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Last week I shared how to create an infinite content calendar using the 40 Hurdles Framework. 

Some of y’all really liked it. 

Now it’s time I show you how to protect your content strategy. 

Eventually you'll present your strategy to your marketing department or the C-suite. And they will push back.

Sometimes (rarely) they will trust you and let you do your thing because they understand marketing — or understand that they don’t understand marketing — and want you to just handle it.

That has almost never been my experience, but I’m practicing optimism.

Most times, you’re going to get grilled with questions — some legit, some not — and you need to be ready. 

Because if you’re not, your plan and ideas will get swallowed up by exec group think. The things you’re most excited about will be cut and replaced by random ideas from a Chief Business Officer who spent 12 years at Deloitte who still thinks blogging will get you enterprise leads. 

Your beautiful plan will get chipped away until you hardly recognize it, and before you know it, you’re running someone else’s strategy. One you don’t believe in, don’t want to do, and dread doing every morning when you open your laptop. 

It’s happened to me. I’ve seen it happen to many, many others too. 

But I’ve learned how to defend the content strategy against the “big wigs” and other departments, and it’s helped me protect my creative freedom and get promoted when I was an in-house Head of Content.

I want that for you too.

Here's how to defend your plan, so you get to do what you want instead of getting sidetracked by stupid ideas from non-marketers (whoops, did I say that out loud?)

Early in my career I had poured hours into my 2020-something content plan and prepped to share it with my c-suite. I'm a harsh self-critic, but even I was impressed.

I walked in thinking. "This is a fire plan… they're gonna clap and say green light go."

Oh, Devin, you naive fool. 

I’ve been at this for years, and I've never, ever, ever presented and gotten a complete green light. 

It doesn't happen. So don’t expect it. 

Instead, enter thinking…

If you expect 100% approval, you don't actually leave any opportunity to get better. 

Maybe I don't like the source of that idea, but if the idea objectively is good, I ought to listen.

Expect and accept that your plan will get slightly reshaped in these meetings. Protect what matters most and be flexible with the rest. 

If someone in your internal audience points and says, Why are we doing that? You should be able to, in a cool, calm fashion, simply explain your reasoning and tie it to a goal (more on that below).

You’re gonna hear ‘em. So be ready.

1. "Our competitor is doing this. Why aren't we?"

This one shows up when your competitor launches something new and shiny. Before you react, run it through the Big Promise. Does that topic sit on the path to the promised land? If it doesn’t, it’s out. Doesn’t matter who else is doing it.

Remember: Don’t confuse what’s visible for what’s working. Just because your competitor is doing a monthly webinar doesn't mean that it's working for them.

So instead of arguing, ask a question: “What do you like about that specifically?”

Maybe it’s the format or the fact that their CEO actually shows up in it. Whatever the answer is, adopt the parts that make sense and leave the rest.

You want to avoid becoming that Spider-Man meme. Everyone is just looking at each other being like, well, they’re doing this, so we should do that. Lots of pointing, zero leading.

Instead of joining the echo chamber, I like to look at media companies, sports teams, and things outside of our industry and say, what are they doing that we can start doing differently?

2. "Great, how many opportunities will this bring in next quarter?" 

Ah, the pipeline question. If your plan can’t answer it, it’s not a plan yet.

So state your goal. Then state it again. Everything leads to that goal, and everyone in the room should be able to recite them by the end of the meeting.

Then show the math, because leadership needs to see how activities lead to company growth. 10% more webinar attendees at an 8% conversion rate means more leads. 

If you have historical data, use it. It gives you projections, and projections give you realistic goals. Goals will come with pressure, and that’s fine. Pressure good. Unrealistic pressure bad.

That’s exactly why you need your numbers before you walk in. Without them, someone suggests a target, and because you’re nervous on the spot, you’re going to agree, and you’re going to (accidently) fuck yourself.

3. When you don't know the answer 

Expect pushback and questions. “Why” questions naturally make us defensive. Instead, get curious.

I learned this one in sales. I thought salespeople had to have all the answers. Turns out it’s the opposite. You build way more trust by acknowledging your gaps and flaws. No one’s going to believe someone who thinks they know everything.

So when an exec asks something you can’t answer, try this:

“That’s a great point. I don’t have that data in front of me. What specifically do you like or not like about that? So I have more context.”

Then: “Great, I’ll follow up with you.”

The key part is actually following up. Put it on your calendar, go get the data, and close the loop.

Do that and executives will respect you. They’ll remember it, too. Because now you’re operating as an executive more than just a content marketer.

That’s the playbook. Mine at least.

Walk in expecting to be improved, not approved. Know your why. And have your answers ready for the three objections you already know are coming.

And dare I say, have some swagger! Have fun. Both are contagious. And you want them on your side. 

Do that and you get to run your strategy, the one you’re actually excited to open your laptop for every morning.

P.S. Know a content marketer planning for 2027? Forward this to them before they walk into that room.

Holler at you next Saturday,
Devin

Did you enjoy this episode of The Reeder? If so, you’d make me sing “This Is How We Do It” by Montell Jordan if you shared this link with one person with a quick “You’ll love this newsletter. Totally worth signing up.”

Pen by Devin Reed​
​Founder, The Reeder​

Follow me on LinkedIn | YouTube | Instagram | TikTok

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