Oren and Speaker B walk through a framework for growing YouTube views: review your content pillars monthly, test each change 4-6 times to get reliable data, then measure click-through and watch time to decide what stays. Turning these into formulas makes decisions transparent and scalable across your team.
that's a pretty straightforward exercise that basically any brand can execute.
That's super, super actionable for many. I can already handle it. So you do month reviews of the pillars and then add a new pillar in if the one doesn't stick.
Yeah. And then basically, so we have like a format you fill in at the end of every month. It's like, okay, we're keeping this pillar the same because it's doing great. We're, uh, we are, this pillar is doing bad. So we're going to do X to try and fix it, you know, or we're swapping this, this pillar out. And, uh, and so then you kind of know, okay, well, we tried this last month and you see the end because you have to do anything 4 to 6 times. On short form to determine if it works or not. There's just too many outlying factors. And so that's why I'm always like, you've got to give it the month of like, you can't be like, oh, we tried two hooks. It doesn't work. It's like, that's not the case.
All right. Note to my team, we're doing Oren style like content because it, mine, like so far has been half baked. This is technically a pillar, like me interviewing my Dream 100 people I want to learn from pillar. Like it works for me. Seems to be working for my audience. It's leading to revenue and opportunities.
If you were like, oh yeah, I want to get more views. Like we do this mostly for short form. Even if you're on long form, like, okay, I want this to get more views. It's like, all right, are we doing a, are we doing a fuck, a thumbnail style change? Okay. This month I'm gonna do this style of thumbnail for 4 times and we're gonna see if that increases the click rate or whatever it is, you know? And then if not, you're like, all right, let me do a production change. I'm only gonna do these in person. Okay, does that increase my watch rate? And then you like, all right, I'm gonna do this as a, it's 7 questions only and I do this type of intro. And if you test that 4 times and all of a sudden you're like, okay, I'm iterating enough that like I'm actually moving my baseline up.
Sweet. Is that part of the joy for you too? It's just like raising the average of whatever it used to be.
Oh yeah. I just love fucking winning, you know, like, and just, and I think you have to turn into a formula. Right. Anything where I'm like, I can prove it and like, okay, and then we can make a decision and then I can then enable someone to do that. I love that shit. I think in frameworks it's like my superpower. Yeah.
Cool. I can tell, dude, like everything mapped. I can tell there's just like mental models everywhere for you of like how you're treating life.
Well, that's also the only way you can train people. I learned that the hard way, right? I started as a designer. Eventually I worked my way up to like a CMO and I realized that a lot of that is managing creatives and managing creatives is really, really hard because none of them think like that. So if you can give them, here's this system and here's a system with which you can explain the creative things you want to do and justify them, then they're so empowered. I had to learn that as a manager.
Interesting. Okay. Let's stay there for a second because managing a creative team is no longer like— we have a creative director who reports in our VP of marketing now, and he manages the post-production team, graphic team, and social, um, organic teams.
