The media company hires journalists who can produce, shoot, and edit their own content. This agile model allows a single person to take a story from initial pitch to final publication on social platforms, bypassing traditional production bottlenecks.

Forcing PMMs into a 'full-stack' generalist role where they cover everything from data analysis to sales storytelling leads to failure. Specializing roles based on individual strengths and passions creates a more effective and happier team.

Big Cabal Media intentionally cultivates on-air talent from within, identifying junior employees who resonate with the audience and investing in their growth. They find it more effective than trying to hire established creators, who often prefer to remain independent. This approach turns the media company into a talent incubator, building loyalty and brand-specific stars.

After experiencing BuzzFeed's hyper-growth phase, Ben Smith champions a radically slow hiring process. He jokes his goal is to "never hire," focusing only on adding individuals who make a huge impact. He believes the old model of competing with a "cast of thousands" is ineffective for modern journalism.

The ChinaTalk podcast argues its success comes from letting its team pursue topics they are genuinely enthusiastic about. This passion is palpable to the audience and leads to higher quality, more engaging work than content dictated by a rigid, top-down editorial calendar.

The New York Times competes for talent not on salary, but on the promise of doing the "most impactful work of your career." It provides an unmatched ecosystem of editors, lawyers, and security that enables ambitious, risky journalism that individual creators on Substack cannot undertake alone.

Semafor intentionally involves its top journalists in building events from the very beginning. This gives the newsroom a sense of ownership and ensures the events are editorially driven and newsworthy. This model prevents the common media pitfall where events feel like a separate commercial obligation foisted upon journalists.

If content creation is core to your strategy but your team resists, don't waste energy convincing them. Publicly post job openings for practitioners who *want* to be on camera. This puts positive pressure on the existing team and attracts talent already aligned with your marketing vision.

Instead of seeking a specific PM archetype (e.g., innovator, maximizer), focus on hiring individuals who bring unique perspectives, skills, or backgrounds. This approach builds a more resilient and versatile product organization, even if the new hire's style differs from the manager's.