deal with this problem?
You can't treat organic like paid
So first of all, I just want to say that I think sometimes we look at the situation like this. If we scale back marketing, we can just wait until times are better, and then we can push it back up. So we turn on our search marketing. We get the traffic and things are great. We shut it off. Okay, that sucks. We don't get the traffic, but we're not paying. Turn it back on and boom the traffic is back.
That's not how it works, not even close.
This is more like how paid search works. I don't want to oversimplify. I used to work in paid search. Obviously, you're optimizing and improving and adding negative keywords and doing A/B testing and all these things to hopefully get better and better performance. But, generally speaking, one of the advantages of paid search is that when you turn it on, the leads come. You get traffic right away that day. When you turn it off, you get nothing. The money is not there. You don't get the leads. Okay, that's rough, but you expect that, right? But you turn it back on, the leads come back that day. So this is the double-edged sword in a sense. It's not that one is better than the other, but this is how paid search works. It's a machine that you can flip off and on.
That's not how organic works. Organic does take time. So what happens is you turn it on, and you see this gradual ramp-up. Finally, it starts to peak and level off, and then you turn it off. Let's say budgets are tight.
Okay, I understand that you're not producing new content and you're not optimizing. It's not a thing you can just turn off frankly. But you still see positive results. You still see that traffic until this starts to trail off over time. Now that's a good thing about SEO. It doesn't immediately turn off. You still continue to get that traffic.
But the problem with SEO is when you turn it back on and when the money comes back, you're going to have to go through this ramp-up again. The curve may be different shapes, and it may not go all the way down and it may not go back to where it was. But it's going to take time. There's going to be a lag, and it could be weeks or it could be months. So I think we make two mistakes. One we've already discussed.
One is number two ironically, that this is going to take time to come back. So if you count on just turning the switch back on and things recovering, you're going to be disappointed, right? That's going to take time. So it's not just a situation of a pandemic. Let's say you close down for remodeling or let's say you had some kind of flooding or some kind of damage or something you needed to do to shut down for a month or two.
You can't expect that, when you turn things back on, it will immediately come back. So you may have to get ahead of that. You may have to start spending again before things pick up. I know that's a difficult thing, but you have to anticipate this lag. You have to be realistic about that. The other problem, though, is I think sometimes we hit this point, and we shut off our efforts.
We cut down content production. We don't optimize. We switch agencies, whatever we do. We don't see an immediate drop, and so we start to say maybe this isn't really working. I think it's a bit like exercise. I have this habit certainly over the years. You get motivated.
You do really well for a few weeks or a couple of months. You're feeling good, and you start to plateau. You get a little frustrated, and then you stop. For a while, you still feel good, right? You have these dividends. That's how it works, and that's how organic search works. So you think, well, maybe it wasn't that big of a deal.
Maybe it wasn't really helping me. Until two or three or six months later, when you realize how much worse you feel. Then by then, to start back up again takes effort, right? You don't feel good when you start exercising again after that six weeks of sitting around. So it takes a couple of months to get back to where you were. So I don't want you to go through that, and I want you to be a bit careful about that.
What you can do
So what can we do? By the way, I have no artistic skills. This is from my 10-year-old daughter. Any drawings you see on my Whiteboard Fridays will be probably from her. So thank you, Jordan. So a couple suggestions I have that are general.
1. Have a pulse
First of all, and I mean this quite literally, you need to continue to have a pulse.
If you shut down your business or your marketing, you may just think, "Well, okay, we're going to get less leads. We're going to get less of a good thing, but nothing bad is going to happen".
But the problem is this may be the only place people see you, and this may be where they come looking for you. So if you disappear, and especially in an environment like the pandemic where businesses are going under, people may look at that and say, "Oh, I guess they're not around anymore. I guess they're gone."
They might not come back. They might not come looking for you again. I think there's a very real danger of that, especially for small local businesses. So you want to make sure that your presence at least continues to exist. You have that pulse.
It doesn't have to be as frequent — you don't have to do as much work, you don't have to put out as much content, you don't have to be as active on social — but I think you have to at least show people that you're still alive and kicking so that they know to come back when things improve. Otherwise, they might just forget and go somewhere else.
2. Tell your story
I think it's okay, especially during times like this — and really any time that something is kind of going wrong — if you're remodeling, you're going to be closed for a couple months. That's a real negative thing that's hard. It's okay to be personal. It's okay to tell some of that story.
My kids' orthodontist, they're a family-owned business locally here. They were really great when they were closed. They were closed for a couple of months, about two or three months. They were as responsible as I think they could be about it. They communicated their plans, but they talked to us. They sent emails. They told us about their story. They told us about being a family-owned business and why this was hard and why they thought it was the right thing to do. So when they reopened, there was a real trust there, and I was willing to send my oldest back and get her checked out and get the normal stuff done, that I might not have been if I wasn't sure what was going on.
But I knew their procedures. I knew their story. I empathized with them, and I think that was a big deal. That's something you should do. It's okay to tell that, "Hey, this is hard. This is what's going on. Here's what's going on with us. We hope you come back. We're still here."
3. Try new things
Then I think this is an interesting time to try new things. And maybe that sounds counterintuitive because when you have less money, trying something new seems like a bad idea.
But it's okay to try new things. Maybe not as well as you normally would have. Ironically, this is a problem we've had with Whiteboard Friday. I've been remote my whole time at Moz, and so I've had to fly to Seattle to do recordings. So you see very few Whiteboard Fridays from me. There's a handful over the years and one that gets repeated a bit. Because we have a studio there, we were afraid that the quality might not be as good.
It might not be up to par. It might hurt our brand, honestly. But when the pandemic came, we said, "Hey, you know what? Now we have no choice. The studio is closed. We can't go into the office for a while." Actually, currently we're moving the office, so again we're delayed. So it opened up this opportunity to try something new, try something different. Even with equipment, it costs less than one of us flying out there and staying for a few days one time.
So it made sense, and we realized that during this time people were going to naturally be forgiving. If we could get to 70% or 80% quality and improve back up over time, it was going to be okay. So I encourage you to do that. Try some formats you might not have tried before. Try some video. Use some basic equipment. We did home recordings for MozCon this year.
It was great. We had some basic equipment, Logitech web cam, a clip-on USB mic, much less sophisticated than what I'm using right now, a couple of ring lights. Maybe 200 bucks' worth of equipment and a backdrop that really I thought looked great. It was really professional once we got used to it. Try podcasting.
Try something you haven't tried before. Don't worry about it being perfect, because I think this is a time that people will be okay with that. You can try some new things and hopefully come out stronger and come out with a new thing and resume what you were doing and maybe be ahead of where you were. So again, I just don't want you to think that if you turn this thing off, you can flip it back on.
Be realistic. Don't disappear. Try something new. Tell people what you're going through. Be human. I hope you all get through this okay and that things are going all right. It's great to see you. Thank you.
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People around the world are having important discussions about systemic racism, overt and covert bias, and how we can all do better.
Understanding the problem is the first step. To get a sense of conditions within the SEO community, we asked people to take our Diversity and Inclusion in SEO survey as part of our ongoing project to study the state of SEO.
Due to the subject matter and the way we reached out, our respondents were not a snapshot of the industry as a whole. We were very pleased to have 326 SEOs complete the survey, including a significant number of female, BIPOC, and LGBTQ+ participants. These are important voices that need to be heard, but as we analyzed the data, we were careful not to generalize the industry as a whole without accounting for potential sampling bias. We addressed this by looking at groups separately — straight white cisgender men, BIPOC women, LGBTQ+ men, and so forth.
We recognize that intersectionality is common. Many of the SEOs who shared their stories with us don’t fit neatly into a single group. We addressed that by counting people in each category that applied to them, so a gay Black man’s answers would be factored into both the LGBTQ+ and BIPOC analyses.
Who participated?
Of the 326 SEOs who participated, 231 respondents (70.9%) described themselves as white. Among the rest, 32 SEOs described themselves as Hispanic, Latino, or Spanish; 28 Black or African American; 18 Asian or Asian American; 11 Middle Eastern or North African; eight Indian or South Asian; four Native Hawaiian or other Pacific Islander; and three American Indian or Alaska Native. (Some people were counted in more than one category.)
Our respondents included 203 SEOs who identify as women (including one transgender woman), 109 who identify as men (including two transgender men), and 11 who consider themselves nonbinary, genderqueer, two-spirit, or gender nonconformist. Three people preferred not to share their gender.
With regard to sexual orientation, 72.8% described themselves as heterosexual, 25.2% as LGBTQ+, and 2% preferred not to say.
About two-thirds (218 SEOs) of the participants were from the U.S., and about one in 10 (35 SEOs) were from the United Kingdom. The rest came from 26 other countries across the globe. The average age was 34.5 with 6.9 years of experience in SEO. (Please see the methodology section at the end for more details.)
How is the SEO community doing with diversity and inclusion?
We started our study by asking SEOs how our industry compares with the rest of the business world when it comes to discrimination and bias. More than half of our participants (57.7%) had a different career or significant job experience in another field before working in SEO, so we figured they’d be in a position to know.
Overall, most people (58.7%) think SEO is about the same as other professions. But among those who disagree, more think it’s worse (26%) than better (15.2%).
Surprisingly, there was also no statistically significant difference between BIPOC and white respondents when we asked about prevalence of bias in the industry. However, when we asked how big a problem it is, things got interesting.
Both BIPOC and white SEOs felt much more positively about their own companies than the industry as a whole.
Slightly more than 40% of both BIPOC and white SEOs said discrimination is “not a serious problem at all” within their own companies. However, almost three-quarters of BIPOC SEOs (74.0%) and more than two-thirds of white SEOs (67.5%) said bias is a “moderately serious” or “extremely serious” problem in the SEO industry.
Emotions ran high in the comments for this section. Jamar Ramos, 38, the black male chief operations officer of Crunchy Links in Belmont, California wrote, “White men on SEO Twitter are the f***ing worst. They are defensive, uncouth, and destructive for the industry. So scared of losing power they will drive EVERY BIPOC from SEO if they could.”
Another Black SEO, a 29-year-old woman at a Chicago agency, commented, “As a Black woman (and queer at that), I have definitely not seen a woman like me. I always (somewhat) joked around that I'll be the Queen of SEO, but underneath those words was because I saw not only women underrepresented in the industry, but other minority subsects of being a woman underrepresented as well, such as being a Black woman and/or a queer Black woman. Where are we?!!"
Other perspectives were represented, as well. Said another 28-year-old Black female SEO, “I'm thrilled to work in an industry where there is the freedom to find multiple agencies that are welcoming to all, and the additional freedom to strike out on my own if I ever felt I should.” Many comments in later sections backed up these sentiments, with endorsements of the SEOs’ own companies and their diversity and inclusion policies.
How bad is it? Frequency of racial or ethnic bias in SEO
Our respondents were more diverse than the SEO industry as a whole, so we expect that their experiences would be a bit different, as well. Also, our survey was based on self-reporting, which can be inconsistent. That said, overall, 48.7% of our respondents told us they never experience racial or ethnic bias. Among the others, 6.7% experience racial or ethnic bias at least once a week, 10.9% at least once a month, 9.2% every couple of months, and 24.4% said it was rare but did happen on occasion.
Knowing that 7 out of 10 of our respondents were white, we broke the data down by the SEOs’ self-reported ethnic backgrounds to get a clearer idea about the extent of racial or ethnic bias. Here’s what we found.
Asian and Asian American SEOs were the most likely to say they experience ethnic bias at least once a week, followed by Hispanic or Latino SEOs.
Most Black or African American SEOs said discrimination was a monthly or bi-monthly experience for them. Not surprisingly, white SEOs were the least likely to experience racial or ethnic bias, although about a third said they do get discriminated against based on their heritage or cultural identity.
We’d like to know more about the racial and ethnic discrimination white SEOs are facing. Unfortunately, we focused on BIPOC and LGBTQ+ issues in this survey and did not include questions about religion, so we don’t know what role that might play. We also did not address ageism or disability issues. With each study we publish, we realize how much more we have to learn. We will be sure to explore those issues in future studies.
Gender and LGBTQ+ bias in SEO
There are a lot of forms of LGBTQ+ and gender bias. We let our survey participants interpret the phrase for themselves when asking how often they experience it. Overall, 94.1% of LGBTQ+ SEOs experience bias at least some of the time, and more than a third do so at least once a month. However, 72.5% of the heterosexual SEOs also said they feel gender discrimination at least some of the time.
The impact of bias
About 4 in 10 SEOs said they experienced bias in the past year. We asked them what impact it has had on their productivity, career trajectory, and happiness. Here’s what they said:
69.1% feel“Bias in the workplace has had a negative impact on my productivity and sense of engagement.” (38.3% strongly agreed; 30.8% slightly agreed)
72.1% feel “Bias in the workplace has had a negative impact on my career advancement and earnings.” (39.3% strongly agreed; 32.8% slightly agreed)
74.6% feel “Bias in the workplace has had a negative impact on my happiness, confidence, or well-being.” (42.6% strongly agreed; 32.0% slightly agreed)
The cost of bias
How do discrepancies in pay, being passed over for promotion, and other forms of discrimination add up over the course of a career? There are many variables when comparing incomes. For example, pay can vary based on years of experience, size of company, and specific expertise.
We did the best we could to compare the incomes of SEOs with similar career profiles. Ultimately, we chose to focus on SEO generalists working in the United States, which gave us the largest pool of responses. We broke them down by gender, ethnicity, and age. Our sample sizes for men ranged from 8 to 22 people in each subcategory. Our sample sizes for women ranged from 13 to 35 for each subcategory.
These were small groups, so the results are far from definitive. But the consistency of a disparity merits conversation. Here’s what we found.
For male SEO generalists working in the United States:
In their 20s, white male SEOs reported earning an average of $75,312 per year. BIPOC male SEOs in their 20s reported earning an average of $63,500 per year (18.6% less).
In their 30s, white male SEOs reported earning an average of $95,833 per year. BIPOC male SEOs in their 30s reported earning an average of $89,091 per year (7.6% less).
In their 40s, white male SEOs reported earning an average of $115,937 per year. BIPOC male SEOs in their 40s reported earning an average of $90,417 per year (28.2% less).
For female SEO generalists working in the United States:
In their 20s, white women SEOs reported earning an average of $75,384 per year. BIPOC women SEOs in their 20s reported earning an average of $61,250 per year (23% less).
In their 30s, white women SEOs reported earning an average of $86,571 per year. BIPOC women SEOs in their 30s reported earning an average of $86,094 per year (0.6% less).
In their 40s, white women SEOs reported earning an average of $109,375 per year. BIPOC women SEOs in their 40s reported earning an average of $101,094 per year (7.6% less).
What does on-the-job bias look like?
“Where are you really from?”
“Are you the new diversity hire?”
“But you all look alike.”
“You’re Asian, so you’re good at math, right?”
“You don’t speak Spanish?”
“Do you play basketball?”
“I think what she was trying to say was…”
It can happen to anyone, but people of color, members of the LGBTQ+ community, and women hear things like this often. A microaggression is a subtle behavior directed at a member of a marginalized group. It can be verbal or nonverbal, delivered consciously or not, and can pose a cumulative, damaging effect to the receiver.
Columbia University defines racial microaggressions as “brief and commonplace daily verbal, behavioral, or environmental indignities” that contain “hostile, derogatory, or negative” content or subtext. The result, according to a City University of New York study, can be “anxiety and depressive symptoms over and above the effects of non-race-specific stress.”
Minority racial and ethnic groups are often targets of microaggressions, but these offenses can be directed at any marginalized group in addition to people of color, including women, people with disabilities, individuals in the LGBTQ+ community, those with mental illness, single parents, and people in lower economic classes.
Many SEOs reported experiencing a cascade of microaggressions and similar offenses. A 46-year-old white woman in the U.K. with more than 15 years of experience in the field wrote, “I don’t feel I get taken at all seriously as a female SEO — to the extent that I stopped attending events years ago. It’s a total boys club, to the point of afterparties at strip clubs. As a woman, I’ve had male SEOs expect me to do all the legwork because my time is less important, and then they try and take credit for my work. When I called them out, I was met with bullying. It’s a disgusting situation to still be in after this long in the industry.”
The most common microaggression reported during the past year, by more than 4 in 5 SEOs (81.4%) in our poll, was being interrupted or spoken over. Second on the list, however, was an actively offensive action: Nearly 6 in 10 reported having an idea taken by someone else (57.5%).
Perhaps unsurprisingly, 44.1% of respondents reported being paid less than similarly qualified employees. A 2016 Pew Research center report supported the data on this enduring travesty with regard to race and gender. Additionally, Census Bureau data from as recently as 2018 showed that women of all races still earn 82 cents for every dollar earned by men.
Among the 48.4% of respondents who report being talked down to or treated as less capable than similarly qualified employees, several made poignant comments to back up their responses.
A 26-year-old biracial woman at a small Midwestern agency said, “I am constantly having to prove my case or strategies, even when the target audience I am marketing/optimizing for looks more like me than my colleagues. I am questioned constantly and asked to prove my work, despite being the only person at the company with the knowledge and skills to produce the work.”
And one technical SEO said, “I am a white, cisgendered woman, so I have a lot of privilege, but I still have clients who feel the need to verify my recommendations with their own ‘research’ (rudimentary Google search) or by checking my advice against the opinion of white men, many of whom have less experience than I do (‘My nephew learned about SEO in college, and he says …’).”
Other common verbal microaggressions reported by survey respondents include being addressed unprofessionally (41.3%), hearing crude or offensive jokes about race and ethnicity (36.1%), or about sexual orientation or gender identity (38.5%).
Drilling down: specific microaggression experiences by group
We asked SEOs in our survey about the types of microaggressions they’ve been exposed to in the field, and found that some types of microaggressions are more commonly experienced by certain groups. We sorted respondents into six groups based on gender, ethnicity, and LGBTQ+ orientation to see how different issues affected each demographic. In some cases, we found surprising results.
At least half of SEOs in each group registered the most common microaggression: being interrupted or spoken over. In all, 91.1% of straight, white, cisgender women and 90.7% of LGBTQ+ women report this happening to them, while a surprising 82.5% of straight, white, cisgender men share the experience. Men in the BIPOC group reported barely half as many incidences of this microaggression in their experience.
All three categories of women were most likely to report a pay gap and having their ideas stolen. Reports from straight, white, cisgender women (65.8%), LGBTQ+ women (60.5%), and BIPOC women (59.3%) were remarkably consistent, falling within just slightly more than six percentage points of one another.
Meanwhile, men in the BIPOC group were most likely to say they’d been passed over for a promotion (41.7%), followed closely by LGBTQ+ men (40%), and women (37.2%).
Bad-faith banter
Conversations on the job were fertile ground for verbal microaggressions of different types. What some might consider harmless banter may not be harmless at all. We explored jokes and other verbal interactions that SEOs reported as disrespectful and hurtful.
We defined four different categories and found that the most common complaint occurred among straight, white, and cisgender women, 68.4% of whom reported “being talked down to or treated as less capable than similarly qualified employees.”
The other two most common complaints involved hearing “offensive jokes about race or ethnicity.” A total of 58.3% of BIPOC men reported hearing such jokes, but interestingly, even more LGBTQ+ men (60%) said they’d been exposed to this kind of inappropriate humor. And 37% of BIPOC women endured the same treatment.
A disappointing wealth of examples of this egregious behavior was described in the comments.
A 32-year-old white SEO who identifies as gender nonconformist described the time a “past employer, during the interview process, told me he wanted to make it clear to his (service industry) customers he wasn’t going to send any Black people to their homes. This job was rampant with racism and misogyny. I took the job out of desperation and got out as soon as I could.”
Slightly more than 53% of LGBTQ+ women and men responded that they’d heard offensive jokes about gender identity or sexual orientation, the highest in that category. Likewise, LGBTQ+ men (20%) and women (14%) were most likely to have been asked how they got hired.
Mixed messages at work
Next, we considered four categories in which employees are implicitly singled out because of their membership in a marginalized group.
On the one hand, we asked whether group members had been singled out to promote an appearance of diversity — through tokenism or by assigning them to resolve problems of bias. The dubious value that such a request (under the best of circumstances) might signify, though, is negated by their opposite and often accompanying tendencies: targeting certain people or groups with suspicion (by being monitored more closely) or with criticism for their being “too sensitive” to discriminatory language/behavior.
LGBTQ+ men were most likely to report instances of tokenism (26.7%) and being labeled “too sensitive” (33.3%) to discrimination. BIPOC women ranked next in those categories, with 22.2% and 29.6%, respectively. Similarly, one-third of BIPOC women (33.3%) reported being supervised more closely than similarly qualified employees.
The comments for this section were rife with examples, like the one from a 36-year-old Hispanic/Latino male who described “being asked to ‘woke-check’ social content to see if anything in it might trigger a backlash from the immigrant community.”
Unsurprisingly, straight, white, cisgender men and women ranked in the bottom half of those reporting in each of the four categories. But men and women in other categories reported varying results. Nearly three times as many LGBTQ+ men (26.7%) as women (9.3%) said they’d experienced tokenism. Meanwhile, BIPOC women were far more likely than men — 29.6% to 8.3% — to report being labeled “too sensitive” for calling out discriminatory behavior or language.
We specifically asked BIPOC respondents to our survey how often they’d experienced three common forms of microaggression, dividing participants into four groups:
Middle Eastern/North African
Black/African American
Hispanic/Latino
Asian/Asian-American
All four groups reported that the most common of the three microaggressions we asked about was being complimented for being articulate or “well-spoken” — indicating an implied and unfounded expectation that they wouldn’t be. Three-quarters (75%) of Middle Eastern/North African respondents and two-thirds (66.7%) of Black/African American survey participants said this had happened to them.
In addition, nearly half (47.6%) of Hispanic/Latino group members surveyed said they’d been asked where they’re “actually” from. This was at least 20 percentage points higher than for any of the other three groups. The results appear to reflect a bias against immigrants from Mexico and Central America, and a baseless distrust of their status as citizens or legal residents.
The third question explored what researchers have identified as a tendency to view members of other racial or ethnic groups as interchangeable: a bias that can lead to stereotyping and discrimination. In this instance, Black/African American participants were significantly more likely (44.4%) to indicate they’d been mistaken for someone else of their race or ethnicity.
How diverse are SEOs’ workplaces?
Representation of diverse populations is a huge issue in the microcosm of the SEO industry, as well as the macrocosm of business and society in general. We were interested in how SEOs viewed diversity in the rosters at their workplaces, both in the rank-and-file employee roster and in executive or leadership positions.
Survey respondents were nearly evenly split between working for an agency and working in-house at a company (45.9% and 42.2%, respectively), while the remainder split the difference between freelancing (5.3%) and consulting (6.6%) in the SEO field.
Overall diversity levels never exceeded 15.3% for organizations of any size, hitting that level for companies with 2-10 employees and again for businesses with 251-1,000 workers. Companies with 11-25 workers turned in a percentage of 12.1%.
Percentages were lowest at the largest corporations, with the worst showing (5%) at companies with 5,001-10,000 workers. Companies with more than 10,000 employees (6.5%) and with 1,001-5,000 workers (6.9%) did only slightly better. One-person companies were also relatively less likely to be diverse than other small or midsize businesses, at 7.5%.
To further plumb the depths of representation in various SEO employment situations, we asked survey respondents to estimate the level of diversity in their organizations, including at leadership levels. We asked the same question for racial and ethnic diversity and for gender and LGBTQ+ diversity.
BIPOC diversity
In exploring diversity levels for SEOs with regard to race and ethnicity, we found a fairly even split between those that were rated “somewhat” or “very diverse” (slightly more than 54%) and those that were “not very” or not at all diverse (roughly 46%). At the extremes, roughly 16% were very diverse, and just slightly less were not diverse at all.
But, as mentioned, leadership is less diverse: Fully half (50.4%) of companies said they had no diverse individuals in leadership roles, and just over 7% reported more than half of their leadership was diverse. In total, 82.5% of respondents said diverse individuals comprised less than 25% of their company’s leadership or less.
At major tech companies such as Facebook, Apple, and Microsoft, the bulk of racial and ethnic diversity in 2017 was represented by Asian employees, with Black and Hispanic employees making up just small slivers of the workforce.
Gender and LGBTQ+ diversity
When it comes to gender or sexual orientation, diversity results are slightly higher than those for race and ethnicity. More than 6 in 10 respondents (61.8%) answered that their companies were either very (20.9%) or somewhat (40.9%) diverse, compared with just 12% who said they were not diverse at all.
More specifically, however, the data seems to indicate less diversity.
For women, a 2018 report by the National Center for Women & Technology found that their share of the workforce at tech-related companies was 26%, far shy of the 57% for the U.S. workforce in general. Meanwhile, Black, Latina, and Native American women made up just 4% of computing jobs, even though they accounted for 16% of the overall population.
The numbers for LGBTQ+ leadership in our survey were even less encouraging: More than 4 in 10 survey participants (41.7%) said their leadership teams did not include any LGBTQ+ members, while a mere 4.4% said that more than a quarter of those team members were LGBTQ+ individuals.
An interesting finding: 37.4% of those who responded said they were not sure about the LGBTQ+ membership composition of their leadership teams. This would seem to indicate that many team members choose not to share their sexual orientation, suggesting a bigger-than-expected separation between private and professional life.
How important is diversity in SEOs’ workplaces?
In answer to the question, “Is diversity and inclusion a priority in your company,” the comments varied widely. Some respondents simply answered “No” — or if it was, they weren’t aware of it.
At the other end of the spectrum were comments along the lines of “We don’t need to try; our team is just naturally diverse and inclusive.” (As with other responses, the survey cannot address the accuracy of self-assessment.) Several other comments indicated that the company strived to hire the best person for the job, “regardless of any stereotype.”
Other responses were slightly more specific. Several said their companies had only started focusing on diversity in response to the Black Lives Matter movement after George Floyd’s death in police custody.
Others indicated that their companies have an established focus on gender equality, but had only recently begun to address BIPOC or LGBTQ+ issues. A 34-year-old gay white man at a large company wrote, “Diversity and inclusion is a priority for the gender pay gap, but doesn’t include or reference race or LGBT. There’s a women’s mentor program to help promote women to higher roles, and there’s a women’s network to raise visibility.”
When asked whether diversity was a priority at their company, nearly half (49.7%) of the SEOs indicated that it was — nearly three times as many as those who said it wasn’t (17.2%). One in five (20.34%) weren’t sure, and 12.8% checked “Other” and were asked to elaborate with specific responses. Roughly 19% of those questioned elected not to answer.
What steps do companies take to encourage diversity and inclusion?
The prevalence of “Yes” answers was encouraging. Many of these were followed up with detailed descriptions of initiatives and programs in place to promote diversity and inclusion at the respondents’ workplaces.
For example, a 29-year-old Black woman who described her company as “very diverse” detailed the organization’s initiatives like this: “We have a diversity and inclusion council with men and women of all different backgrounds from across the world. We have a North American task force; we publish our diversity data; we do outreach to educational institutions including HBCUs [historically black colleges and universities] to source talent; and we have anti-racism and inclusion training.”
Also, a 28-year-old woman who identifies as American Indian or Alaska Native in Austin, Texas, commented, “Our leadership has recently made great strides to take action to ensure diversity and inclusion is a topic our entire company is knowledgeable about. We are also taking actions to raise awareness about inequality in the tech industry in a landmark report about BIPOC in tech as well as finding ways to volunteer with a BIPOC kids coding organization.”
The number and breadth of diversity and inclusion initiatives our SEOs described were also encouraging. These ranged from interactive activities such as diversity training sessions and workshops to company communication efforts like informative newsletters and the publication of diversity data.
When it comes to personnel management, some businesses are further seeking to instill diversity and excise bias in their criteria for recruiting, hiring, and promoting. And, especially important in response to the on-the-job-learning aspects specific to the SEO field, participation in internships and mentoring programs is also a growing and well-supported option.
A 28-year-old Black nonbinary SEO described several initiatives at her large agency, saying, “They have a group focused on diversity, equity, and inclusion. They are updating their practices around recruiting and interviewing to remove any unconscious racial biases. And, providing mandatory anti-racist training for all employees.”
For more detailed information on the measures companies are enacting to improve diversity and inclusion within their organizations, continue to the section below.
What are some solutions?
Diversity and inclusion data can look discouraging overall, but anecdotal responses told us that a breadth of measures are being taken to address disparities in representation, discriminatory practices, and inherent bias in everyday operations. Here are several of the initiatives cited by survey takers to enhance diversity and inclusion in the SEO workplace.
1. Initiatives at the corporate level
Employee participation in and consultation with advisory panels and task forces was a commonly cited effort, in addition to compiling and distributing informative resources like newsletters and reading lists. Several respondents described opt-in cultural activities designed to facilitate diversity, such as setting up Slack channels around particular affinities or topics, establishing employee book clubs, and spotlighting diversity in holiday celebrations.
One SEO generalist in the U.K., a 37-year-old white woman, described several activities of her company’s diversity organization, among them “[organizing] events around different holidays so everyone feels included. We celebrate Eid and Diwali, for example, and everyone in the company is encouraged to share and request days organized around things that are important to them. It’s a great initiative and I’ve learned so much from people openly sharing and discussing.”
2. Employee resource groups
Affinity-based employee resource groups, or ERGs, were cited as extremely valued resources for SEOs. These groups foster safe and informed forums in which different groups can gather to discuss issues, devise requests, suggest solutions, and share information.
One SEO manager, a 58-year-old white trans woman with nearly 15 years in the business, commented, “I am a five-time elected board member of the LGBTQIA ERG diversity group, Pride. We have seven ERGs here at [my company].”
Depending on the workplace and its demographics and company culture, ERGs may center on shared issues of gender, age, race and ethnicity, LGBTQ+ orientation, disability, mental health, neurodiversity, religion, parenting, military or veteran status, international communities, women in leadership, and more.
Naturally, any group is most effective and receives greater respect and resources when it’s sponsored and promoted by leaders at the executive level — whether or not the leaders share the demographics of the group.
3. Personal education and growth
Each individual has a responsibility to self-educate on topics related to bias and discrimination, diversity, equity, and inclusion surrounding the struggle of groups historically targeted for exclusion and injustice.
4. Allies in leadership
The support and advocacy of leaders at the executive level is not only the only ingredient necessary for changing company cultures overall. The vocal and steadfast support of allies from other groups is essential — and, unfortunately, often still lacking.
One SEO consultant, a 49-year-old woman who is biracial Latina and white, put it quite succinctly: “I see a lot of women in the SEO industry speaking out about the lack of diversity and inclusion, but very few men in the industry. Whenever one of these conversations gets going on Twitter, most of the men in SEO whom I follow suddenly get very quiet. The industry is only going to change when men also start taking action and speaking out about how the industry treats everyone other than men. Silence is complicity.”
5. Speaking up: see something, say something
Many people witness incidents of bias but struggle with how to respond. Especially if a company has not formalized a set of procedures for addressing such conflicts, employees are left to figure it out on their own.
As we know, there is no standardized societal guidebook for how to deal with discriminatory situations, especially in the U.S., where attitudes can be polarized and discussions difficult to initiate or sustain. Consequently, people chose a variety of responses to these situations, as evidenced by these findings:
As part of our survey, we asked participants whether they’d witnessed discrimination or bias against someone in their workplace during the past year based on race, ethnicity, gender, or sexual orientation. In all, 43.2% replied that they had, so we asked these participants to go further by telling us what they did in response.
Of that group, more than 4 in 10 (42.9%) took no action because they didn’t feel comfortable getting involved. This was true even though the U.S. Equal Opportunity Commission has declared that workers “have a right to work free of discrimination” based on “race, color, religion, sex (including pregnancy), national origin, disability, age (age 40 or older) or genetic information.”
One reason may be fear of retaliation, which the EEOC found was the most common issue cited by federal employees in discrimination cases. The same is likely true in the private sector. Respondents may fear the outcome if their employer fails to act on their report, and/or the accused discovers the source of the complaint.
In light of this, it was encouraging to find in our survey that 41.2% of witnesses to workplace discrimination told their supervisor. (Another option, reporting the conduct to Human Resources, was not included as a choice among our survey answers).
The most common answer: 56.3% confided in a colleague. This might indicate that these respondents weren’t comfortable going to an in-house supervisor, but also that they felt distressed enough about the situation that they wanted to tell someone.
Among other responses, slightly more than one-third (33.6%) spoke out in the moment, while others addressed the situation later, either with the target of the discrimination (37.8%) or the perpetrator (21%). In the accompanying comments, several reported following up later with both the target and the perpetrator.
6. Mentoring someone from a different background
SEO is a peculiar field in that there isn’t a well-defined path into the industry. The majority of SEOs are self-taught or learn on the job, figuring things out as they go. Or they have a mentor. One in three SEOs surveyed (33.1%) said mentors were their most significant source of SEO knowledge early in their careers.
Our survey asked four questions that went to the question of diversity among mentors. The first two asked whether respondents had worked with a mentor 1) of their own gender and/or 2) of the same race/ethnicity as theirs.
The results were interesting. While only 41.9% reported working with a mentor of their own gender, more than two-thirds (69.5%) said they’d worked with one of the same race/ethnicity. This would seem to indicate more diverse interaction among genders than exists between people of different races and ethnicities.
The next two questions asked whether respondents had worked with a BIPOC mentor and a member of the LGBTQ+ community. In terms of diversity, the results of the first question were disappointing, while answers to the second were encouraging.
A total of 10.8% said they’d worked with a BIPOC member, but that was far short of the U.S. population for that category, according to the U.S. Census. Black Americans alone accounted for 13.4% of the U.S. population in 2019, according to Census Bureau estimates, with Hispanic/Latino individuals checking in at 18.5%.
By contrast, 10.4% of respondents in our survey said they’d worked with a mentor from the LGBTQ+ community. That’s nearly double the percentage of LGBTQ individuals in tech-heavy California during 2019, according to the UCLA School of Law Williams Institute, which placed the figure at 5.3%.
Methodology
These insights were the result of a month-long survey of 326 SEO professionals conducted by North Star Inbound from August 24 to September 28, 2020. We promoted the survey on Twitter, our own blog, and by email. We’re grateful to Moz and Search Engine Land for also sharing the link.
In terms of gender, the SEOs described themselves as follows:
203 identify as women
109 identify as men
1 is a trans woman
2 are trans men
11 are nonbinary, genderqueer, two-spirit, or gender nonconformist
3 preferred not to say
With regard to sexual orientation:
72.8% said they were heterosexual
11.5% said they were bisexual
4.1% said they were pansexual
3.9% said they were gay
3.3% said they were lesbian
1.1% said they were asexual
1.9% preferred not to say
The SEOs described their race or ethnicity as follows: (Participants were able to check more than one box)
233 White
30 Hispanic, Latino, or Spanish
25 Black or African American
13 Asian or Asian American
7 South Asian/Indian subcontinent
5 Middle Eastern/North African/Arabian peninsula
4 Native Hawaiian or other Pacific Islander
2 American Indian or Alaska Native
The SEOs who completed the survey came from the following countries:
218 from the U.S.
35 from the U.K.
11 from Canada
9 from Germany
8 from Taiwan
6 from Spain
2 each from Australia, Brazil, France, India, Israel, Japan, the Netherlands, Nigeria, Poland, Romania, and Switzerland
1 each from Argentina, Austria, China, Ireland, Italy, Lithuania, Malta, Mauritius, Peru, Portugal, and Turkey
The survey respondents’ average number of years in SEO was 6.9. The median number of years was 5. The average age was 34.5, and the median age was 32.
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It’s not easy, I’ll tell you that. It takes a lot of time and resources, and over the years we’ve established a set of tenets that guide our digital PR process.
I hope sharing them with you will help you refine your own strategy.
PR pros and journalists have a mutually beneficial relationship. We provide them a source for their posts, and they share what we produce widely with their audience.
Why is it important to avoid peeving off journalists?
The thing is, journalists receive dozens of pitch emails a day.
That’s why it’s so imperative that you craft the best possible email to them every time. You're competing with tons of other content providers for the same spot on their editorial calendar.
As it turns out, they’re most annoyed when pitches aren’t relevant to them.
While this is great insight into how to surpass many of the other pitches that land in these writers’ inboxes, it’s still tough to know how to tangibly put this into action.
Based on our experience, here are our tips for making sure your pitches are relevant to the person you’re pitching:
What is the person’s beat? It’s often more specific than it may seem. For example, instead of digital marketing, they might only write about social media. Or instead of general health, they may write about health but only in conjunction with psychology. Make sure you’ve studied exactly what they cover so you’re not pitching something useless to them.
Do they ever cover external studies or the type of content you’re pitching? If they stick to opinion or investigative journalism, whatever you’re sending them might not be up their alley.
Can their website or platform support your content type? Not every site can embed interactives or videos. Or maybe the publisher is just sick of posting a certain content type like infographics. See what’s been published in the past and if your content fits in with what they’re regularly writing about.
While you’re doing this research, it doesn’t hurt to see how often that particular writer publishes. If it’s once a day, you have a much higher chance of getting coverage than if they’re a contributing writer who only writes for that publication once a month.
2. Personalization matters
People appreciate being seen, and recognizing that you’ve done your homework to make sure they’re actually a good fit to write about your content (as discussed in the previous section).
Adding a touch of personalization can go a long way in making it very clear you’re taking the pitch seriously, and also that you’re just two people having a conversation. (Wouldn’t you rather reply to someone you get a good first impression from?)
Replies to personalized emails were 83.3% positive compared to replies to non-personalized emails, which were 60% positive.
We had a feeling this was the case because we get responses like this one from writers at Bustle and HubSpot, respectively:
“I have to commend you for great PR tactics here. I open so few of these, much less respond, so mentioning my cat AND sending a pic of yours AND including info that’s relevant to my beat gives you an A++. “
“Thanks for reaching out and showing OutKast some love. This is actually the only time I've ever responded to a pitch email.”
The media relations specialists knew that the former writer loved cats and the latter writer loved Outkast because they followed them on Twitter.
If you have a list of target publications or writers you’d like to reach out to, make sure you’re:
Following them on social channels to start building connections and getting a sense of who they are as people
Keeping tabs on their recent writings, not only for research purposes but to see if anything personally resonates with you that you can remark on
There’s no need to dig up stuff they’ve posted in the past — that’s when things start to get weird. Do your due diligence, but don’t make it an investigative mission. Remember: The goal here is to simply connect with another human being, and to show them you put in the work to pitch something they’d actually appreciate.
3. Emails should be short and straightforward
Some PR specialists worry that personalizing will make their emails too long and detract from their succinctness.
But personalization only needs to be a sentence or two, so it doesn’t put a huge dent in your overall word count, which, according to that same survey of publishers, should be about 100-300 words.
After leading with a personalized intro, it’s important to get right to the meat of what you’re pitching and why.
Make sure to include:
A link to the full content project (don’t ask if they want to see it — just provide everything they need)
Why you think the project is a good fit for their readers
Bullet points explaining the key relevant takeaways that would appeal to their audience
Take the guesswork out of it. A writer should already be intrigued by the time they click to read your full project, which ideally will sell them on including your information in their stories.
Conclusion
Perhaps the most important point of all doesn’t even relate to the pitching itself but to what you’re pitching. The truth is, no amount of excellent pitching can salvage a subpar piece of content. It’s why we don’t often offer our digital PR expertise as its own standalone service, unless we’re confident the content being provided to us is up to par.
You need high-quality content, well targeted outreach, concisely crafted emails, and a personalized approach, but with this winning combination, you can be earning top media coverage and backlinks for your brand.
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Have you ever made SEO recommendations that just don't go anywhere? Maybe you run into a lack of budget, or you can't get buy-in from your boss or colleagues. Maybe your work just keeps getting de-prioritized in favor of other initiatives. Whatever the case, it's important to set yourself up for success when it comes to the tangled web of red tape that's part and parcel of most organizations.
In this helpful — and still relevant — Whiteboard Friday episode from autumn 2018, MozCon speaker Heather Physioc shares her tried-and-true methods for building yourself a toolkit that'll help you tear through roadblocks to get your work implemented.
Click on the whiteboard image above to open a high-resolution version in a new tab!
Video Transcription
What up, Moz fans? This is Heather Physioc. I'm the Director of the Discoverability Group at VML, headquartered in Kansas City. So today we're going to talk about how to build your red tape toolkit to overcome obstacles to getting your search work implemented. So do you ever feel like your recommendations are overlooked, ignored, forgotten, deprioritized, or otherwise just not getting implemented?
Common roadblocks to implementing SEO recommendations
If so, you're not alone. So I asked 140-plus of our industry colleagues the blockers that they run into and how they overcome them.
Low knowledge. So if you're anything like every other SEO ever, you might be running into low knowledge and understanding of search, either on the client side or within your own agency.
Low buy-in. You may be running into low buy-in. People don't care about SEO as much as you do.
Poor prioritization. So other things frequently come to the top of the list while SEO keeps falling further behind.
High bureaucracy. So a lot of red tape or slow approvals or no advocacy within the organization.
Not enough budget. A lot of times it's not enough budget, not enough resources to get the work done.
Unclear and overcomplicated process. So people don't know where they fit or even how to get started implementing your SEO work.
Bottlenecks. And finally bottlenecks where you're just hitting blockers at every step along the way.
So if you're in-house, you probably said that not enough budget and resources was your biggest problem. But on the agency side or individual practitioners, they said low understanding or knowledge of search on the client side was their biggest blocker.
So a lot of the time when we run into these blockers and it seems like nothing is getting done, we start to play the blame game. We start to complain that it's the client who hung up the project or if the client had only listened or it's something wrong with the client's business.
Build out your red tape toolkit
But I don't buy it. So we're going to not do that. We're going to build out our red tape toolkit. So here are some of the suggestions that came out of that survey.
1. Assess client maturity
First is to assess your client's maturity. This could include their knowledge and capabilities for doing SEO, but also their organizational search program, the people, process, ability to plan, knowledge, capacity.
These are the problems that tend to stand in the way of getting our best work done. So I'm not going to go in-depth here because we've actually put out a full-length article on the Moz blog and another Whiteboard Friday. So if you need to pause, watch that and come back, no problem.
2. Speak your client's language
So the next thing to put in your toolkit is to speak your client's language. I think a lot of times we're guilty of talking to fellow SEOs instead of the CMOs and CEOs who buy into our work. So unless your client is a super technical mind or they have a strong search background, it's in our best interests to lift up and stay at 30,000 feet. Let's talk about things that they care about, and I promise you that is not canonicalization or SSL encryption and HTTPS.
They're thinking about ROI and their customers and operational costs. Let's translate and speak their language. Now this could also mean using analogies that they can relate to or visual examples and data visualizations that tell the story of search better than words ever could. Help them understand. Meet them in the middle.
3. Seek greater perspective
Now let's seek greater perspective. So what this means is SEO does not or should not operate in a silo. We're one small piece of your client's much larger marketing mix. They have to think about the big picture. A lot of times our clients aren't just dedicated to SEO. They're not even dedicated to just digital sometimes. A lot of times they have to think about how all the pieces fit together. So we need to have the humility to understand where search fits into that and ladder our SEO goals up to the brand goals, campaign goals, business and revenue goals. We also need to understand that every SEO project we recommend comes with a time and a cost associated with it.
Everything we recommend to a CMO is an opportunity cost as well for something else that they could be working on. So we need to show them where search fits into that and how to make those hard choices. Sometimes SEO doesn't need to be the leader. Sometimes we're the follower, and that's okay.
4. Get buy-in
The next tool in your toolkit is to get buy-in. So there are two kinds of buy-in you can get.
Horizontal buy-in
One is horizontal buy-in. So a lot of times search is dependent on other disciplines to get our work implemented. We need copywriters. We need developers. So the number-one complaint SEOs have is not being brought in early. That's the same complaint all your teammates on development and copywriting and everywhere else have.
Respect the expertise and the value that they bring to this project and bring them to the table early. Let them weigh in on how this project can get done. Build mockups together. Put together a plan together. Estimate the level of effort together.
Vertical buy-in
Which leads us to vertical buy-in. Vertical is up and down. When you do this horizontal buy-in first, you're able to go to the client with a much smarter, better vetted recommendation. So a lot of times your day-to-day client isn't the final decision maker. They have to sell this opportunity internally. So give them the tools and the voice that they need to do that by the really strong recommendation you put together with your peers and make it easy for them to take it up to their boss and their CMO and their CEO. Then you really increase the likelihood that you're going to get that work done.
5. Build a bulletproof plan
Next, build a bulletproof plan.
Case studies
So the number-one recommendation that came out of this survey was case studies. Case studies are great. They talk about the challenge that you tried to overcome, the solution, how you actually tackled it, and the results you got out of that.
Clients love case studies. They show that you have the chops to do the work. They better explain the outcomes and the benefits of doing this kind of work, and you took the risk on that kind of project with someone else's money first. So that's going to reduce the perceived risk in the client's mind and increase the likelihood that they're going to do the work.
Make your plan simple and clear, with timelines
Another thing that helps here is building a really simple, clear plan so it's stupid-easy for everybody who needs to be a part of it to know where they fit in and what they're responsible for. So do the due diligence to put together a step-by-step plan and assign ownership to each step and put timelines to it so they know what pace they should be following.
Forecast ROI
Finally, forecast ROI. This is not optional. So a lot of times I think SEOs are hesitant to forecast the potential outcomes or ROI of a project because of the sheer volume of unknowns.
We live in a world of theory, and it's very hard to commit to something that we can't be certain about. But we have to give the client some sense of return. We have to know why we are recommending this project over others. There's a wealth of resources out there to do that for even heavily caveated and conservative estimate, including case studies that others have published online.
Show the cost of inaction
Now sometimes forecasting the opportunity of ROI isn't enough to light a fire for clients. Sometimes we need to show them the cost of inaction. I find that with clients the risk is not so much that they're going to make the wrong move. It's that they'll make no move at all. So a lot of times we will visualize what that might look like. So we'll show them this is the kind of growth we think that you can get if you invest and you follow this plan we put together.
Here's what it will look like if you invest just a little to monitor and maintain, but you're not aggressively investing in search. Oh, and here, dropping down and to the right, is what happens when you don't invest at all. You stagnate and you get surpassed by your competitors. That can be really helpful for clients to contrast those different levels of investment and convince them to do the work that you're recommending.
6. Use headlines & soundbites
Next use headlines, taglines, and sound bites. What we recommend is really complicated to some clients. So let's help translate that into simple, usable language that's memorable so they can go repeat those lines to their colleagues and their bosses and get that work sold internally. We also need to help them prioritize.
So if you're anything like me, you love it when the list of SEO action items is about a mile long. But when we dump that in their laps, it's too much. They get overwhelmed and bombarded, and they tune out. So instead, you are the expert consultant. Use what you know about search and know about your client to help them prioritize the single most important thing that they should be focusing on.
7. Patience, persistence, and parallel paths
Last in your toolkit, patience, persistence, and parallel paths. So getting this work done is a combination of communication, follow-up, patience, and persistence. While you've got your client working on this one big thing that you recommended, you can be building parallel paths, things that have fewer obstacles that you can own and run with.
They may not be as high impact as the one big thing, but you can start to get small wins that get your client excited and build momentum for more of the big stuff. But the number one thing out of all of the responses in the survey that our colleagues recommended to you is to stay strong. Have empathy and understanding for the hard decisions that your client has to make. But come with a strong, confident point of view on where to go next.
All right, gang, these are a lot of great tips to start your red tape toolkit and overcome obstacles to get your best search work done. Try these out. Let us know what you think. If you have other great ideas on how you overcome obstacles to get your best work done with clients, let us know down in the comments. Thank you so much for watching, and we'll see you next week for another edition of Whiteboard Friday.
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One of the most difficult decisions to make in any field is to consciously choose to miss a deadline. Over the last several months, a team of some of the brightest engineers, data scientists, project managers, editors, and marketers have worked towards a release date of the new Page Authority (PA) on September 30, 2020. The new model is exceptional in nearly every way to the current PA, but our last quality control measure revealed an anomaly that we could not ignore.
As a result, we’ve made the tough decision to delay the launch of Page Authority 2.0. So, let me take a moment to retrace our steps as to how we got here, where that leaves us, and how we intend to proceed.
Seeing an old problem with fresh eyes
Historically, Moz has used the same method over and over again to build a Page Authority model (as well as Domain Authority). This model's advantage was its simplicity, but it left much to be desired.
Previous Page Authority models trained against SERPs, trying to predict whether one URL would rank over another, based on a set of link metrics calculated from the Link Explorer backlink index. A key issue with this type of model was that it couldn’t meaningfully address the maximum strength of a particular set of link metrics.
For example, imagine the most powerful URLs on the Internet in terms of links: the homepages of Google, Youtube, Facebook, or the share URLs of followed social network buttons. There are no SERPs that pit these URLs against one another. Instead, these extremely powerful URLs often rank #1 followed by pages with dramatically lower metrics. Imagine if Michael Jordan, Kobe Bryant, and Lebron James each scrimaged one-on-one against high school players. Each would win every time. But we would have great difficulty extrapolating from those results whether Michael Jordan, Kobe Bryant, or Lebron James would win in one-on-one contests against each other.
When tasked with revisiting Domain Authority, we ultimately chose a model with which we had a great deal of experience: the original SERPs training method (although with a number of tweaks). With Page Authority, we decided to go with a different training method altogether by predicting which page would have more total organic traffic. This model presented several promising qualities like being able to compare URLs that don’t occur on the same SERP, but also presented other difficulties, like a page having high link equity but simply being in an infrequently-searched topic area. We addressed many of these concerns, such as enhancing the training set, to account for competitiveness using a non-link metric.
Measuring the quality of the new Page Authority
The results were — and are — very promising.
First, the new model obviously predicted the likelihood that one page would have more valuable organic traffic than another. This was expected, because the new model was directed at this particular goal, while the current Page Authority merely attempted to predict whether one page would rank over another.
Second, we found that the new model predicted whether one page would rank over another better than the previous Page Authority. This was especially pleasing, as it laid to rest many of our concerns that the new model would underperform on old quality controls due to the new training model.
How much better is the new model at predicting SERPs than the current PA? At every interval — all the way down to position 4 vs 5 — the new model tied or out-performs the current model. It never lost.
Everything was looking great. We then started analyzing outliers. I like to call this the “does anything look stupid?” test. Machine learning makes mistakes, just as humans can, but humans tend to make mistakes in a very particular manner. When a human makes a mistake, we often understand exactly why the mistake was made. This isn’t the case for ML, especially Neural Nets; we pulled URLs with high Page Authorities under the new model that happened to have zero organic traffic, and included them in the training set to learn for those errors. We quickly saw bizarre 90+ PAs drop down to much more reasonable 60s and 70s… another win.
We were down to one last test.
The problem with branded search
Some of the most popular keywords on the web are navigational. People search Google for Facebook, Youtube, and even Google itself. These keywords are searched an astronomical number of times relative to other keywords. Subsequently, a handful of highly powerful brands can have an enormous impact on a model that looks at total search volume as part of its core training target.
The last test involves comparing the current Page Authority to the new Page Authority, in order to determine if there are any bizarre outliers (where PA shifted dramatically and without obvious reason). First, let’s look at a simple comparison of the LOG of Linking Root Domains compared to the Page Authority.
Not too shabby. We see a generally positive correlation between Linking Root Domains and Page Authority. But can you spot the oddities? Go ahead and take a minute…
There are two anomalies that stand out in this chart:
There is a curious gap separating the main distribution of URLs and the outliers above and below.
The largest variance for a single score is at PA 99. There are an awful lot of PA 99s with a wide range of Linking Root Domains.
Here is a visualization that will help draw out these anomalies:
The gray spaces between the green and red represent this odd gap between the bulk of the distribution and the outliers. The outliers (in red) tend to clump together, especially above the main distribution. And, of course, we can see the poor distribution at the top of PA 99s.
Bear in mind that these issues are not sufficient to make the new Page Authority model less accurate than the current model. However, upon further examination, we found that the errors the model did produce were significant enough that they could adversely influence the decisions of our customers. It’s better to have a model that is off by a little everywhere (because the adjustments SEOs make are not incredibly fine-tuned) than it is to have a model that is right mostly everywhere but bizarrely wrong in a limited number of cases.
Luckily, we’re fairly confident as to what the problem is. It seems that homepage PAs are disproportionately inflated, and that the likely culprit is the training set. We can’t be certain this is the cause until we complete retraining, but it is a strong lead.
The good news and the bad news
We are in good shape insofar as we have multiple candidate models that outperform the existing Page Authority. We’re at the point of bug squashing, not model building. However, we are not going to ship a new score until we are confident that it will steer our customers in the right direction. We are highly conscientious of the decisions our customers make based on our metrics, not just whether the metrics meet some statistical criteria.
Given all of this, we have decided to delay the launch of Page Authority 2.0. This will give us the necessary time to address these primary concerns and produce a stellar metric. Frustrating? Yes, but also necessary.
As always, we thank you for your patience, and we look forward to producing the best Page Authority metric we have ever released.
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