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Goodbye SEOmoz. Hello Moz!

Posted by randfish

For the last two years, the 130+ Mozzers across product, engineering, marketing, and operations have been working to transform this company to the next stage of our evolution. Today, that incredibly demanding, intense, but ultimately rewarding process has reached its first goal. I’m excited to announce that as of today, SEOmoz is formally transitioning our brand, our products, our company name, and all of our efforts to Moz.

What?! Why?! How?! I know – there are lots of questions, and I will do my best to answer them all. For those of you who’d like to skip ahead, here’s what you’ll find in this post:

Why We’re Retiring SEOmoz

The company and the name ‘SEOmoz’ began in 2004 with a blog. I’d been reading, participating, and sharing a lot on SEO forums and wanted a place to post in my own format with more detail than what I could do on other sites. Fast forward to 2006; SEOmoz had became quite a popular site, and we changed the name of the company to match it. In 2009, when we retired our consulting business to focus exclusively on software, SEOmoz was seeing more than 500,000 visits a month (in April 2013 that number was over two million).

O.G. SEOmoz.org website

The SEOmoz site in 2005 – designed and built by yours truly (in Dreamweaver; oh yeah!)

But today, we’re retiring that brand for a number of reasons

  • Calling ourselves “SEO”moz is no longer transparent and authentic. With products like Fresh Web Explorer, FollowerWonk, GetListed, and the beta of Moz Analytics (alongside the vast array of non-SEO content we publish), we’re no longer purely an SEO software company. Pretending otherwise is disingenuous, and that violates our core values.
  • SEO is bigger than just SEO – as hard as I’ve fought personally and we’ve fought as an organization over the last decade to make marketers and organizations think more holistically about organic search, the branding of the past remains. SEO is seen as a narrow set of activities that move rankings up and bring search visitors in. To truly help with SEO, we have to do more than just place keywords, make sites accessible, and build links, but first we need the influence to make these changes. A broader marketer is often granted that influence, while pure SEOs still, unfairly, must strive for it.
  • For many folks outside of our community, the acronym SEO has (unfair) associations with spam or manipulation. To quote an all-too-frequent comment we see when our site is mentioned around the web, “Don’t trust any domain with SEO in the name.” That feedback is hard to hear, and it’s wrong, but that doesn’t change the impact. We know that the “SEO” in SEOmoz has, in the past, hurt our ability to persuade people about the incredible value of organic search marketing. Moz gives us a chance to do something all marketers love – test something new and observe the results 🙂 
  • It’s surprisingly hard for folks who don’t know to say the acronym “SEO” as letters to pronounce the brand name. I’ve heard everything from see-oh-moez to say-ow-mahz to sh-ow-moss. For years, I didn’t think it was a big deal, but fluency bias suggests this probably has a substantive negative impact on the brand’s perception.
  • The SEOmoz name retains a strong branding connection and expectation to our historical consulting business (just last week, I received 4 consulting inquiries!). We haven’t offered consulting in many years, and this move can help distance our 2004-2009 incarnation from the software focus we have today.
  • For the sake of transparency, I need to be honest that this is also marketing move – a rebrand is a chance to earn a second look from people who’ve long known us and had associations with the company. We hope that second look is going to lead those who haven’t yet seen what we’ve become over the last few years to check out our content, Moz Analytics, and the many functions our research tools provide.

What we are not doing, and I am most certainly not doing, is giving up on the fight for the legitimacy, value, and importance of SEO. Organic search remains my personal passion, and one of the most powerful marketing channels in history. For as long as I’m active in the field, I will be shouting the value of SEO from the stages on which I present, the publications where I write, and the social channels where I share.

Moz will be part of that battle, too.

The Mission & Vision for Moz

Moz’s mission is to help people do better marketing.

We’ve long had a similar core purpose with SEOmoz – to simplify the promotion of ideas on the web. But “better marketing” is a more accurate and succinct description of why we exist. Moz is about educating marketers and those they work with. It’s about providing tools and software to help measure and improve marketing efforts. It’s about giving marketers a platform to ask questions and show off their skill and knowledge. The catalyst for all of that is a belief we hold – that, tragically, a lot of marketing sucks.

Together, we can change that. The marketers who are part of the Moz community are on the cutting edge of technology and tactics, but they’re also passionate about bringing value from their efforts without compromising ethics or burning bridges with customers. We want to constantly push ourselves and the world of marketing to join them and do better.

Moz’s current vision is to power the shift from interruption to inbound marketing by giving every marketer affordable software to measure and improve their efforts.

Today, 90% of marketing investment is spent on channels that interrupt people in order to get their attention. TV commercials, print ads, radio spots, and billboards are part of this, but so too are web channels like banner advertising, pop-ups and pop-unders, non-opt-in emails, and interstitials.

It’s not that these channels are evil or wrong – interruption-based marketing can still be effective if it’s done empathetically and delights its audience. But on the web at least, less than 10% of all the clicks and traffic go through these channels. The vast majority of web users’ time and attention, whether desktop, tablet, or mobile goes to inbound sources – personal & opt-in emails we want to read, content we want to consume, search results we want to click, social media we want to engage with, videos we want to watch, etc.

Inbound Marketing vs. Interruption Marketing

We believe that in the next decade, the effort and dollars put toward web marketing will become more sophisticated, and growth in channels like SEO, social media marketing, content creation, etc. will dwarf the growth rates of those in more traditional, interruption-based endeavors. For many institutional and historic reasons (including the self-interest of web properties to encourage the flow of ad dollars), these may never be fully proportional, but our passion and our goal is to help marketers, especially those outside Fortune 1000s, with analytics and recommendations for these earned channels.

Our core values remain unchanged. They are TAGFEE:

  • Transparency – we believe in sharing what we know and what we do openly, and in letting everyone participate in the adventure that is Moz.
  • Authenticity – we never want to be someone other than ourselves. We won’t put on a figurative fancy suit just to impress; we will embrace our true identities and let everyone experience the real us.
  • Generosity – we believe in giving without thought of return, and in sharing what we have with others. Our generosity should extend to our co-workers, our customers, and our communities, all of whom have already given so generously to us.
  • Fun – work is only work if you make it so. We want to always love what we do, and we believe that love and enjoyment of our professional tasks will carry us through the tough times.
  • Empathy – it is our duty to put ourselves in the shoes of others and see things from their perspective. Empathy begins with kindness, too, and we seek to apply warmth and understanding in every aspect of how we do business.
  • The Exception – wherever there is a common practice or standard methodology, we seek to question its value before deciding what to do. We believe that immense opportunity exists where others fear to tread. Our goal is to be the exception, not stick to the rules.

These three elements – our mission, vision, and values – are the architecture that helps us operate and grow the company. They’re also the yardstick against which we measure ourselves and expect to be judged by others. If you see us engaging in behavior that’s not a match with this, or if you’re ever confused by how what we’ve done compares to our mission, vision, and values, call us on it. Being held accountable is the best way for us to stay true to the right path.

The Beta Launch of Moz Analytics

The move to Moz isn’t purely a branding change. It’s also the launch of Moz Analytics in Beta, our upgrade (and eventual replacement) for SEOmoz PRO. Moz Analytics dramatically upgrades the SEO-focused features of SEOmoz PRO while adding much more depth and breadth for tracking 4 other critical inbound channels: social, content, links, and mentions. A handful of our customer advisory board members have been given access today, and over the next 60-90 days, we’ll be sending invitations to every PRO subscriber.

Below is a glimpse of what’s to come:

Moz Analytics Dashboard
(Note that I’ve used sample data in this screenshot and the one below! Thankfully we got more than 115 direct visits in March)

Moz Analytics is designed to bring together all of the functionality of SEOmoz PRO into the search section, and add large sets of new data and reports in the new tabs: overview, social, links, brand + mentions, and content (a section that will be added after the launch of the others). We believe that all your data about inbound channels should be aggregated in one place, and while this is only the first step, it’s a significant collection of metrics, tracked over time, and comparable against your competition.

Moz Competition Tab

(Note that this “competition” section in the overview isn’t yet ready, but is on the list of “coming soon” features)

In the weeks to come, our product team will be posting a detailed walkthrough of each section and all the features in Moz Analytics, so I won’t dive too deep here. I will, however, note that the Beta launch means there’s still kinks to be worked out and plenty of features to add. We’d love your feedback via this feature suggestion/bug report page (and you can see our planned work items there, too).

There are two ways to join the Moz Analytics invite list:

  1. Sign up for a free trial of Moz PRO (which includes access to all of our research tools like Open Site Explorer, the Mozbar, FollowerWonk, Fresh Web Explorer, Keyword Difficulty, Rank Tracker, etc) and request your Moz Analytics invite. Moz subscribers will be the first folks to get access, in order of when you request your invitation.
  2. Request an email invite to Moz Analytics once it’s open to new subscribers. This may take a bit longer, but we’ll email you as soon as we’re ready to allow public access. My best guess is that this will be 60-90 days from now.

If you’re not yet on the waiting list for an invite, you can sign up via the link below.

Get on the invite list for Moz Analytics

Here’s our current plan for opening up access to Moz Analytics (subject to change):

  • Over the next 30 days: Roll out access to our customer advisory board members and fix the bugs and UI issues they help us discover (thank you so much!)
  • 30-60 days out: Enable access for our paying subscribers and those in a free trial (your campaigns will migrate directly over)
  • 60-90 days out: Send emails to those on the invite list which will give the ability to create campaigns and test the software
  • 90+ days out: Open from private to public beta, and allow new folks visiting Moz.com to set up campaigns via a free trial

​It’s important to note that these dates may shift earlier or later as we have more people testing the application and importing data. We have a very talented group of engineers and product folks behind Moz Analytics who want to make sure that those who get access have a usable experience with consistent, accurate data. If we need more time to give a great first look, please be patient! In the meantime, all of our research tools and the PRO Web App will still be available and fully functional.

UPDATE: For those asking, Moz Analytics will be part of your current subscription package at no extra cost. If you’re currently a subscriber, you’ll get access automatically in the weeks/months ahead as we roll it out and import everyone’s campaigns.

Plans for the Years Ahead

Today, we’re setting the foundation for the future. Moz Analytics is a first step, but there’s many more to come. We’ve got some big priorities on our plate, and I want to make these transparent. Here’s our priorities, in rough order:

#1: Make Moz Analytics Incredible

The beta launch today and the refinements in the weeks to come are just the beginning of what this product will eventually become. The goal of Moz Analytics boils down to three primary components:

  • All the data from your inbound channels tracked in one place, over time, against competition, with great reporting functionality
  • Prescriptive recommendations everywhere it makes sense to provide them
  • A robust set of research tools to dig into the field at large and discover opportunities, expose interesting data, and explore web-scale metrics

Today’s launch provides a chunk of early features that address these goals. But I’m always passionate about the future, and I know the horizon holds some remarkable advances. Of particular interest to me are our plans to upgrade rank data to help make it more accurate, more aggregated, more useful, and to show comparisons with other sources of similar information (e.g. the VED parameter). Later, when we launch the content section, we’ll be able to track the pages on your site that earn the most traffic, links, shares, and engagement, and compare them against the most successful content produced by your competitors. We’re also in the process of building multi-seat access in so you can give multiple users the ability to view campaigns (with controls to select who can see and do what).

Now that Moz and Moz Analytics have launched, you can expect to see far more transparency from us about our product roadmap, and the progress we’re making.

#2: Grow Mozscape & Freshscape

Mozscape’s index (which powers Open Site Explorer) has a great signal to noise ratio and its metrics are the best correlated with Google’s rankings. The sites, pages, and links in its index are almost always ones Google has seen and indexed, and the links, when hand-checked, nearly always still exist. By contrast, Mozscape’s primary competitors have much larger indices, often poorer metrics, and a larger percent of transient links. For a long time, we believed that this differentiating proposition was a valuable one, but we’ve heard otherwise from many of our customers.

What Mozscape needs to be is the perfect link index. It should be:

  • Close to Google’s main index’s size and freshness, including links that may be purely spam (though not including links that are highly ephemeral and don’t exist when hand-checked)
  • Maintain extremely good metrics that correlate well to the pages/sites performing well in Google’s results
  • Highly flexible, containing numerous, fast options for sorting and filtering data
  • Able to be queried historically to show trends, lost & gained links, and changes over time (even to those who haven’t been tracking the data in their campaigns)
  • Eminently useful and usable via a robust API (we’ve already made some recent upgrades here)

This is a major focus for our big data team over the next 9 months, and you should anticipate remarkable progress toward each of these goals.

Likewise, Freshscape, the index that powers Fresh Web Explorer, needs to become bigger while retaining a high ratio of signal to noise. We currently have ~4 million feeds in Freshscape. Our initial pull of anything with an RSS feed from Mozscape revealed many millions more, but the quantity of junk was far too high (lots of sites have feeds for just about everything they publish). Thus, we’re trying a bunch of tactics now to uncover and include the feeds that show links and mentions marketers actually care to see.

Another major feature we’ll be adding to FWE is email alerts. The index already shows tons of mentions and links that Google Alerts ignores, and we think the ability to select a range of feed authority sites to display, along with many more knobs to tune will make FWE alerts a remarkably useful service.

#3: Launch a Product for Local Marketers

A huge percent of the marketers we meet and interact with serve primarily local clients operating in specific geographic markets. They may care about a few standard web rankings, but they also care deeply about local/maps results, along with their ratings/reviews/visibility/accuracy on services like Yelp, FourSquare, CitySearch, TripAdvisor, Urbanspoon, Apple Maps, and the like.

With the acquisition of GetListed and the help of David Mihm, we’ve got a local squad of engineers, designers, product folks, and marketers working in concert to create the functionality local marketers (whether they be small business owners or consultants/agencies) need. We hope to have this product available by the end of 2013 as a standalone, and we’ll be adding many of the features to Moz Analytics as well (probably in a separate tab on the left sidebar).

#4: Organize the Web’s Domains to Make Link & Mention Data More Useful

As I do research into my links and those of my competition and colleagues, I want to see what percent come from blogs, what percent come from e-commerce sites, what percent come from sites about software, hardware, movies, heck, even crafting sites. And beyond these percentages, I want to be able to browse all the blogs on the subject of toys and games in descending Domain Authority order. Annotating this data to millions of sites is hard, but it’s possible and it’s incredibly valuable.

In the year to come, we have teams working on both manual classification and machine learning to help build this structured data layer on top of our Mozscape and Freshscape indices (and on top of the domains that refer traffic in your Moz Analytics account). 

#5: Create a Traffic Prediction Algorithm that Actually Works

Alexa, Compete, Doubleclick, Google Trends for Websites, and Quantcast all try to give predictions for a website’s traffic, but none of them are remotely close to accurate, not even directionally!

For the top several thousand sites on the web, the metrics can be decent, but anyone running a non-top-1,000 web property knows that the stats from these services simply don’t add up. At Moz, we believe we’ve got access to enough kinds of valuable data – the link graph, search results, social media metrics, brand mentions, etc. – to give us the potential for a far better traffic prediction algorithm that truly works in the long tail of the web. We’ll likely never get to the level of granular accuracy that true visitor analytics provide, but we might be able to provide something much more correct and useful than what the existing field does today.

This is a long-term project for the Mozzers, and I have no guesses today about when such a service might launch. I can promise to keep you up-to-date as we make progress against this goal over the months and years to come. 

Notable Changes & Announcements

Moving our site from seomoz.org to Moz.com isn’t the only big change happening today. As part of this rebrand, our social accounts, RSS feed, and other important resources are also moving a bit. Here’s the important ones:

Naturally, with any shift of this magnitude, there’ll be some kinks to work out. We’d ask for your patience as we make some fixes, but we’d also love your help – if you discover anything broken/not working right with our content, our site, or our social profiles, please let us know by tweeting at us or dropping a line to help at seomoz dot org.


Finally, I’d like to say thank you. Thank you so, so much for helping a tiny blog turn into something so remarkable. I’m overwhelmed by the outpouring of support, the offers of help, the kind words, and the incredible team and community that have built up around Moz these past 9 years. As I left the office last night, it was a bit like saying goodbye to an old friend.

SEOmoz Becomes Moz

SEOmoz was something special, and Moz, with your help and support, will be something even more special. If ever I can help repay my debt of gratitude, just let me know and I’ll do my best to fit it into this crazy schedule I’ve somehow found myself in. You can reach me directly now via rand at moz.com (replacing my old rand at seomoz.org email), or tweet @randfish.

With hugs, love, and gratitude,

Rand Fishkin, CEO of SEOmoz Moz

p.s. We’ll be sure to do an interesting case study on the impact this domain migration has on our search traffic. 🙂


Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

Continue reading →

Disavowed: Secrets of Google’s Most Mysterious Tool

Posted by Cyrus Shepard

To many webmasters, Google’s Disavow Tool seems a lifesaver. If you’ve suffered a Google penalty or been plagued by shady link building, simply upload a file of backlinks you want to disavow, and BOOM – you’re back in good graces. Traffic city!

Or nothing happens at all.

Few Google products have produced more fear, rumors and speculation. No one outside Google knows exactly how it works, and fewer understand how to succeed with it. To better understand, I used the tool myself to disavow 1000s of links, and talked with dozens of SEOs who used it in attempts to recover from Google penalties.

How Dangerous Is Disavow?

When you first log into the Disavow Tool, Google does everything in its power to dissuade you from actually using it with scary messaging.

Do Not Disavow

What’s the worst that could happen?

To find out how much damage I could do, I performed an experiment: Disavowing every link pointing to my website. Over 35,000 of them.

In this case, no reconsideration request was filed. Would the disavow tool work on its own?

Experiment

Disavow 35,000 Links to a Single Website

URL: http://cyrusshepard.com

Process:

  1. Download all links from Google Webmaster Tools
  2. Upload 35,000 properly formatted links to Google’s Disavow Tool
  3. Wait 2 Months

Results:

Disavow-experiment

After 2 months, nothing happened. No drop in traffic.

The evidence suggests one of three possibilities:

  1. You must file a reconsideration request after disavowing your links, or…
  2. The disavow has built-in safeguards in order to protect you from disavowing good links, or…
  3. It takes longer than 2 months for Google to process all the links.

We’ve heard conflicting accounts from Googlers whether the tool works automatically, or if must file a reconsideration request for it to work. The data implies the later, although some SEOs say they’ve seen results from using the Disavow without filing a reconsideration request.

Google also states they reserve the right to ignore your disavowed links if they think you made a mistake, much like rel=”canonical”.

Best Advice: Safeguards or not, you might still shoot yourself in the foot. Be careful disavowing links!

Can You Use Disavow for Penguin?

Can you use the Disavow Tool if you haven’t received a manually penalized? For example, will it work for Penguin?

The answer: maybe.

Here’s a reminder: Google updates like Panda and Penguin are part of Google’s overall algorithm. They automatically affect your rankings without direct human intervention. On the other hand, a manual penalty is often applied when you violate Google’s guidelines. These can be both applied and lifted manually by Google’s Webspam team.

Google representatives, including Matt Cutts, have gone on record to say the Disavow Tool could be used to help if you’ve been hit by Penguin (an algorithmic action), but also suggests that this applies to links that also violate Google’s Quality Guidelines.

Penguin and Google’s Unnatural Link Warnings often go hand in hand. So if you were hit by one, you are often hit by the other. Conversely, certain SEOs have claimed benefits from using the disavow on sites that were not penalized.

Best Advice: If you’ve been hit with a manual penalty, you need to file a reconsideration request if using the Disavow Tool. If you haven’t been manually penalized, the benefits of using the tool are inconclusive.

Pro Tips for Reconsideration Requests

1. Remove First, Disavow Last

Google wants you to remove links first. Disavow is a last resort.

100% accuracy isn’t required, but effort counts.

Google’s Webspam team keeps a historical index of your backlink profile, so that when you file a reconsideration request they can see the links you’ve worked to remove.

2. Gather Your Links

You can use any source you want, but Google recommends downloading your Latest Links report directly from Webmaster Tools.

3. Find the Bad Links

You can do this two ways, with either automatic tools or manual analysis. Realistically, you should use both. Best Manual Analysis Resource:

Best Link Removal Research Tools:

Link Removal Resources

4. Outreach, Outreach, Outreach

Next, you’re going to send emails to get those links removed. Lots of emails.

Resources for Link Removal Outreach:

4. Trust in Google Docs

When you document your efforts, don’t submit random links to the Webspam team; they may not click on them. By sharing all your evidence via Google Docs, you provide a level of protection that helps ensure the Webspam team sees your evidence.

5. When in Doubt, Disavow Entire Domains

Google’s Disavow Tool gives you 2 options when disavowing links: individual URLs or entire domains.

Many webmasters fail at their reconsideration requests the first time because they miss too many links. The fear is that you’ll disavow something valuable, but if you’ve been rejected time and time again, this one change often leads to success.

Here’s a screenshot from Dr. Pete’s post showing both formats.

Disavow Format

Best Advice: If you are rejected after disavowing individual URLs, try disavowing entire domains.

6. Formatting Counts

Google rejects many disavow files because of bad formatting, but webmasters usually never know. Guidelines state the file type should be .txt only and “must be encoded UTF-8 or 7-bit ASCII.”

7. Bonus: Extra “Removed” Links with Screaming Frog

Google’s link index of your site is rarely up to date. They undoubtedly include links that no longer exist. To find dead links quickly, download a complete file of your latest links from Google Webmaster Tools into Screaming Frog (use List Mode) or another crawler of your choice.

When finished, take any links that return a 404 and download these into a spreadsheet. Be sure to include these dead links as “Removed” when you submit your reconsideration request to Google, otherwise they may not know about them.

Conclusion

The Disavow Tool is useful, but damn tricky.

Someday, perhaps Google can get away from tools like the Disavow. Today, good SEOs can’t keep up with what’s considered a good link or a bad, and Google continually cracks down on what it considers a “bad link.”

For successful marketers, it’s much more fulfilling to build new links, than disavow old ones.

I suppose that’s Google’s point, no?

Penalty Lifted

Additional Resources:


Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

Continue reading →

Disavowed: Secrets of Google’s Most Mysterious Tool

Posted by Cyrus Shepard

Update: Check out the new findings at the end of the post.

To many webmasters, Google’s Disavow Tool seems a lifesaver. If you’ve suffered a Google penalty or been plagued by shady link building, simply upload a file of backlinks you want to disavow, and BOOM – you’re back in good graces. Traffic city!

Or nothing happens at all.

Few Google products have produced more fear, rumors and speculation. No one outside Google knows exactly how it works, and fewer understand how to succeed with it. To better understand, I used the tool myself to disavow 1000s of links, and talked with dozens of SEOs who used it in attempts to recover from Google penalties.

How Dangerous Is Disavow?

When you first log into the Disavow Tool, Google does everything in its power to dissuade you from actually using it with scary messaging.

Do Not Disavow

What’s the worst that could happen?

To find out how much damage I could do, I performed an experiment: Disavowing every link pointing to my website. Over 35,000 of them.

In this case, no reconsideration request was filed. Would the disavow tool work on its own?

Experiment

Disavow 35,000 Links to a Single Website

URL: http://cyrusshepard.com

Process:

  1. Download all links from Google Webmaster Tools
  2. Upload 35,000 properly formatted links to Google’s Disavow Tool
  3. Wait 2 Months

Results:

Disavow-experiment

After 2 months, nothing happened. No drop in traffic.

The evidence suggests one of three possibilities:

  1. You must file a reconsideration request after disavowing your links, or…
  2. The disavow has built-in safeguards in order to protect you from disavowing good links, or…
  3. It takes longer than 2 months for Google to process all the links.

We’ve heard conflicting accounts from Googlers whether the tool works automatically, or if must file a reconsideration request for it to work. The data implies the later, although some SEOs say they’ve seen results from using the Disavow without filing a reconsideration request.

Google also states they reserve the right to ignore your disavowed links if they think you made a mistake, much like rel=�canonical�.

Best Advice: Safeguards or not, you might still shoot yourself in the foot. Be careful disavowing links!

Can You Use Disavow for Penguin?

Can you use the Disavow Tool if you haven’t received a manually penalized? For example, will it work for Penguin?

The answer: maybe.

Here’s a reminder: Google updates like Panda and Penguin are part of Google’s overall algorithm. They automatically affect your rankings without direct human intervention. On the other hand, a manual penalty is often applied when you violate Google’s guidelines. These can be both applied and lifted manually by Google’s Webspam team.

Google representatives, including Matt Cutts, have gone on record to say the Disavow Tool could be used to help if you’ve been hit by Penguin (an algorithmic action), but also suggests that this applies to links that also violate Google’s Quality Guidelines.

Penguin and Google’s Unnatural Link Warnings often go hand in hand. So if you were hit by one, you are often hit by the other. Conversely, certain SEOs have claimed benefits from using the disavow on sites that were not penalized.

Best Advice: If you’ve been hit with a manual penalty, you need to file a reconsideration request if using the Disavow Tool. If you haven’t been manually penalized, the benefits of using the tool are inconclusive.

Pro Tips for Reconsideration Requests

1. Remove First, Disavow Last

Google wants you to remove links first. Disavow is a last resort.

100% accuracy isn’t required, but effort counts.

Google’s Webspam team keeps a historical index of your backlink profile, so that when you file a reconsideration request they can see the links you’ve worked to remove.

2. Gather Your Links

You can use any source you want, but Google recommends downloading your Latest Links report directly from Webmaster Tools.

3. Find the Bad Links

You can do this two ways, with either automatic tools or manual analysis. Realistically, you should use both. Best Manual Analysis Resource:

Best Link Removal Research Tools:

Link Removal Resources

4. Outreach, Outreach, Outreach

Next, you’re going to send emails to get those links removed. Lots of emails.

Resources for Link Removal Outreach:

4. Trust in Google Docs

When you document your efforts, don’t submit random links to the Webspam team; they may not click on them. By sharing all your evidence via Google Docs, you provide a level of protection that helps ensure the Webspam team sees your evidence.

5. When in Doubt, Disavow Entire Domains

Google’s Disavow Tool gives you 2 options when disavowing links: individual URLs or entire domains.

Many webmasters fail at their reconsideration requests the first time because they miss too many links. The fear is that you’ll disavow something valuable, but if you’ve been rejected time and time again, this one change often leads to success.

Here’s a screenshot from Dr. Pete’s post showing both formats.

Disavow Format

Best Advice: If you are rejected after disavowing individual URLs, try disavowing entire domains.

6. Formatting Counts

Google rejects many disavow files because of bad formatting, but webmasters usually never know. Guidelines state the file type should be .txt only and “must be encoded UTF-8 or 7-bit ASCII.�

7. Bonus: Extra “Removed” Links with Screaming Frog

Google’s link index of your site is rarely up to date. They undoubtedly include links that no longer exist. To find dead links quickly, download a complete file of your latest links from Google Webmaster Tools into Screaming Frog (use List Mode) or another crawler of your choice.

When finished, take any links that return a 404 and download these into a spreadsheet. Be sure to include these dead links as “Removed” when you submit your reconsideration request to Google, otherwise they may not know about them.

Conclusion

The Disavow Tool is useful, but damn tricky.

Someday, perhaps Google can get away from tools like the Disavow. Today, good SEOs can’t keep up with what’s considered a good link or a bad, and Google continually cracks down on what it considers a “bad link.â€�

For successful marketers, it’s much more fulfilling to build new links, than disavow old ones.

I suppose that’s Google’s point, no?

Penalty Lifted

Additional Resources:

Update 5/31: Closer to an Answer

As it turns out, my ranking started dropping the same day Penguin 2.0 was released, the Thursday before this post. (I actually researched the post before this, and the traffic drop happened around a holiday weekend, so it went largely unnoticed)

As of today my rankings and traffic are definitely down:

Rankings Change

Tim Grice of Branded3 was sharp enough to notice something similar. Tim has experience with the Disavow Tool himself and saw something similar last Thursday. His theory is that Google processes your Disavow file either:

  1. When you file for reconsideration, or
  2. When there’s a big data refresh, such a Penguin update.

Tim Grice Twitter

Does this mean my site was hit by Penguin? No. It simply indicates Google processed my disavowed links with the Penguin refresh. Those disavowed sites no longer count towards my domain, so my rankings dropped – at least in theory.

Also today, Marie Haynes published a collection of mini-case studies showing dramatic movement in SERP visibility during the Penguin refresh on sites that disavowed links.

We’ve also heard anecdotal accounts of other sites seeing much faster results from the Disavow without filing a reconsideration request, but even these webmasters saw a much bigger change happen during Penguin 2.0.

If this all proves to be true, the following is possible:

  • Google’s Disavow Tool may work automatically, but doesn’t process until you file for reconsideration or there is a major data refresh.
  • You could, in theory, use the Disavow Tool to recover from Penguin, even if no manual penalty was applied and you don’t file a reconsideration request.

What we don’t know at all is how often Google makes data refreshes that would incorporate disavowed links. My own site waited 2 months for a change to take place, and last year saw only 3-4 Penguin refreshes.

On the other hand, we’ve also heard anecdotal accounts of other sites seeing much faster results from the Disavow without filing a reconsideration request, but even these webmasters saw a much bigger change happen during Penguin 2.0.

A better question might be: Should you use the Disavow Tool to try to recover from Penguin if you haven’t received a manual penalty?

My answer: Recovery stories have been few and far between, but they do happen. In my personal experience, it seems more likely to recover from Penguin if you earn new and more diverse links from high quality sites. This, along with obvious link cleanup, seems to be the best course of action every time.

By the way, I’ve removed the file from the Disavow Tool. Let’s see what happens.

Fingers crossed.


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Learning How To Be A Manager

Posted by caitlin.krumdieck

Introduction from Will Critchlow:

I want to introduce the post that follows for two reasons. First, it’s a little different to the majority of posts we write for the SEOmoz blog, and second, it’s Caitlin’s first post here. Caitlin Krumdieck is our Director of Client Development at Distilled. Until she joined the company (as a sales executive), I had sold every piece of work that Distilled had done. She (supposedly) joined the company to assist me in responding to leads and putting together proposals. When she out-sold me in her third month, it became clear that I should be making way for her to do her thing and her growth at Distilled has continued from there. Along the way, she’s learned some interesting things about herself and the various roles she’s held in the company. I hope you enjoy reading about Caitlin’s growth and development and take away something useful for your own career and company.


Throwing myself in the deep end (aka learning how to be a manager)

I always thought I wanted to be a manager. Growing up naturally bossy and bit of a control freak, it just seemed like the natural spot for me to end up. So when I stepped into my first management position at Distilled, I was surprised at how hard the transition was. Moving from consultant to manager of a team required a complete change of mindset and challenged me in ways I never expected. Today, I’ll be sharing the four things I believe are worth thinking about if you are looking to make the move into management. 

Gut check: make sure you actually want to be a manager

About three months after my transition from London Sales Exec into the Head of Sales role, I had a very frank conversation with Will Critchlow (Distilled’s Co-Founder) about my role. He then asked me point blank if I actually wanted to be a manager.

For me, this was a career-changing question. At the time, I was having a tough time letting go of my old responsibilities and moving forward into management responsibilities. I had been working in sales for over six years. I loved the buzz of talking to clients and closing deals. I liked the fact that I was personally responsible for bringing in revenue for Distilled, and I still valued my contribution to the company by the amount of money I could generate. So instead of focusing all my time and energy on how to make my team awesome, I was still spending at least 70% of my time trying to bring in new business. This meant I was essentially doing two jobs, over working myself, and not giving my team the management support they needed.

My answer to Will was, “Let me think about it.” I surprised myself by not going right back to him with a, “Hell yeah, I want to be a manager” response. I spent a few days really thinking about the changes I would need to make if I really wanted to step into a management position. To help me evaluate both opportunities, I made a list of the responsibilities for each. I thought about what it would mean to my day-to-day work, and I asked myself quite frankly, “Will I be happy as a manager?”

I think a lot of people make the mistake of skipping this step. They think that, because management seems like a step up, it is the natural progression they should strive for. But the truth is that management isn’t for everyone. It is a somewhat thankless job that requires a lot of patience, focus, determination, and self-motivation. It isn’t just a progression from a consulting role; it’s a complete job change.

In the end, I decided to challenge myself and devote myself fully to becoming a great manager. I would love to say that from the moment I made that decision everything changed, but to be honest, it took about another nine months before I made the full transition.

So before you eagerly put yourself forward for that management position, ask yourself, “Do I really want to be a manager?” If you are currently a consultant and love working on accounts, would you be happy if your daily responsibilities shifted from being at the heart of the action to becoming the person setting team targets, having line manager meetings, and generally solving problems? Would you miss the thrill of the discovery that only comes from day-in, day-out work with clients? These aren’t easy questions, and it is well worth taking the time out to really think about what a move into management means. Rand wrote a great post covering the management vs contributor conundrum, highlighting how management isn’t everything and shouldn’t be the only growth path within a company.

Transitioning: re-learning how to be a team player

When I was in high school, I was the goalie for my school’s water polo team. This role requires a lot of the same characteristics of a great manager. While everyone knows that it is the goalie’s job to stop the ball from going in the net, it is also the goalie’s responsibility to set plays into motion. However, once the ball is in play, they need to get their ass back to the goal and provide support. From the vantage point in the goal, you can see the whole pool, so it is your job to let the other members of the team know what’s going on, but you can’t actually get involved. A goalie is the ultimate support position. Sure, you get credit for any major saves, but you never get credit for the goals your offense scores.

Management is very similar. At Distilled, we subscribe to the belief that good management means being the support for the whole rest of the team, not the other way around. We are avid believers of Joel Spolsky’s support function approach to management.

http://www.avc.com/a_vc/2012/02/the-management-team-guest-post-from-joel-spolsky.html

As a manager, you have to be constantly aware of everything happening and make yourself available to help, but you need to let your team score their own goals.  A good manager doesn’t take all the great leads/clients; they share their experience and knowledge so their team is able to step up and perform on their own.

Another big mind shift for me in going from a consultant to a manager, was learning to see my team’s success as my success. While I wasn’t out there directly making clients happy, I was supporting a team that was getting results. That is the management win.

Learning to lead: don’t dictate, start a flywheel

We talk about the power of flywheels a lot at Distilled. Building a great team should be approached with the same ideology and methodology as starting a flywheel. The goal is the same: ideally, when you push hard in a consistent direction for a length of time, it seems to get easier and easier to build momentum. With a small team and big targets, it was essential for me to think about how, as the manager, I could push my team to get the best possible results and continued growth for Distilled.

It’s easy to assume that you know what all the right answers are and that your team should do things your way. This was a mistake I made when I first started managing my team. As the first sales person at Distilled, I created a lot of our original sales material. I thought the most successful approach would be to get my team to just use what I built and go out and sell the way I would sell things. That approach worked OK for a while, but it was short-sighted and didn’t allow us to leverage the talent within our team. It also meant I had to be involved with every major deal we did, which limited our ability to speak with a larger number of clients.

So I took a step back. I stopped telling people how I thought they should approach working with a new client, and I started asking them what they thought they should do. I forced myself to stop getting involved in every conversation, and gave my team the space and responsibility to own all the client relationships, only bringing me in when they really need me. Instead of bulldozing in when trying to solve problems, I started to refuse to give my team advice until they told me what they thought a solution looked like.

The results have been amazing. My team has grown in confidence and the work they are doing now is more than twice as good as it was when I was forcing my approach on them. We are talking to more clients than ever before, and were able to double business last year without growing the size of our team.

Getting results: make sure your team knows what is expected of them

As a sales team, it was easy to focus target setting on revenue, but that only looks at part of the picture. If you only focus on the money coming in, you might miss some crucial areas of personal development that need to also be addressed as a manager. While I could use our sales reporting system to see how my team was performing, I couldn’t see if they were happy or achieving what they wanted to in their roles.

The first step I took was to redefine the roles within our team and to set out clear responsibilities of the roles my team currently filled and what progression into more senior roles would look like. I made sure to focus not just on their sales targets, but also team development responsibilities within the role. I put in more ownership-based responsibilities so the team could see how they were a part of the big picture and not just a cog. This helped my team to see exactly what is expected of them and what they can start working on to progress to the next level within the team. It also allowed me to open up conversations with my team on what sideways steps might look like, should someone on the team choose to move in a new direction.

Once I had the roles clearly defined, I sent out a happiness survey to each member of my team. Here are the questions I asked my team.

  1. On a scale of 1-5 with 5 being the best, how happy are you in your roll at the moment?
  2. On a scale from 1-5 with 5 being the best, how do you feel you are performing in your role?        
  3. Do you feel like you know what is expected of you in your role?      
  4. On a scale from 1-5 with 5 being the best, do you feel that you are well supported in your roll?        
  5. On a scale of 1-5 with 5 being the best, do you feel you get the support you need from Caitlin?  
  6. What do you feel is your biggest accomplishment in the past 12 months?     
  7. Where do you think you have failed or would like to improve?          
  8. What do you think of the targets set for 2012/2013 (this past year)? 
  9. What are areas you feel like you could use more support in?
  10. What is one thing Caitlin can do for you to support you in your role?           
  11. Do you understand what Caitlin’s role is?      
  12. What is one thing you would like to see improve/change/grow for the Client Development team for the New Year?
  13. How would you rank the general quality of leads you have received in the past 3 months?

My line manager Duncan Morris (Distilled CEO) had used a similar tactic with me in our line manager meetings and I found it was a great way to open up conversations about happiness and personal development. In the past when asking my team, “How are you doing?” I tended to get half thought-out answers. Giving them the space to write at length about it and asking them to assign a number to how they felt about how things were going, meant I got much more critical responses. It also allowed me to ask them what I needed to do as their manager to get them to the next level, which forced them to give me critical feedback. This really opened up conversations and has led to better personal development, increased team happiness, and improvements in openness across the team.

Wrapping up

Every company is going to demand different things from its management team, but I found getting the team management side of things right is one of the most important steps I took. It wasn’t until I got that right that I really started to feel like a manager. There have been a lot of lessons along the way and I could probably write another whole post on the challenges of setting targets, managing difficult consultants and clients, and the importance of communication. However, I felt these three things really sum up the major lessons I learned as a person when moving into a management role and are the most transferable, regardless of the type of manager you are looking to be.

If you would like some more references, I found these resources very helpful:

One of the great things about being a manager is that you are always learning and there is always more to think about when trying to help your team grow. I hope sharing my own learning experinces has helped and I would love to hear from others who have advice on how to manage a team effectively.

I’ll leave you with an aswer I had to give recently, when someone I was interviewing asked me what I love about my job: For the past four years, I have found my self doing something brand new and challanging every day. No week is the same. Finally, while a manager may not get a lot of credit for all the behind the scenes work you do supporting the team, seeing your team be successful can be supremely rewarding and fulfilling. 

Good luck!


Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

Continue reading →

Learning How To Be A Manager

Posted by caitlin.krumdieck

Introduction from Will Critchlow:

I want to introduce the post that follows for two reasons. First, it’s a little different to the majority of posts we write for the SEOmoz blog, and second, it’s Caitlin’s first post here. Caitlin Krumdieck is our Director of Client Development at Distilled. Until she joined the company (as a sales executive), I had sold every piece of work that Distilled had done. She (supposedly) joined the company to assist me in responding to leads and putting together proposals. When she out-sold me in her third month, it became clear that I should be making way for her to do her thing and her growth at Distilled has continued from there. Along the way, she’s learned some interesting things about herself and the various roles she’s held in the company. I hope you enjoy reading about Caitlin’s growth and development and take away something useful for your own career and company.


Throwing myself in the deep end (aka learning how to be a manager)

I always thought I wanted to be a manager. Growing up naturally bossy and bit of a control freak, it just seemed like the natural spot for me to end up. So when I stepped into my first management position at Distilled, I was surprised at how hard the transition was. Moving from consultant to manager of a team required a complete change of mindset and challenged me in ways I never expected. Today, I’ll be sharing the four things I believe are worth thinking about if you are looking to make the move into management. 

Gut check: make sure you actually want to be a manager

About three months after my transition from London Sales Exec into the Head of Sales role, I had a very frank conversation with Will Critchlow (Distilled’s Co-Founder) about my role. He then asked me point blank if I actually wanted to be a manager.

For me, this was a career-changing question. At the time, I was having a tough time letting go of my old responsibilities and moving forward into management responsibilities. I had been working in sales for over six years. I loved the buzz of talking to clients and closing deals. I liked the fact that I was personally responsible for bringing in revenue for Distilled, and I still valued my contribution to the company by the amount of money I could generate. So instead of focusing all my time and energy on how to make my team awesome, I was still spending at least 70% of my time trying to bring in new business. This meant I was essentially doing two jobs, over working myself, and not giving my team the management support they needed.

My answer to Will was, “Let me think about it.� I surprised myself by not going right back to him with a, “Hell yeah, I want to be a manager� response. I spent a few days really thinking about the changes I would need to make if I really wanted to step into a management position. To help me evaluate both opportunities, I made a list of the responsibilities for each. I thought about what it would mean to my day-to-day work, and I asked myself quite frankly, “Will I be happy as a manager?�

I think a lot of people make the mistake of skipping this step. They think that, because management seems like a step up, it is the natural progression they should strive for. But the truth is that management isn’t for everyone. It is a somewhat thankless job that requires a lot of patience, focus, determination, and self-motivation. It isn’t just a progression from a consulting role; it’s a complete job change.

In the end, I decided to challenge myself and devote myself fully to becoming a great manager. I would love to say that from the moment I made that decision everything changed, but to be honest, it took about another nine months before I made the full transition.

So before you eagerly put yourself forward for that management position, ask yourself, “Do I really want to be a manager?â€� If you are currently a consultant and love working on accounts, would you be happy if your daily responsibilities shifted from being at the heart of the action to becoming the person setting team targets, having line manager meetings, and generally solving problems? Would you miss the thrill of the discovery that only comes from day-in, day-out work with clients? These aren’t easy questions, and it is well worth taking the time out to really think about what a move into management means. Rand wrote a great post covering the management vs contributor conundrum, highlighting how management isn’t everything and shouldn’t be the only growth path within a company.

Transitioning: re-learning how to be a team player

When I was in high school, I was the goalie for my school’s water polo team. This role requires a lot of the same characteristics of a great manager. While everyone knows that it is the goalie’s job to stop the ball from going in the net, it is also the goalie’s responsibility to set plays into motion. However, once the ball is in play, they need to get their ass back to the goal and provide support. From the vantage point in the goal, you can see the whole pool, so it is your job to let the other members of the team know what’s going on, but you can’t actually get involved. A goalie is the ultimate support position. Sure, you get credit for any major saves, but you never get credit for the goals your offense scores.

Management is very similar. At Distilled, we subscribe to the belief that good management means being the support for the whole rest of the team, not the other way around. We are avid believers of Joel Spolsky’s support function approach to management.

http://www.avc.com/a_vc/2012/02/the-management-team-guest-post-from-joel-spolsky.html

As a manager, you have to be constantly aware of everything happening and make yourself available to help, but you need to let your team score their own goals.  A good manager doesn’t take all the great leads/clients; they share their experience and knowledge so their team is able to step up and perform on their own.

Another big mind shift for me in going from a consultant to a manager, was learning to see my team’s success as my success. While I wasn’t out there directly making clients happy, I was supporting a team that was getting results. That is the management win.

Learning to lead: don’t dictate, start a flywheel

We talk about the power of flywheels a lot at Distilled. Building a great team should be approached with the same ideology and methodology as starting a flywheel. The goal is the same: ideally, when you push hard in a consistent direction for a length of time, it seems to get easier and easier to build momentum. With a small team and big targets, it was essential for me to think about how, as the manager, I could push my team to get the best possible results and continued growth for Distilled.

It’s easy to assume that you know what all the right answers are and that your team should do things your way. This was a mistake I made when I first started managing my team. As the first sales person at Distilled, I created a lot of our original sales material. I thought the most successful approach would be to get my team to just use what I built and go out and sell the way I would sell things. That approach worked OK for a while, but it was short-sighted and didn’t allow us to leverage the talent within our team. It also meant I had to be involved with every major deal we did, which limited our ability to speak with a larger number of clients.

So I took a step back. I stopped telling people how I thought they should approach working with a new client, and I started asking them what they thought they should do. I forced myself to stop getting involved in every conversation, and gave my team the space and responsibility to own all the client relationships, only bringing me in when they really need me. Instead of bulldozing in when trying to solve problems, I started to refuse to give my team advice until they told me what they thought a solution looked like.

The results have been amazing. My team has grown in confidence and the work they are doing now is more than twice as good as it was when I was forcing my approach on them. We are talking to more clients than ever before, and were able to double business last year without growing the size of our team.

Getting results: make sure your team knows what is expected of them

As a sales team, it was easy to focus target setting on revenue, but that only looks at part of the picture. If you only focus on the money coming in, you might miss some crucial areas of personal development that need to also be addressed as a manager. While I could use our sales reporting system to see how my team was performing, I couldn’t see if they were happy or achieving what they wanted to in their roles.

The first step I took was to redefine the roles within our team and to set out clear responsibilities of the roles my team currently filled and what progression into more senior roles would look like. I made sure to focus not just on their sales targets, but also team development responsibilities within the role. I put in more ownership-based responsibilities so the team could see how they were a part of the big picture and not just a cog. This helped my team to see exactly what is expected of them and what they can start working on to progress to the next level within the team. It also allowed me to open up conversations with my team on what sideways steps might look like, should someone on the team choose to move in a new direction.

Once I had the roles clearly defined, I sent out a happiness survey to each member of my team. Here are the questions I asked my team.

  1. On a scale of 1-5 with 5 being the best, how happy are you in your role at the moment?
  2. On a scale from 1-5 with 5 being the best, how do you feel you are performing in your role?        
  3. Do you feel like you know what is expected of you in your role?      
  4. On a scale from 1-5 with 5 being the best, do you feel that you are well supported in your role?        
  5. On a scale of 1-5 with 5 being the best, do you feel you get the support you need from Caitlin?  
  6. What do you feel is your biggest accomplishment in the past 12 months?     
  7. Where do you think you have failed or would like to improve?          
  8. What do you think of the targets set for 2012/2013 (this past year)? 
  9. What are areas you feel like you could use more support in?
  10. What is one thing Caitlin can do for you to support you in your role?           
  11. Do you understand what Caitlin’s role is?      
  12. What is one thing you would like to see improve/change/grow for the Client Development team for the New Year?
  13. How would you rank the general quality of leads you have received in the past 3 months?

My line manager Duncan Morris (Distilled CEO) had used a similar tactic with me in our line manager meetings and I found it was a great way to open up conversations about happiness and personal development. In the past when asking my team, “How are you doing?� I tended to get half thought-out answers. Giving them the space to write at length about it and asking them to assign a number to how they felt about how things were going, meant I got much more critical responses. It also allowed me to ask them what I needed to do as their manager to get them to the next level, which forced them to give me critical feedback. This really opened up conversations and has led to better personal development, increased team happiness, and improvements in openness across the team.

Wrapping up

Every company is going to demand different things from its management team, but I found getting the team management side of things right is one of the most important steps I took. It wasn’t until I got that right that I really started to feel like a manager. There have been a lot of lessons along the way and I could probably write another whole post on the challenges of setting targets, managing difficult consultants and clients, and the importance of communication. However, I felt these three things really sum up the major lessons I learned as a person when moving into a management role and are the most transferable, regardless of the type of manager you are looking to be.

If you would like some more references, I found these resources very helpful:

One of the great things about being a manager is that you are always learning and there is always more to think about when trying to help your team grow. I hope sharing my own learning experinces has helped and I would love to hear from others who have advice on how to manage a team effectively.

I’ll leave you with an aswer I had to give recently, when someone I was interviewing asked me what I love about my job: For the past four years, I have found my self doing something brand new and challanging every day. No week is the same. Finally, while a manager may not get a lot of credit for all the behind the scenes work you do supporting the team, seeing your team be successful can be supremely rewarding and fulfilling. 

Good luck!


Sign up for The Moz Top 10, a semimonthly mailer updating you on the top ten hottest pieces of SEO news, tips, and rad links uncovered by the Moz team. Think of it as your exclusive digest of stuff you don’t have time to hunt down but want to read!

Continue reading →