Dec. 14, 2021

Eliminating Distractions as a Marketing Team with Rex Biberston

In this episode, Benji box sits down with Rex Biberston, VP of Revenue here at Sweet Fish Media. We discuss how to best capture ideas, prioritize effectively, and communicate the goals of our department, company-wide.

Connect with Rex:

rex.biberston@sweetfishmedia.com

https://www.linkedin.com/in/rexbiberston/

Connect with Benji:

benji.block@sweetfishmedia.com

www.linkedin.com/in/benji-block

Transcript
WEBVTT 1 00:00:00.040 --> 00:00:00.250 Mhm 2 00:00:04.440 --> 00:00:09.390 Welcome back to be, to be growth. I'm your host Benji block today. We're so 3 00:00:09.390 --> 00:00:15.440 excited to be joined by rex Roberston. He is not new. Right to the, to the 4 00:00:15.440 --> 00:00:20.130 sweet fish community to BBB growth. He's been here before, but there is a 5 00:00:20.130 --> 00:00:25.550 new development. He is now the VP of revenue here at sweet fish. So rex, 6 00:00:25.550 --> 00:00:29.490 welcome back to be to be growth and welcome into the sweet fish kind of 7 00:00:29.490 --> 00:00:34.190 community here. Yeah, no excited to be a part of the community part of the 8 00:00:34.190 --> 00:00:39.170 show. Again, I was co host man back before I think episode 1000 and we're 9 00:00:39.170 --> 00:00:43.400 in the two thousands now, so, pleasure to be joining you, Benji. Maybe we need 10 00:00:43.400 --> 00:00:48.880 to dust off some really, really anxious recordings for you. Right, Love it. 11 00:00:48.880 --> 00:00:52.800 Well, we're gonna jump into what I think is gonna be a fascinating 12 00:00:52.800 --> 00:00:57.010 conversation today. One that is timely and important. We're going to talk 13 00:00:57.020 --> 00:01:01.490 about eliminating distractions as a marketing team and in the current 14 00:01:01.490 --> 00:01:05.970 landscape, I mean Phil talk about a landmine of potential distractions. 15 00:01:05.970 --> 00:01:11.860 Right? So rex, how did you kind of first come to realize like, man, this 16 00:01:11.860 --> 00:01:16.110 is something we need to tackle. And uh when did this kind of become important 17 00:01:16.110 --> 00:01:21.290 to you? Yeah, I will say that distractions professionally are rampant 18 00:01:21.290 --> 00:01:26.300 in every department, but perhaps nowhere more so than in marketing. And 19 00:01:26.300 --> 00:01:30.770 so in some of my early marketing roles, being asked to do things that couldn't 20 00:01:30.770 --> 00:01:35.180 be tied back to any logic. We couldn't explain why were we doing these things 21 00:01:35.190 --> 00:01:39.810 And then additionally, just always having this kind of open one side of 22 00:01:39.810 --> 00:01:43.490 your, one side of your face this ear is always open and listening for new ideas 23 00:01:43.490 --> 00:01:48.070 from people who had various levels of qualification to be throwing ideas and 24 00:01:48.070 --> 00:01:52.390 then those being acted on as if they were like the gospel truth, Okay, 25 00:01:52.400 --> 00:01:56.490 somebody said we ought to do this, so we ought to do this and now we gotta 26 00:01:56.490 --> 00:01:59.850 drop everything we're doing and start over. And I remember the level of 27 00:01:59.850 --> 00:02:03.850 exhaustion and frustration that marketers would feel in these scenarios 28 00:02:04.240 --> 00:02:07.650 and it's like it just burns you out And that's the opposite of why we got into 29 00:02:07.650 --> 00:02:11.560 marketing. We got a market to do amazing things to share stories and 30 00:02:11.560 --> 00:02:14.710 communicate with people in a way that makes them magnetized. They want to 31 00:02:14.710 --> 00:02:17.750 come to you, they want to be excited about what you're doing and when we're 32 00:02:17.750 --> 00:02:20.770 just creating to create, when we're getting distracted by all kinds of new 33 00:02:20.770 --> 00:02:24.300 ideas, we can never really go as far with what we want to build and the 34 00:02:24.300 --> 00:02:27.950 level of quality that we want to for our audience. Yeah. For you 35 00:02:27.950 --> 00:02:31.400 specifically, when did you notice like man, you ever have a time where it's 36 00:02:31.400 --> 00:02:34.780 like I am so distracted right now because there's a million things we 37 00:02:34.790 --> 00:02:38.190 could do, right? There's always a million things we could do in marketing 38 00:02:38.200 --> 00:02:42.860 give me an experience maybe for you or you felt like, wow, I am distracted 39 00:02:42.860 --> 00:02:48.270 right now. Yeah, I'll tell you as the head of sales and marketing at my 40 00:02:48.270 --> 00:02:53.530 second startup, right? I was a co founder and in my partner, my co 41 00:02:53.530 --> 00:02:58.720 founder was always throwing new ideas into slack and because he was the ceo, 42 00:02:58.720 --> 00:03:02.800 everyone thought that he meant do exactly what I say, because I said it 43 00:03:02.810 --> 00:03:05.990 and all he wanted to do was drop ideas. He wasn't trying to burn anybody out. 44 00:03:05.990 --> 00:03:09.980 But I mean, you couldn't even imagine the number of times somebody dropped 45 00:03:09.980 --> 00:03:13.200 the project to start a project he came up with and that was exactly the 46 00:03:13.200 --> 00:03:17.800 opposite of intention. He just wanted to give us good ideas for future use. 47 00:03:17.810 --> 00:03:22.130 And so we just burned out super fast on all these new ideas and we wasted a 48 00:03:22.130 --> 00:03:26.800 bunch of cycles on them. So for me that was the real moment of okay, how do we 49 00:03:26.800 --> 00:03:29.990 push back against this problem? Not this person because he wasn't the 50 00:03:29.990 --> 00:03:33.830 problem, it was that we didn't have a good mechanism for determining what is 51 00:03:33.830 --> 00:03:39.750 the valuable work we're doing and what open space mentally and time wise do we 52 00:03:39.750 --> 00:03:42.910 have for new ideas because you kind of always have to stay open to new ideas. 53 00:03:42.910 --> 00:03:46.390 And I think that's why it's hardest in marketing is if you're not looking at 54 00:03:46.390 --> 00:03:49.400 the market, if you're not listening actively, you're gonna miss them 55 00:03:49.400 --> 00:03:52.780 opportunity, right? Not the club houses of the world, are you going to miss the 56 00:03:52.780 --> 00:03:56.180 flash in the pan, but like you're gonna miss a major channel or a major market 57 00:03:56.180 --> 00:03:59.960 opportunity, you should be grasping at quickly. So you kinda have to keep your 58 00:03:59.960 --> 00:04:03.230 ear to the ground. But that for me was the moment that I realized, okay, we're 59 00:04:03.230 --> 00:04:06.420 gonna kill ourselves over this problem because this guy is not gonna stop 60 00:04:06.420 --> 00:04:10.810 giving great ideas or you know, a mix of mediocre and great ideas, but we 61 00:04:10.810 --> 00:04:15.210 can't drop everything every time he has a thought and having that. I mean, you 62 00:04:15.210 --> 00:04:19.279 want that person on the team, You want the person that's constantly dripping 63 00:04:19.279 --> 00:04:23.440 ideas and you don't want to limit them completely to be like, okay, we got to 64 00:04:23.440 --> 00:04:27.790 just stop, We don't want this anymore. Right? So finding that balance is 65 00:04:27.790 --> 00:04:33.390 critical and so what have you found to kind of be that better way? What 66 00:04:33.390 --> 00:04:38.430 started to be like, okay, we could try this and maybe you found some some 67 00:04:38.430 --> 00:04:41.850 secret there. Yeah. So there's definitely a couple of secrets that 68 00:04:41.850 --> 00:04:45.000 I've been slowly uncovering like an archaeologist. Like there's, there's 69 00:04:45.000 --> 00:04:48.070 something deeper than what I've understood so far that I'll continue to 70 00:04:48.070 --> 00:04:52.020 develop. But one of the big things for me was determining what was the value 71 00:04:52.020 --> 00:04:56.180 of marketing and each of the companies I've worked at where is the highest 72 00:04:56.190 --> 00:05:00.790 order of value that we can provide to the company. So my last company we had, 73 00:05:00.800 --> 00:05:05.970 we had a very specific hierarchy of needs. And so we would, we would lay 74 00:05:05.970 --> 00:05:09.630 out that hey, the very best thing we can do is help a customer buy more from 75 00:05:09.630 --> 00:05:14.380 us ideally if a new project comes along and we're working on all this great 76 00:05:14.380 --> 00:05:17.700 stuff. If something comes along, we're gonna help a customer by more. That is 77 00:05:17.700 --> 00:05:22.070 inherently more valuable than trying to get strangers to care about something 78 00:05:22.070 --> 00:05:26.400 new. We're saying in a platform where we're barely making a dent. So we had 79 00:05:26.400 --> 00:05:30.880 this hierarchy and it went from helping current customers buy more down to 80 00:05:30.880 --> 00:05:35.200 helping acquire ideal new customers down to helping us acquire, you know, 81 00:05:35.210 --> 00:05:39.880 good new customers down to converting an audience into actual leads and then 82 00:05:39.880 --> 00:05:42.600 all the way down to the bottom, which is trying to get strangers to pay 83 00:05:42.600 --> 00:05:46.290 attention to us and a lot of people think that the value of marketing is 84 00:05:46.290 --> 00:05:50.160 getting strangers to pay attention to us. Some companies, if you have a 85 00:05:50.160 --> 00:05:53.240 specific role of like if your demand gen or if you have a very specific 86 00:05:53.240 --> 00:05:56.550 function absolutely all day and night, that's what you eat, sleep and breathe. 87 00:05:56.560 --> 00:06:00.280 But for us is like a small marketing crew. We really couldn't look at it 88 00:06:00.280 --> 00:06:03.180 that way. So we had to say, okay, if somebody comes along and they want to 89 00:06:03.180 --> 00:06:06.980 buy more, but they are not enabled with the resources and materials or events 90 00:06:06.980 --> 00:06:11.820 that they need to support that action. We're gonna give them probably 20% of 91 00:06:11.820 --> 00:06:15.870 our time. Yeah, right. And we might prioritize if there's an ongoing need 92 00:06:15.870 --> 00:06:19.650 will re prioritize next quarter, but we're gonna keep those quarterly goals. 93 00:06:19.650 --> 00:06:23.240 We're gonna focus on this. We used okay, ours. You would focus on quarterly 94 00:06:23.240 --> 00:06:27.610 goals and would leave open that 20% of flex time really, it's almost like a 95 00:06:27.610 --> 00:06:31.230 hierarchy of needs. I mean, okay. Or it ends up defining like what's most 96 00:06:31.230 --> 00:06:35.160 important to us, right? And then these ideas kind of get filtered through this, 97 00:06:35.640 --> 00:06:40.500 this is what's most important and this is what's most needed. Yeah. What were 98 00:06:40.500 --> 00:06:44.940 some of the results that you started to see as you went from this like and 99 00:06:44.950 --> 00:06:47.650 almost flying by the seat of my pants. Like, here's all these different ideas. 100 00:06:47.650 --> 00:06:51.460 Let's try each one to okay, no, we're going to actually start to prioritize. 101 00:06:52.140 --> 00:06:55.290 I will tell you everyone's happier regardless of the marketing outcomes, 102 00:06:55.290 --> 00:06:57.610 which were really, really, really important. The business outcomes are 103 00:06:57.610 --> 00:07:02.450 critical. Everyone on the team was happier everywhere that we've deployed 104 00:07:02.450 --> 00:07:05.980 that that methodology of like actual prioritization and then having 105 00:07:05.980 --> 00:07:08.910 somewhere to put good ideas, which is the other thing that we didn't touch on 106 00:07:08.920 --> 00:07:11.540 is missing that you need to have somewhere to put good ideas and come 107 00:07:11.540 --> 00:07:15.870 back to. But everyone has been happier and we're able to live the mantra that 108 00:07:15.870 --> 00:07:20.360 I've always believed but hasn't always been the case, which is, there are no 109 00:07:20.360 --> 00:07:25.380 emergencies in marketing. We're not a heart transplant surgeon. We don't do 110 00:07:25.380 --> 00:07:28.660 that stuff. We're just trying to get people to pay attention and to buy 111 00:07:28.660 --> 00:07:33.360 stuff from us and it should be much less of a hair on fire running around 112 00:07:33.360 --> 00:07:37.960 like a crazy person because that's just not the function that we serve in the 113 00:07:37.960 --> 00:07:41.390 world. And that's good. We should know what function we serve and so everybody 114 00:07:41.390 --> 00:07:46.470 is more calm. We're able to accomplish those big goals because we're not also 115 00:07:46.470 --> 00:07:50.100 taking into consideration every other single idea. We have a place to put 116 00:07:50.100 --> 00:07:54.150 them when we set our goals again we revisit them. And if something really 117 00:07:54.150 --> 00:07:57.940 comes up that's massively critical to help move the needle, we know how to 118 00:07:57.940 --> 00:08:00.180 prioritize how we can say great, it's going to move the needle on, getting 119 00:08:00.180 --> 00:08:03.170 more strangers to pay attention to us but that's not going to be something we 120 00:08:03.170 --> 00:08:08.080 do this quarter and just having that muscle of saying not now but thank you 121 00:08:08.090 --> 00:08:14.300 is critical for marketing leadership. Hey everybody Logan with sweet fish 122 00:08:14.300 --> 00:08:18.290 here. If you're a regular listener of GDP growth, you know that I'm one of 123 00:08:18.290 --> 00:08:22.340 the co hosts of the show but you may not know that I also head up the sales 124 00:08:22.340 --> 00:08:26.860 team here at sweet fish. So for those of you in sales or sales ops I wanted 125 00:08:26.860 --> 00:08:30.470 to take a second to share something that's made us insanely more efficient 126 00:08:30.470 --> 00:08:34.870 lately. Our team has been using lead I. Q. For the past few months. And what 127 00:08:34.880 --> 00:08:39.429 used to take us four hours gathering contact data now takes us only one 128 00:08:39.440 --> 00:08:44.620 where 75% more efficient. We're able to move faster with outbound prospecting 129 00:08:44.630 --> 00:08:49.630 and organizing our campaigns is so much easier than before. I'd highly suggest 130 00:08:49.630 --> 00:08:54.160 you guys check out lead I. Q. As well. You can check them out at lead I Q dot 131 00:08:54.160 --> 00:09:03.860 com. That's L E A D I Q dot com. Alright, let's get back to the show. 132 00:09:04.240 --> 00:09:08.210 Okay. So I think people would easily buy into the premise of this episode, 133 00:09:08.210 --> 00:09:12.380 right? Because everyone's bombarded, everyone's got, you know, someone on 134 00:09:12.380 --> 00:09:15.680 their team that's coming up with ideas and you're going, OK, I understand what 135 00:09:15.680 --> 00:09:19.150 you're saying, rex, I understand the why behind what you're saying, but 136 00:09:19.440 --> 00:09:22.680 honestly where I wanted to get more granular and where I really want to 137 00:09:22.680 --> 00:09:26.620 lock us in over the next few minutes is on how, what you just kind of started 138 00:09:26.620 --> 00:09:32.460 to transition us into that space because how we execute this is really 139 00:09:32.840 --> 00:09:37.320 all that matters. So where did you start to keep track of these ideas? 140 00:09:37.320 --> 00:09:41.340 Let's start there. So it happens in a couple of ways. So one we had an 141 00:09:41.340 --> 00:09:45.380 ongoing projects board. Right? So we used monday dot com here. Sweet fish. 142 00:09:45.380 --> 00:09:49.160 We use Asana. Love both products. It's not about the product about the process. 143 00:09:49.540 --> 00:09:54.570 So having a place where you can put them and then some sort of like section 144 00:09:54.570 --> 00:09:58.210 that you can drop them down to for like, hey this is our backlog and then hey, 145 00:09:58.210 --> 00:10:02.070 this is on the table for next quarter and then hey, this is this quarter. 146 00:10:02.080 --> 00:10:05.700 It's kind of moving those things up as you determine their value. And then 147 00:10:05.700 --> 00:10:10.390 literally telling people thank you so much for that idea. I just put it on 148 00:10:10.390 --> 00:10:14.790 our monday or asana project. We'll definitely take a look at this the next 149 00:10:14.790 --> 00:10:18.960 time we review these ideas, I gotta ask you a follow up, how varied were these 150 00:10:18.960 --> 00:10:23.260 ideas? Oh, all over the map, All over the map. But I think there are certain 151 00:10:23.260 --> 00:10:26.830 ideas that are gonna come up really often. So let's say we're going to 152 00:10:26.830 --> 00:10:29.470 launch a new website for sweet fish media dot com. Right? We're going to 153 00:10:29.470 --> 00:10:32.600 say this is, we're starting from scratch. There's gonna be a whole bunch 154 00:10:32.600 --> 00:10:36.460 of new ideas on this website. First of all, we're going to develop that 155 00:10:36.460 --> 00:10:40.100 without a ton of all of the team member input and all the customer input 156 00:10:40.100 --> 00:10:43.500 because we don't wanna have to expose everyone to the project on an ongoing 157 00:10:43.500 --> 00:10:46.910 basis. But once we launch, we want to respect that. There are people who know 158 00:10:46.910 --> 00:10:50.370 more than us about certain aspects of how the website should run. They might 159 00:10:50.370 --> 00:10:53.110 know more about what our customers need. Our customers might have some feedback 160 00:10:53.110 --> 00:10:55.760 about, hey, I don't know where to get this information. So our customer 161 00:10:55.760 --> 00:10:58.700 success team is gonna be gathering great data. So we're going to have 162 00:10:58.700 --> 00:11:02.680 instead of just a general project board, we're gonna have one specific board 163 00:11:02.680 --> 00:11:06.200 that is for the website. So we'll say all right, we're gonna take all of your 164 00:11:06.200 --> 00:11:09.240 ideas about the website and put them on a one specific place where we are 165 00:11:09.240 --> 00:11:12.940 evaluating the success of the website and continue to evaluate new ideas for 166 00:11:12.940 --> 00:11:16.230 how the website functions. That's probably the most popular place to run 167 00:11:16.230 --> 00:11:20.060 into new ideas. It's like, hey, what if we had a page for this? Another one is 168 00:11:20.070 --> 00:11:24.100 sources of materials like, hey, what if we had a pdf that talked about that and 169 00:11:24.100 --> 00:11:28.190 then getting really clear on, Okay, do we really need that? What function does 170 00:11:28.190 --> 00:11:31.400 that serve? How scalable is that? Is that something that everyone needs or 171 00:11:31.400 --> 00:11:34.950 just one person? But putting them all in there, there's all kinds of ideas. 172 00:11:34.950 --> 00:11:37.890 But I do split it out if there's really common stuff that comes up a lot, it 173 00:11:37.890 --> 00:11:44.380 gets its own place to live. What about recurring times to sort of generate 174 00:11:44.380 --> 00:11:48.370 some of these ideas like when were you? Because we might be running through a 175 00:11:48.370 --> 00:11:52.220 process and we have this, you know, I've even slapped you in the last month 176 00:11:52.220 --> 00:11:55.500 of us working together and like I got this idea, I'm gonna slack rex right 177 00:11:55.500 --> 00:12:00.310 now. That's different than like an ideation process where we're going, we 178 00:12:00.310 --> 00:12:04.650 want to think of new things. Right. So when were you kind of having time to 179 00:12:04.650 --> 00:12:08.860 talk about this stuff. Yeah. So we had a couple of mechanisms and my last 180 00:12:08.860 --> 00:12:13.110 company, I actually learned this from someone else from the Head of marketing, 181 00:12:13.110 --> 00:12:17.400 a company called Alice, she talked about these concepts called inspo sesh. 182 00:12:17.410 --> 00:12:21.170 So my marketing team without me there as the leader to kind of distract or 183 00:12:21.170 --> 00:12:25.480 maybe do too much. Like over handed guidance, they would host these 184 00:12:25.480 --> 00:12:28.400 meetings where they would come up with a problem they were trying to solve for 185 00:12:28.400 --> 00:12:31.130 like, hey, how do we get more attendance at our events or how do we 186 00:12:31.130 --> 00:12:35.880 get more people to to accept our offers or how do we get more X? Right. And 187 00:12:35.880 --> 00:12:39.170 they would just go off on these brainstorm sessions for a full hour and 188 00:12:39.170 --> 00:12:43.540 nothing was wrong. It was kind of yes and classic improv approach? And they 189 00:12:43.540 --> 00:12:46.450 would come up with all these fantastic ideas. So we did have a monthly 190 00:12:46.450 --> 00:12:50.070 mechanism for that, that was recurring, right? And it was hosted by a different 191 00:12:50.070 --> 00:12:52.920 person every time she had three team members, each one got to rotate who was 192 00:12:52.920 --> 00:12:58.120 hosting. So no one person dominated the conversation too much. But then we also 193 00:12:58.120 --> 00:13:01.040 have those one off, like any idea is just going to go on the board and then 194 00:13:01.040 --> 00:13:03.780 on our weekly marketing meeting, we would revisit and say, okay, is there 195 00:13:03.780 --> 00:13:07.920 anything critical here? No. And then in quarterly planning, we go back to all 196 00:13:07.920 --> 00:13:11.390 those ideas and say, okay, what's the inspiration here, what are the themes 197 00:13:11.390 --> 00:13:14.170 that we're noticing? What are we missing? And we'd pull up that board 198 00:13:14.170 --> 00:13:15.050 and look at those things. 199 00:13:16.240 --> 00:13:21.190 I love that. Because having those mechanisms in your calendar to revisit 200 00:13:21.190 --> 00:13:26.350 ideas is so important. You can uncover an idea in a second but then not have 201 00:13:26.350 --> 00:13:30.980 the proper kind of like runway right to make an idea actually work. And so 202 00:13:30.980 --> 00:13:35.570 having time to really think was this pros and cons of this idea. And if we 203 00:13:35.570 --> 00:13:39.900 execute well on it, what's the R. O. I. Such an important part to deciding what 204 00:13:39.900 --> 00:13:46.190 to actually do and put your time into? Okay, so tips and tools for how to do 205 00:13:46.190 --> 00:13:49.690 this, right? I mean, you mentioned it's not about the actual like monday dot 206 00:13:49.690 --> 00:13:52.660 com vs. Sonic conversation. But are there some other things that we should 207 00:13:52.660 --> 00:13:55.880 be thinking through that could be helpful. Yeah. Part of the process that 208 00:13:55.880 --> 00:14:00.040 we haven't touched on that I think is really essential is communicating the 209 00:14:00.040 --> 00:14:04.940 value order to everyone else in the company. So a big part of what I do is 210 00:14:04.940 --> 00:14:08.760 I share with the company. Hey, marketing is working on X. And here's 211 00:14:08.760 --> 00:14:13.580 what we think of the value of Y and Z. And A and B. And here's the order that 212 00:14:13.580 --> 00:14:18.330 they fall in. So if you're gonna come up with ideas focus mostly on X. 213 00:14:18.330 --> 00:14:22.020 Because that's the most valuable thing for us, right? So we give them that 214 00:14:22.020 --> 00:14:26.430 order of value so that they know why we said no to something at the very bottom 215 00:14:26.430 --> 00:14:29.390 of the totem pole. Yeah. You know what, That's a great idea. We'll put that on 216 00:14:29.390 --> 00:14:32.110 the list and no, we're not going to action that right now. And they don't 217 00:14:32.110 --> 00:14:35.430 feel bad. It's not like they don't think I'm a valuable member of the team. 218 00:14:35.430 --> 00:14:38.410 It's more like, okay, well that's not a critical priority for them at this 219 00:14:38.410 --> 00:14:41.720 moment. So you've got to educate, you have to reiterate that at least every 220 00:14:41.720 --> 00:14:45.770 quarter. That's just a valuable note to be sharing with the entire company. So 221 00:14:45.770 --> 00:14:49.040 when you have an all hands are like a quarterly review, share it with the 222 00:14:49.040 --> 00:14:52.760 team and then certainly celebrating when someone else's idea comes up and 223 00:14:52.760 --> 00:14:55.910 marketing is a success or even if it's a failure, if we executed against it 224 00:14:55.910 --> 00:14:58.480 and we can share that somebody else brought us that idea, It's really 225 00:14:58.480 --> 00:15:03.660 powerful. But from a, like a tips or maybe the tools that I would use, 226 00:15:04.040 --> 00:15:09.180 certainly some sort of form or submission process that's formalized. 227 00:15:09.180 --> 00:15:12.100 Like, hey, if you have an idea for marketing, drop it in the general slack 228 00:15:12.100 --> 00:15:16.720 or the marketing slack or throw it in this form right here for marketing 229 00:15:16.720 --> 00:15:20.490 ideas and then it all flows into one place and there's someone responsible 230 00:15:20.490 --> 00:15:23.440 for capturing that. That's the other thing. I think teams mrs like, hey, 231 00:15:23.440 --> 00:15:28.300 what was that idea that the CFO put in slack like six months ago, you guys 232 00:15:28.300 --> 00:15:31.810 remember that and it's not anywhere because it lives in this place. That's, 233 00:15:31.820 --> 00:15:34.890 it's like a news feed? It's just constantly spinning. So somebody being 234 00:15:34.890 --> 00:15:38.440 responsible for taking those out, someone has to go all the way back 235 00:15:38.440 --> 00:15:42.190 through slack. Find that one message from six months ago. Yeah. So on an 236 00:15:42.190 --> 00:15:45.130 ongoing basis have somebody who knows, okay, if a new idea pops up in the 237 00:15:45.130 --> 00:15:49.020 marketing channel in slack, I've got to put that over in a sauna. I love the 238 00:15:49.020 --> 00:15:53.130 idea of prioritizing at it like an all hands. Just communicate. Sometimes we 239 00:15:53.130 --> 00:15:56.160 know what's going on in our silo. I would say often we know what's going on 240 00:15:56.160 --> 00:15:59.790 in our silo and we don't know what's going on in others and we don't 241 00:15:59.790 --> 00:16:03.610 communicate what we would like from other people, which often is ideas 242 00:16:03.610 --> 00:16:07.470 right? Because that they have fresh perspective that we can gain from and 243 00:16:07.470 --> 00:16:11.050 no experiment is totally a failure because we're learning from all of this 244 00:16:11.050 --> 00:16:15.830 stuff and so sharing that at a meeting like that is vital and really important. 245 00:16:15.840 --> 00:16:18.930 Anything else you would say as we kind of start to, to wrap this conversation 246 00:16:18.930 --> 00:16:22.080 up rex Yeah, it's definitely a behavioral issue that comes from the 247 00:16:22.080 --> 00:16:28.000 top down. Also say like if you model as a, as a marketing or revenue leader, if 248 00:16:28.000 --> 00:16:31.540 you model bad behavior here, if you're setting everyone else's hair on fire 249 00:16:31.540 --> 00:16:36.370 all the time, you're the problem. So I have to be really good at not setting 250 00:16:36.370 --> 00:16:39.720 someone else's hair on fire and saying, hey Benji had this crazy idea for me to 251 00:16:39.720 --> 00:16:43.510 be growth show, why don't we go do X. Like how quickly do you think you can 252 00:16:43.510 --> 00:16:46.850 pull that off? It's more like, okay, I have an idea, I'm gonna bring it up in 253 00:16:46.850 --> 00:16:50.230 my one on one with him and we'll probably throw that onto our board for 254 00:16:50.230 --> 00:16:54.190 consideration at the revenue team meeting next week and accepting that if 255 00:16:54.190 --> 00:16:57.130 it's, if it's not something that's going to move the needle on that top 256 00:16:57.130 --> 00:17:00.760 priority of value, that's okay, let's talk about it when it's an appropriate 257 00:17:00.760 --> 00:17:03.760 time. So modeling that behavior as a leader is critical and just 258 00:17:03.760 --> 00:17:06.700 reemphasizing, I do love using the phrase, there's no such thing as an 259 00:17:06.700 --> 00:17:10.470 emergency and marketing. Yeah, we just, we don't have emergencies. People 260 00:17:10.470 --> 00:17:14.230 aren't bleeding out on the floor in marketing, it doesn't happen. I love 261 00:17:14.230 --> 00:17:18.310 that too. You've said it several times offline and then in this episode and 262 00:17:18.310 --> 00:17:22.190 people can really take that and run with it. And also if everything is 263 00:17:22.200 --> 00:17:26.890 urgent when it's coming from the top down then nothing is, and we will 264 00:17:26.900 --> 00:17:30.960 easily know right as a company, oh, that's just the way they're wired is to 265 00:17:30.960 --> 00:17:35.700 communicate, everything is urgent. And so once in a while an idea comes along, 266 00:17:35.710 --> 00:17:39.830 we go, man, we want to do this right now, we need to implement and then it 267 00:17:39.830 --> 00:17:44.360 makes that experience more fun. People are more bought in because this doesn't 268 00:17:44.360 --> 00:17:49.090 happen every day. And so having in mind where we have these conversations is 269 00:17:49.090 --> 00:17:52.610 vital. I'm taking a lot away from this conversation with you rex wrote down 270 00:17:52.610 --> 00:17:56.000 several things. Always have a whiteboard, always have my mark already. 271 00:17:56.010 --> 00:18:01.770 And uh, I'm thinking about having an ongoing project board in a section to 272 00:18:01.770 --> 00:18:05.720 drop things into maybe to talk about later. I'm thinking about having an 273 00:18:05.730 --> 00:18:10.380 inspo sesh, right, I love that idea. Just a monthly recurring meeting where 274 00:18:10.380 --> 00:18:14.880 we're throwing out ideas and then we're prioritizing those. And then also it's 275 00:18:14.880 --> 00:18:20.010 just prioritized communication and in all hands, sort of meeting and and in 276 00:18:20.010 --> 00:18:24.330 that space as a marketing team going, hey, here's what we're focused on here 277 00:18:24.330 --> 00:18:27.660 is what we are prioritizing over the next quarter, over the next however 278 00:18:27.660 --> 00:18:32.390 many weeks and we would love your ideas and and having a way to filter those. 279 00:18:32.390 --> 00:18:35.900 Having someone that's responsible for those, That's kind of the key takeaways. 280 00:18:35.900 --> 00:18:41.370 This that's very practical. What we can do this week, this month, things we can 281 00:18:41.370 --> 00:18:45.040 actually apply that will make our marketing better rex. Thanks so much 282 00:18:45.040 --> 00:18:49.540 for taking time to be with us on B2B growth today. How can people connect 283 00:18:49.540 --> 00:18:53.500 with you further? Yeah, I love linkedin. That's a place where I spend the most 284 00:18:53.500 --> 00:18:57.050 time on social say it's actually the only channel I use on social for now. 285 00:18:57.060 --> 00:19:02.190 So linkedin dot com. I'm rex by Burston last name is real tricky. B I B E R S T 286 00:19:02.190 --> 00:19:05.860 O N and otherwise Sweet Fish media dot com. I'm gonna be all up in that 287 00:19:05.860 --> 00:19:10.350 website. Love it. Yeah. And connect with me as well. Benji block on, linked 288 00:19:10.350 --> 00:19:14.170 in. We would love to have conversations with you guys about marketing, business 289 00:19:14.180 --> 00:19:18.190 life. Always ready to connect, Hey, stay in touch with us. You can 290 00:19:18.190 --> 00:19:22.080 subscribe to be to be growth wherever you're listening to this episode and 291 00:19:22.080 --> 00:19:26.270 we'll catch you again soon. Keep you in work that matters. Mhm. 292 00:19:27.740 --> 00:19:32.000 At Sweet Fish, we're on a mission to create the most helpful content on the 293 00:19:32.000 --> 00:19:36.570 internet for every job function and industry on the planet for the B two B 294 00:19:36.570 --> 00:19:40.610 marketing industry. This show is how we're executing on that mission. If you 295 00:19:40.610 --> 00:19:44.080 know a marketing leader that would be an awesome guest for this podcast. 296 00:19:44.090 --> 00:19:47.640 Shoot me a text message. Don't call me because I don't answer unknown numbers 297 00:19:47.650 --> 00:19:54.140 but text me at 4074 and I know 33 to 8. Just shoot me their name may be a link 298 00:19:54.140 --> 00:19:58.080 to their linkedin profile and I'd love to check them out to see if we can get 299 00:19:58.090 --> 00:20:01.270 them on the show. Thanks a lot