YouTube Partner Program Changes: Everything You Need To Know (And How Paladin Can Help)

 

YOUTUBE PARTNER PROGRAM: WHAT IS CHANGING

As you’ve probably heard by now, YouTube has introduced new eligibility requirements for  the YouTube Partner Program (YPP), which allows creators to monetize their content. Sparked by growing brand safety concerns, these changes aim to protect YouTube’s advertisers from running ads on low quality content or content deemed unsafe for brands.

As of January 16, 2018, in order to join or remain eligible for the YouTube Partner Program, channels must have at least 4,000 hours of watch time in the last 12 months, and at least 1,000 subscribers. Once a channel meets these requirements, they will also be further evaluated for community strikes, spam, or other abuse flags in order to monetize.

These changes will definitely have an impact on MCNs and influencer networks, but don’t panic! In order to help you prepare, we’ve put together a helpful Q&A, and outlined solutions Paladin has created to help.

 

MCN QUESTIONS ANSWERED

What will happen to channels in an MCN that do not meet these new requirements?

According to YouTube, channels that do not meet these new Partner Program requirements will be fully demonetized and removed from CMS accounts by February 20, 2018.

How will this impact MCN revenue?

According to YouTube, about 99% of channels that will be removed from YPP are making less than $100.00 per year, with 90% making less than $2.50 in the last month.

Across Paladin’s clients with MCNs, we estimate a very small decline in gross monthly revenue from YouTube as a result of these changes, an average of -0.25%.

How will this impact the size of MCNs?

For most MCNs, Paladin predicts a significant reduction in the number of channels in CMS accounts, on average 80%. Note that the amount of channels that will be removed varies greatly across networks.

The silver lining is that this channel reduction will likely neutralize any gross revenue lost, or even result in revenue gains, as MCNs will make monthly payments to a smaller pool of creators, and in turn will shoulder fewer payment transaction fees.

If you are a Paladin client and would like specific estimates on the impact of  the YPP changes on your MCN, please contact your account manager.

 

SOLUTIONS FROM PALADIN

Can I still work with my creators that do not meet the new minimum requirements for YPP?

Yes! With the recent updates to Paladin, you are now able to add and manage creators who are NOT inside of a YouTube CMS. This works by having your creators authorize their YouTube or other social accounts directly with Paladin. You can still monitor their data, pitch them in campaigns, store all of their relevant personal data, and more!

Can I still accept applications from creators that do not meet the new minimum requirements for YPP?

Yes! You can accept new applications from creators who are ineligible for YPP and manage them within Paladin. Though note, you will be unable to invite them to a CMS and collect revenue from them until they reach the YPP eligibility threshold.

If you decide that you’d prefer not to work with a creator until they meet the YouTube Partner Program requirements, you can easily flag them in our system and send them an automated email explaining that they have not met the requirements. You can also monitor them and re-engage them when they do meet the requirements

Can I block creators from applying to my network if they do not meet the new YPP requirements?

Yes! Paladin can block applications from creators that do not meet the new YouTube Partner Program requirements.

 

Though YouTube is certainly enforcing rapid changes across their platform, our goal at Paladin remains the same: to offer easy navigation and understanding of these changes for our partners, and provide flexibility to run and grow your company using our tools.

Do you have additional feature requests related to the recent YouTube Partner Program changes? Feel free to contact us at [email protected]


Paladin is the essential influencer management platform. Trusted by media companies, brands, and agencies across 5 continents, our technology streamlines talent discovery, influencer management, and campaign reporting.

Paladin operates globally, with offices in the North America (Los Angeles, USA), Europe (Kraków, Poland), and Asia (Ho Chi Minh City, Vietnam). Learn more at paladinsoftware.com.

 

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Things I Have Learned About Delegating: COO Blog

Recently I gave a talk to our team at Paladin about how to delegate effectively. In preparing for this talk, I found there are a lot of articles about delegating, most of which were recycled from some ancient listicle patient-zero. I also found few resources reflecting what I’ve found to be important lessons learned first-hand from managing teams locally and internationally. So I wrote down the abridged versions.

Delegate what needs delegating, not your bullshit.

The purpose of delegating is to reap benefits from focus and efficiency. Not so you can literally interpret the title of “The 4-Hour Work Week.” Don’t simply shove a task you don’t want to deal with onto someone else’s plate.

Here is when you should delegate:

  • When you know your employee is the best person for the job.
  • When delegating creates a learning opportunity for your employee, creating future efficiencies.
  • When you’re expanding team capacity for a certain functions and you’re assigning employees their share of the work.
  • When you have other critical work that takes priority, and only you can do it.

Context can change everything.

Always make sure whomever you delegate a task to knows why they are doing it. If the person responsible for a delegated task understands the team or company’s end goals, both short and long term, they can better act as a check point to ensure the team is moving toward those goals, or to suggest better paths toward those goals.

There are many ways to skin a cat, and context is critical information to ensure your employees skin it the right way right meow. Remember that a task can be accomplished as instructed without serving wider goals, or in detriment to them. You don’t want that.

The success of delegation is conditional.

There are a number of questions that should be asked before delegating a task to ensure the best chance of success. If the answer to any of these questions is no, it is likely whomever you’ve delegated the task to will fail.

  • Are the right resources for the job being activated?
  • Is there enough time to achieve the task?
  • Is it technically possible to complete the task?
  • Is delegating this task creating any resource conflicts with other projects?
  • Do the resources being activated have enough capacity?
  • Will the resources being activated be hijacked?

Delegation is negotiation.

If everything was purely top down, our business would have failed many times over. Make sure your employees understand that just because someone is asking them to do something, it doesn’t mean they do not have a voice to flag important considerations, set expectations, and ask further questions. Such conversations can materially change the scope, objectives, and timelines associated with a delegated task.

When you empower others, they become smarter.

When given extreme ownership of a project/product/whatever, people shift their mindset from requesting solutions to solving problems. When one’s own success or failure is hinged to the success or failure of things they are made responsible for, they are motivated to figure it out. Over time this is especially beneficial, as the individuals closest to products/clients/problems/etc are the ones crafting solutions.

Don’t get in the way.

There are many paths to a destination. Make sure that the goal of the task being delegated is clearly defined, but allow for independent thought and for employees to find their own way to the end objective. This will bring you an incredible amount of ideas that you never would have otherwise considered. That said, keeping an open mind with regard to pathways doesn’t mean abandoning your role in providing guidance — you may have learned an efficient path the hard way, and be able to save your employees a lot of time and headaches with course corrections. That said, learning the difference between subjectivity and substance in this regard is critical.

Rome wasn’t built in a day.

It takes time to dial in a delegation process that’s successful for you, and that subordinates respond to. Consider failure as an opportunity to improve how you delegate. Don’t use failure to re-absorb responsibility, negating the benefits of delegating.

Parting Thoughts:

Do:

Make noise when the team wins.
Give credit to those responsible, don’t take it for yourself.
Make yourself available to inform or to teach, but not to do what has been delegated.

Don’t:

Blame. If a delegated task ends in failure, you did not properly account for conditions, did not properly fulfill negotiation, did not provide context, or you empowered the wrong person. If you set an example of accountability, you empower a culture of accountability.

Set arbitrary deadlines. How long will a task take with respect to the conditions and the resources available? Ask the person responsible for delivering, and let that be the deadline. Deadlines can move for a lot of reasons. Check in on delivery estimations, but don’t nag.

Interrupt (unless you have to).


Thomas Kramer is Paladin’s COO. Over the past several years he has managed teams in diverse areas, from technology developers and content optimization strategists to operations and marketing staff.

If you’d like to learn more about Paladin, start here.

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