Becoming a Wrike power user as a team manager

Hey Wrikers -- I joined Wrike as director of our content marketing team six months ago, and I'm ready to amp up my game to become a power user of Wrike. I'd love to share our journey as my team (of mostly recent hires) starts working with a Wrike deployment consultant, who will make sure we're using Wrike to its fullest potential.
 
I love Wrike's powerful platform for the confidence it gives me to manage so many parts of my job. It helps me oversee my team's work without micro-managing, collaborate with multiple stakeholders on dozens of projects across the company, and stay organized. I'm not sure how I'd do my job without it -- it saves me tons of time and gives me visibility into all the projects my team is working on.  
 
Now, I think we've got a pretty awesome team, but I want us to come out of this deployment consulting process as a leaner, meaner content marketing machine. Over the past months we've doubled the size of the content team, and all of us "newbies" are eager to start using more advanced features. I'm also changing my team's workflow process, and I'm looking forward to getting advice on how we can tweak our Wrike set-up to best meet our new workflow needs. 
 
We're really trying to think about what our Wrike usage means for us internally and that's why Daniel Codella (senior content marketing manager) is writing about our Content Team's deployment from a team member's perspective, while I tackle things from a team leader's perspective, in our Wrike Community boards. We recently released a survey on Operational Excellence, and one of the findings is that sometimes there's a difference between a manager's point of view and their team's perspective -- not too surprising ;). 
 
Wrike helps our Content Team to collaborate with coworkers on different levels:  
1) With other content team members with different job functions (e.g. writer, editor, social media editor, email copywriter, etc.)
2) With coworkers on other teams within the Marketing Org (design, marketing operations, demand generation, event marketing, product marketing, etc.)
3) With colleagues throughout the company in different locations around the world (Saint Petersburg, Russia; Dublin, Ireland; San Diego, our corporate headquarters in Silicon Valley; and some remote employees). 
 
I'm jumping into a kickoff meeting soon with our Wrike deployment consultant, and I'm looking forward to advice on how to leverage Wrike even further! I'm especially interested in using Wrike to get a quick snapshot on what each individual on my team is doing, as well as an overall rollup of the entire team's output at a glance. It's exciting that my managing editor and I will be able to use this view to adjust the amount of work on each person's plate as necessary. And tightening up our workflow processes -- who wouldn't want that?
 
Change management is definitely tricky, though. It's one thing to learn something and then having to actually change behavior and make something a habit. So far I think we're doing OK -- everyone knows that we're going through this training, and will need to be open to changing the way we're used to doing things so that we can be even more effective and efficient as a team. That excitement is strong and it really feels like this process will help us better understand the power of Wrike as a work management/collaboration platform when we can take advantage of all the bells and whistles it offers. 
 
I'd love to hear from others going through this. Is there something you wish your manager had done differently? Or, managers, is there something you really did well (or maybe wish you would have done another way)?
 
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