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Marketing Showrunners

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By: Jay Acunzo on March 9th, 2018

Great Content Takes Time – Period

In our work as creators, two ideas struggle against each other seemingly every day: the drive to serve and the drive to grow.

The drive to serve: I want to make stuff that others genuinely love, plain and simple.

The drive to grow: I want my work to “work.” I want to see results and grow my project or company.

The drive to serve: But seeing results isn’t the goal. It’s the byproduct of serving others well. The goal is to solve a problem or fulfill a desire with what I create. Doing that well means results will come.

The drive to grow: But will they? Will they come fast enough, consistently enough? Yes, creating something that can hold attention makes it easier to generate results, but I also need to proactively generate results. You can’t sit and hope. You have to manufacture the ends as much as the means.

The drive to serve: Yes, but the way to manufacture the ends is to focus more on the means. When we make the process the point, instead of the end results, we get better end results. You can try to skate by on base-level stuff, on average, commodity work, but that isn’t serving the audience. It’s not proactive enough. Being truly proactive is to better understand your audience and your craft in order to better serve them. The better you serve them, the better the results will be.

The drive to grow: Okay, but what about OUR goals? While we’re off learning our craft or talking to customers, we still have leads, traffic, or sales numbers to hit. We have bosses or clients or peers who expect things of us. Can we afford to let off the gas, even for a moment? We shouldn’t. We can’t. We won’t.

And so we don’t. The short-term impulse often wins out.

Too often, our drive to grow drowns out our drive to serve. Is that bad? Is someone at fault? I dunno. I don’t think so? I think this is just human nature, isn’t it? After all, nobody ever felt like they had too much of a good thing. But too little? We feel that all the time. (I can tell you with absolute certainty that every podcaster in the world wishes he or she had more downloads. I may criticize downloads-as-God Metric, but if we’re being honest, I wish all of Unthinkable Media’s shows had larger audiences. Likewise, I criticize reach in favor of resonance all the time, but, shoot, I could really use 10,000 email subscribers instead of 2,000. (Oh won’t you subscribe?)

But maybe, just maybe, I should refocus that mental energy on the drive to serve.

As creators, I think we walk a path that feels logical to us that others struggle to see, let alone traverse. We believe that creating something others love will lead to all the results we want. To paraphrase Apple CEO Tim Cook, we’re not focused on the numbers; we’re focused on the things that produce the numbers. Doing so is to focus our energy on the fundamentals, not the incremental. Spend more time creating something worth optimizing, don’t over-optimize something that isn’t worth a damn to others.

The drive to serve and the drive to grow: These two ideas struggle against each other in our work. Now here’s where I’m left unsatisfied: Why?

Why do these ideas conflict with each other in the business world? Shouldn’t it be obvious how they work in harmony? It’s so damn logical, isn’t it? If X creates Y and Y creates Z, focus on X, don’t skip right to Z. So what causes this mental divide between the two ideas?


Creating something worthy of attention takes time. Understanding the needs of others takes time. Developing your craft takes time. Convincing colleagues and bosses and clients to see the world your way takes time. Honing your intuition and trusting that over best practices takes time.

At least creating awesome content has a shortcut. (Just kidding: IT TAKES TIME.)

When you control resources as leaders do, or you tie your self-worth as a practitioner to a metric like the number of people who download your podcast or read your work, it can easily warp your thinking. You start wishing you could grow without having to serve. You want the Easy Button — something simple and quick that immediately returns more results than you’d ever dreamed of seeing. Honestly, this is what causes so much strife between creators and other colleagues, though nobody would ever admit this out loud: Those who think only about growth start to subconsciously wish their creative peers were buttons to press, ticket systems to produce the work faster, cheaper, now. If a project takes a year, they’d prefer a month. If it takes a month, why not a week? The end of that mental pathway is, logically, no time at all. Results without the time. The desire to grow without the willingness to serve.

The hard truth the business world has to swallow is the same truth that you and I must hold like a shield against all the hucksters promising shortcuts and secrets: Great work takes time. Period. The End. Thanks for playing. Don’t forget your belongings on the way out. You don’t have to go home, but you can’t stay here.

My friend, if you’ve made it this far into this article, then I’m begging you: Let your drive to serve take precedent over your drive to grow. The first is fundamental, while the second is incremental. If you do one well, the other gets so much easier. But make no mistake: You have to give yourself over to that drive to serve. You have to avoid seeking shortcuts and secrets at all costs. Because there are no secrets. There’s only hard work, done with the right intent — the intent to serve.

Want to do exceptional work and get exceptional results? Then don’t ask others for shortcuts. Ask yourself: Are you willing to invest the time?


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Founder of Marketing Showrunners, host of 3 Clips and other podcasts and docuseries about creativity, and author of Break the Wheel. I’m trying to create a world where people feel intrinsically motivated by their work. Previously in content marketing and digital strategy at Google and HubSpot and VP of brand and community at the VC firm NextView. I write, tinker, and speak on stages and into microphones for a living. It’s weird but wonderful.

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  1. Anthony Coppedge

    Growth. The hockey stick up-and-to-the-right that affirms our work, pads our wallets, and ‘proves’ our worth.

    But what if it’s not?

    What if growth is the wrong metric entirely?

    Lots of organizations want (and need) growth. But growth is an outcome, a by-product of something else, not the thing we need in and of itself.

    Growth is the wrong metric. Why? Because it focuses us on the wrong thing. The emPHAsis (read that with inflection) is on the wrong sylLABle. We need *healthy growth* – the kind that comes from choosing the better things over the more expedient things.

    You know what else grows? Cancer. It grows – and with alarming rapidity. No one wants that kind of growth because it is *unhealthy growth*.

    Ask yourself: Is what you’re focusing on and measuring and valuing *healthy* or *unhealthy* growth?

    The answer will reveal what you value, which points directly at what you’re making. Maybe it’s time to think differently.

    • Jay Acunzo

      LOVE THIS!

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