If you’re wrangling a team and want to get your projects out of the group chat and into something you can actually track, this guide is for you. Whether you’re new to Pitchmonster or just tired of feeling like everyone’s working in their own silo, I’ll walk you through setting up collaboration and task assignments that don’t drive everyone nuts.
No fluff, no vague “transformative” promises—just what works, what to skip, and how to actually get your team on the same page.
1. Get the Basics Right: Setting Up Your Pitchmonster Workspace
Before you start assigning tasks and inviting the whole team, you need a workspace that won’t turn into digital spaghetti. Here’s how to get set up without making a mess:
- Sign up and log in. No shockers here. If you’re not the admin, get one to invite you.
- Create a workspace. Name it after your team, department, or project. Keep it obvious. If you call it “Unicorn Factory,” you’ll regret it when you try to find things later.
- Choose how public or private you want things. Pitchmonster lets you set workspaces as private (invite-only) or public (anyone in the org can join). Unless you’re running a secret mission, start with private and open it up as needed.
Pro Tip: Don’t create a workspace for every little project. It sounds organized, but it’s actually chaos. Use channels or project boards within a single workspace instead.
2. Bring In Your Team (Without Flooding Their Inbox)
Collaboration doesn’t start until people are actually in the tool.
- Invite teammates by email. Pitchmonster will send them an invite. If they ignore it (it happens), ping them directly.
- Assign roles. You usually get options like Admin, Member, or Viewer. Only make someone Admin if you trust them not to break things. Most folks can be Members.
- Set up user profiles. Encourage everyone to add a profile pic and their real name. It’s simple, but it saves you from “who the heck is user473?”
What to skip: Don’t force everyone to fill out a bio or list their hobbies. Nobody reads these, and it just slows onboarding.
3. Map Out Your Projects: Boards, Lists, or Whatever Pitchmonster Calls Them
Pitchmonster organizes work into boards (or sometimes “projects” or “spaces”—they change the lingo every few years). Here’s how to not get lost:
- Create a board for each real project or ongoing process. Examples: “Client Launches,” “Content Calendar,” “Bug Tracking.”
- Break down boards into lists or columns. The classic setup: To Do, In Progress, Review, Done. Don’t get fancy unless you have a real reason.
- Add clear descriptions. Boards with vague names like “Stuff” or “Misc” become junk drawers. Write a one-liner about purpose.
Pro Tip: Give each board an owner. Someone needs to care if it gets messy.
4. Add and Assign Tasks (The Right Way)
Now for the meat of it: getting tasks out of heads and into the system.
- Create tasks (“cards,” “tickets,” etc.). Each should have a clear title and a short description. Skip the essays.
- Add details: Due dates, attachments, checklists—use them, but don’t make it homework. Only add what’s actually useful.
- Assign tasks. Each task should have one owner. If you assign to “the team,” nobody does it. Add watchers if needed, but ownership should be crystal clear.
- Use labels or tags for context. Examples: “Urgent,” “Blocked,” “Waiting on Client.” But don’t drown in color-coding.
What works: Small, actionable tasks. “Write homepage copy” is good. “Launch website” is not a task—it’s a project.
What doesn’t: Assigning the same task to five people. You’ll end up with five people thinking someone else is on it.
5. Use Comments, Not Email, For Discussions
Pitchmonster has comments on tasks. Use them to keep the conversation where the work is.
- Tag teammates with @mentions. They’ll get notified, but not overwhelmed.
- Keep it relevant. Don’t turn every comment thread into a mini Slack channel.
- Attach files, links, or screenshots. It’s better than “I emailed you the doc.”
- Resolve and summarize. If you make a decision in comments, update the task description so others don’t have to scroll through 40 replies.
What to ignore: Voice memos or GIFs in comments. Fun, but a pain to reference later.
6. Track Progress Without Micromanaging
A tool is only as useful as what you do with it. Don’t make Pitchmonster your team’s new timesheet.
- Use board views to see what’s moving. Kanban (columns) or list views work well for most teams.
- Check in once a week. Do a quick scan for stuck tasks (anything lingering in “In Progress” too long).
- Automations: Use sparingly. Pitchmonster has automations (“move to Done when checked off,” “notify when overdue”). These can help, but too many and you’ll tune out all notifications.
Pro Tip: Don’t obsess over “100% completion.” Focus on what’s blocking progress, not pixel-perfect boards.
7. Notifications: Make Them Work For You, Not Against You
Pitchmonster will try to notify you about everything. Don’t let it.
- Customize notification settings. Turn off anything you don’t actually need—especially email digests if you hate inboxes.
- Encourage your team to do the same. Otherwise, they’ll miss the important stuff in a flood of “Task moved to In Progress” spam.
- Use mobile push notifications for urgent boards only. Otherwise, you’ll never get away from work.
What works: Tight notifications for tasks you own or follow, and a weekly summary for everything else.
8. Review, Rinse, Repeat: Keep It Simple
Every tool gets messy over time. Don’t be afraid to clean house.
- Archive old projects and tasks. If nobody’s looked at it in a month, it’s probably safe to archive.
- Review roles and permissions. People come and go. Remove folks who don’t need access.
- Ask your team what’s working. If everyone’s ignoring the tool, it’s time to tweak your setup—not send more reminder emails.
What to skip: “Best practices” that don’t fit your team. If something’s not working, change it. Don’t be precious about the process.
Wrap-Up: Don’t Overthink It
Pitchmonster (like any project tool) is only as useful as the habits your team builds around it. Start simple, get everyone in, and focus on clear ownership. Avoid making a shrine to process—just use what helps, ignore what doesn’t, and iterate as you go.
The best setup is the one your team actually uses. Start there, and you’ll avoid most of the headaches that come from over-complicating things.