Transcript
WEBVTT
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This is Bob Growth. My name
is Benjie Block. Excited today because we're
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joined by Brad Zomic. He's the
VP of marketing. Will get into his
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exact title the new company, all
that here in a second. But Brad,
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welcome to the show. Thank you
for having me, Benjie, great
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to be here. You ended up
on my radar because you announced the new
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position that you were transitioning into.
We know right now there's a lot of
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movement happening, people landing new jobs, new marketing positions, and so we
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thought it'd be fun to discuss that
here on BTB growth kind of this this
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idea. You got a new marketing
role. All right, awesome, like
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now what? And so let's talk
about that, Brad, in the transitions,
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and specifically the one you're in now. When did you get hired?
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How long ago was that? Where
are you in that process? Sure,
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so I joined the company at the
first week of December. It's just in
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the time of year to join a
company. I think there's an is.
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Actually, I think it's a great
time, honestly. But yes, I'm
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basically one month in, maybe maybe
five weeks. Relatively new, but all
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very exciting. The new car smell
is still there. You know, we're
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so bunny wood. Yes, yeah, so, and I'm not not much
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longer at sweet fish either. So
I joined like November one. So we're
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both in this space of thinking through. How do you do this transition?
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Well, and I thought there's a
lot to think through. Let's talk about
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those first thirty days. What did
you go in sort of wanting to prioritize?
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How do you think about that now
that you've taken several different VP roles?
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Sure, what are some things that
you're like, I got to strategically
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do this in those first thirty days? Yeah, yeah, so I haven't
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done it a couple of times,
more than a couple of times, you
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know, like I have like a
pretty refine approach to join a company and
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I would say like, I guess
we could talk about in the context of
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the first thirty days, but often
it's like it's really the first quarter or
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two and I think, and especially
we say, or to an enterprise where
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you're basically, you know, figuring
out which way is up or down and
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trying to change a strategy and turn
the ship, so to speak. There
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are few things that I tried to
do and I would say above all,
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I resist the are to get pulled
into the inertia of like doing stuff and
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and and, like, you know, putting out fires. Really, like
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this time is about making friends.
It's observing, listening, consuming and learning,
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right, you know. So that's
what I orient the first month,
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right. I'm not, like,
you know, looking to kind of rock
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the boat immediately. I just want
to kind of figure out what's going on,
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right, and so I think,
you know, I'll start with one
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area, which is making friends.
And actually, I would say making friends
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forging alliance, right, and that's
like getting face time with all the people
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that matter right in the organization.
So it's my manager, you know,
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the the CEO of the company,
my peers in sales and customer success and
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product even engineering, and then also
my direct reports. So as I,
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you know, go to meet these
people, I like really want to get
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to know them first, and I
think especially in the first meeting or two
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or even more, I think of
this remote world, like I kind of
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over index for the small talk and
really try to understand what's going on in
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life beyond their job. And I
think especially in this like covid era,
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people are isolated and, you know, we all have kind of crave like
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the interaction. So yeah, I
definitely had meetings where like literal half an
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hour and maybe we're supposed to talk
about work, but we just kind of
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jammed about life and interesting stuff and
what were their backgrounds and what's going on
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at home with our family and kids. It's so necessary because we don't have
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like a cooler talk. There's no
way to just go out to lunch with
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somebody. So the way that we
think about it now, being fully remote,
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is really so different, because you
do want actual relationships. Like,
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I know no one on our team
lives in the same state and you have
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like people across oceans. Yeah,
so I think I left out of part
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of commune is based in the Louven
Belgium. So I have a team of
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five people reporting to me and and
actually only one of them is here in
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New York. And and and I'll
I would say, you know, out
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of the like, I guess,
forty or so people in the company,
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you know, the twenty percent are
here in New York and so there is
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like, you know, like a
time zone thing and we it's important to
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kind of, I guess, extend, you know, and and you know,
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make that effort to get to know
people wherever they are. Yeah,
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I totally see that. I think
prioritizing those friendships and doing I love the
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way you said like forging alliances super
important and vital. The other side of
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it is consuming like as much as
you can to best understand the company,
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the culture, learning as much as
you can. So what are things that
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you're doing, maybe time blocks that
you're setting aside to really understand the the
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company and the goals that are are
at hand? So I like to align
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on the expectations and marketing. I
want to understand like their key processes and
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like the handoff points with their organization
and marketing, you know, like what
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are they expect from me? And
also try to figure out like what's on
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fire versus what's Nice to have right, and the kind of look at kind
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of that interaction moving forward, how
we can kind of reset it, you
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know, and make it mutually beneficial, you know, and like some of
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these meanings are recurring and like.
So we figure out kind of what do
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we want to talk about with the
week and one of the the shared,
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you know, metrics that matter to
us and how can we kind of,
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I guess, develop, you know, that in both of our strategies.
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You know, the the mutually reciprocal
part. You know that benefits each other
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and it kind of construct our relationship
and and are weekly sinks around that and
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just our road map and what we're
trying to do to help each other out.
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I think actually probably for the world
of marketing them more often that this
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this the most important relationship, is
the relationship with sales, but obviously totally
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product and so customer success out of
that all matters too. So that's,
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I would say, that one big
bucket when I'm trying to do and create
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those alliances to really get that alignment
lock step and get on the same page.
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Follow up question for you there.
When you identify an area that seemingly
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on fire in those first thirty days, is it instant because you're trying to
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do the best you can to learn
right? So as a leaders, a
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lot of times what we'll do is
we'll go into like solution mode, will
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try to solve immediately. How,
once you've identified that, are you thinking
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strategically and not taking immediate action?
What do you do once you've identified there's
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a fire or something that needs changing? Yeah, it's a great question.
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Ultimately, I think if there are
things that are like tied to her,
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the publishing calendar, you know,
like you know, sometimes you have to
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make the difficult decision of saying,
all right, we're just going to push
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us out a month and, you
know, we'll take the time to kind
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of really, you know, think
through the process. But I do,
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you know, I like basically try
to you know, focus on strategy first.
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So as I'm like taking all this
in, you know, I'm documentary
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of observations and you know, the
next dirty days kind of, you know,
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then we start talking about change and
I'll get there in a second.
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So I think, yeah, basically
noting all these things that are happening,
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you know, and and you know, trying to incorporate them into the strategy.
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But after I'm like done, kind
of like and I would say like
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all this stuff. It's probably happening
in tandem. But you know, once
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you put that, like alliances bucket
aside, the next is with my direct
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reports and you know, similarly,
I want to get to know them,
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you know, beyond work, but
I also want to know their backgrounds,
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their strengths and their passions so we
can orient their work towards that I mentioned
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coming in at the end of the
year as a good thing because people are
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in that reflect on load. So
it's easy to have the conversation around what's
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working what's not in the last year. What are the things that you want
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to stop doing, what are the
things you want to maintain? What are
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the things we want to start doing
so they're that's a common exercise like that.
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Stop, maintain, start, kind
of joining organization and it basically posting
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all these people, people on my
team. You know, how do we
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do more impactful marketing and more efficiently
in the next year? And I think
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those are been some really fruitful conversations
that we've had over the last thirty days.
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Everybody has winds and fails and kind
of, I guess, reflections upon
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like, you know, experiences where
the things went really well, but on
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the flip side where things didn't go
well and potentially we're a time suck of
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you know, their energy and focus
and it's some cases, you know,
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a waste of money. Right.
I think when I think of like what's
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on fire, you're mentioning, noting
it right, like we're going to we're
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going to write it down or we're
just going to we're going to make sure
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that we take a mental note of
this is an area that we could work
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on. Find the context, because
I think that's a big part to write.
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You can easily come in and want
to like save the day and prove
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you're worth early on in a roll. But instead to go okay, what's
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the context like? How how are
we house our thinking landed here as a
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company? What are some just easy
ways we can adjustice and don't feel like
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you have to do it immediately because
they've been doing it a certain way for
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a lot longer than you've been on
the team. So just to note it,
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find the context and then, like
you said it, take advantage of
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the new car smell, right,
like you're seeing things that they aren't seeing
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because you haven't been in the weeds
every day, and so to have that
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sort of new eyes, the fresh
perspective that comes with the new role is
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is absolutely vital to to take advantage
of that. So, okay, let's
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move to this and kind of push
this conversation forward. You're now in the
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season where it's it's not the first
thirty days anymore, right, so there's
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there's some things that have happened where
you're going, okay, now I can
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start to maybe implement what I'd like. Or what else would you say you
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focus on in that maybe the next
three thousand and sixty days? Right,
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your your past first month, which
in you know, from there, you
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know, there is some switching out
of observation mode. I think after the
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first thirty days, like I basically
we're able to see kind of everything,
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you know, like I guess,
all the areas that were maybe suboptimal and
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things that we need to kind of
incorporate into, you know, the new
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strategy. So basically, when all
of that, as I'm doing that,
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you know, you mentioned noting,
right, and like you know during the
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first month where it's like almost like
you're meditating, when I kind of thoughts
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pop into your head, you put
them to the side and write it down.
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But now I've yeah that period and
I can actually look at these notes.
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And so every call I had,
you know, with you know,
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either direct report or, you know, appear, you know, I was
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taking notes and I'm looking at those
notes and I'm distilling them into like some
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high level observations where essentially every thing
that I heard and observed or the key
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themes right, and I have probably
two slides worth of these like audible observations
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and visual and you know, from
there I go into kind of, I
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guess, the strategy, right,
and the strategy is essentially some like key
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objectives that, you know, we're
looking to drive home the next year.
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And I think, for instance,
you know, one example is around kind
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of building and winning the category,
and you know, so the strategy is
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like, you know, let's say, to win the category and like there's
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a bunch of objectives that we want
to achieve under that. You know,
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for instance, you know some sort, I guess, a lot of these
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going to the the bucket of product
marketing reboot. Always, I always end
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up starting there because like a unit
of efficiency and product marketing is probably five
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hundred and ten, a hundred x, you know, like downstream when you
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get like into totally pains and demand
generation. So you know, we're doing
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a lot of work there around positioning
and messaging and brand but essentially, you
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know, documenting that strategy across the
different competencies of marketing. So you know,
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there's also like you know, the
content strategy, the Demandin strategy,
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the operation strategy. I would say
two areas. I would say I started,
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or probably product marketing operations, because
those the things that kind of okay,
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you know, have big impact downstream. And then it's a waterfall.
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But so when I first thought,
I'll document the strategy, you know,
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I'll put it together in, like
I said, document, you know,
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that's a strategy for the year and
that's some key things that we want to
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do and I'll share it with the
you know, the immediate team. So
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I share it up, you know, and around right, you know,
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to my peers, to my direct
reports, and get feedback. So every
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time I share to somebody, you
get a little bit of Nice Act,
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like we should find tune this,
what about this and that? And then
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when that strategy is complete, we
then waterfall it down to direct reports,
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you know, with their annual planning, and we set there kind of like
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North Star for the year, as
well as quarterly, okay ours, you
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know. With that comes, you
know, any sort of like major projects,
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Kpis. And then I think the
last step is like, once we've
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kind of buttoned up the plan across
the team, we go out and share
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that with the entire organization through,
I should most companies have some sort of
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annual kickoff where they have a big, you know, all hands where they're
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sharing a lot of that and I'll
often kind of direct people back to you
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know, are you know are Wiki
or some document where they can really go
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down the rabbit hole or if they
want to, and certain aspects of the
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strategy. But that all hands,
all off and elicits a lot of questions
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and for people in different organizations.
And I would say from that releasing of
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the strategy and the plan that's when
we to transition into the doing. So
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I would say I'm now in that
yeah, which just starting to embark on
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like the first bits and pieces of
the doing. Right. So I think,
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yeah, they may. Yeah,
basically we have a product marketing exercise
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kicking off next week and, you
know, sommarly we're going to execute on
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some operations improvements, you know,
this month. But these are things that
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are going to take for the first
way of a change is probably take,
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you know, a whole quarter.
Two, two, waterfall down into you
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know, other people's activities. Right. Hey, everyone, emily brady with
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sweet fish here. If you've been
listening to be to be growth for a
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while, you know we are big
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to manually log it ourselves. It
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are incredibly useful to determining things like
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word for a twenty five percent discount. All right, let's get back to
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the show. A huge part of
be to be gross is we don't want
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to just give people answers. Here's
five things you should do when you get
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a new job. We want to
teach mindset. Want to give away questions
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that people can ponder or be asking
in their organization. What are some questions
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that you just get a new marketing
roll? What are some questions that you're
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asking some of the mindset as you
would jump in and that you would advise
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others to maybe take on? Yeah, so I think first and foremost we
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got to think about your manager and
what kind of what they care about.
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You know, what are their goals? How do Your Goals Roll into theirs?
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And like it? Basically, you
know, come into a mutual alignment
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around what you're your north star is
like. What are the what are the
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big buckets you to be working on? And one of those Kpis. And
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you know often, I guess,
if you're in performance marketing, is a
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lot of it is around, you
know, or just in general, like
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I guess, the North Star from
marketing leave the pipeline revenue. But you
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know that nuances, this changes a
little bit as you go to the different
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members of the team. You know, market is probably one functions where there's
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like quite a bit of variety in
what people are doing across the team and
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and so so it. You know, I care about like pipeline and revenue,
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but, like other people, probably
are focusing on more different metrics like
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traffic or, you know, the
leads, etc. You know, I
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guess if you're a kind of in
more of a brand role, you know,
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it's more about like creative output,
you know, quality of content and
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meeting deadlines and whatnot, and frequency. Yeah, yeah, so I would
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say that's the first thing, is
having that, that conversation with your manager
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and figuring out, like you know, which direction, which should is your
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true north and and orienting to that. The second big question I would probably
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be asking, you know, myself
and those around me are who are the
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important people in my ecosystem? So
I think who are the strategic partners that
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you want to be mindful of?
And those are your you know, potentially,
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I guess. You know, if
you're a kind of if you're like
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leading the team, it could be
like your peers and direct reports. If
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you're, you know, I guess
within the team it's like your partners in
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crime, you know, and I
think they're there's kind of like totally the
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people you're going to be doing the
work with the handoff points. I think
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also there's all this concept of tate
keepers, right, or do you have
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to be mindful of like you know
needs to be, you know, and
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I guess there's like the racy model, like when you're doing all these object
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you know, okay, I'm responsible, but who do is accountable, who
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I need to consult and who is
informed, you know, and knowing all
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those parties and and you know what
drives them, you know, and how
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to work with them, know how
to have a good relationship and how to
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just in general, how to know
those people and making sure you know,
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you're well acquainted and know the nuance
and it's about work with us. So
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you're headed for smooth operation when you
think about that. From your VP marketing
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role, a lot of that,
and this goes back to something you said
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earlier, is the sales team,
right, like how do we best align
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there and forge that partnership, which
can look different organization to organization, with
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how they think of that? Alignment's
always invital, you know. But how
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are you? How are you doing
that intentionally in this season with the sales
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team? Yes, so I am. Well, there's unfortunate in that light.
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Number One. I have a great
product marking manager and she has really
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great connected tissue. But I myself
and like, you know, aligning with,
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you know, the head of sales
and you know, we're getting aligned
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on kind of the pipeline numbers for
next year, like what are the things
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we need to do to get there? One of the like lever. What
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are the conversion points and levers with
the sales process where like the the most
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important life handovers, you know,
in that process. And I also as
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well, like I'm meeting with a
lot of the sales people themselves, like
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I want to kind of, you
know, I understand, you know,
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how the sales process is going for
them and you know how it is sell
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a product and like what they need
to kind of, you know, enable
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them and sell better, whether that
be talk tracks from collateral or just again,
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I'm also interested in the perceptions that
people have with the company and getting
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on the ground, feed up,
feedback. So yeah, I'm actually being
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that I'm in the first I was. I have that like first, you
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know, ninety days where I can
probably go to anybody in the company and
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just talk to them about anything,
you know, because I knew here taking
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the advantage of that, but I
do, you know. Yeah, so
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I'll meet with a head of sales, you know, weekly and we're we're
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actually still kind of like talking about
what are weekly saying looks like, you
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know, being that I'm so fresh. But Yep, Yep, maybe there's
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a part two to this episode and
what in look like, you know,
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like three to six months out?
Yeah, but I that would be interesting
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conversation. Yeah, yeah, and
then so the third thing, I guess
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like that, like, you know, I'm joining a new company and,
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you know, if somebody comes to
me, you know, you know,
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asking what I should be looking to, I think like having a good inventory
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of like what you have to work
with. So I think, you know
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that goes is that's your budget,
that's your head count, that's the skill
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set of your head count, right, and it's also your text stack.
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So like really understanding the resources that
you have to work with, you know,
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over the next year and to that
at your disposal to deploy and,
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you know, achieve your execute on
a strategy and and you achieve your goals.
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I would say that's the third big
bucket of questions. You know,
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that I would be asking to make
sure, and I would say some of
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this. You know your you ask
a front in the sales process, but
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you know, more often than not
you know. But I would say this
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in this environment, people are going
through so many sales processes, or I
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would say recruitment processes, that like
some of the stuff means to be like
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validated and and kind of like,
you know, you go into a level
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of detail that you probably maybe didn't
scratch. You only scratch the surface in
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the interview process, but once you
in the weeds, you know you have
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a team you could really understand.
You know what the makeup of the team
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is and, you know, get
really into the tech sac and understand what
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you work with. I would say
for me it was like this. These
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questions you're you're asking them, you
know, not just once, but for
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weeks really. You know, I
think about the last thirty days with commule.
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has been like layers of an onion
peeling back one by one. And
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00:22:40.289 --> 00:22:45.440
sure, I you you learn more
and some weeks you learn more of what
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00:22:45.559 --> 00:22:51.759
you don't know. There's more things
you don't know. Yeah, but I
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would say it to you. Shrip
back all the layers of the onion and
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get to the center, you know, and I think then you know you're
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at the point where really dial in
on strategy and planning. When people are
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00:23:03.150 --> 00:23:07.789
on boarding, you got to be
thinking like how easy is it for people
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00:23:07.869 --> 00:23:11.190
to understand our vision, our history, our text st ac like some of
336
00:23:11.269 --> 00:23:15.779
those those things. The more you
can simplify that, the more it's all
337
00:23:15.859 --> 00:23:18.980
unified one place where people can access
it. That type of stuff is really
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00:23:19.059 --> 00:23:25.220
worth thinking about and asking newcomers how
easy was it for you to understand full
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00:23:25.380 --> 00:23:27.809
context of our business and organization?
And so that's something I've thought a lot
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about over the last two two and
a half months here as I've come on
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to the sweet fish team. Is
like, what are the things that I
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wish I would have had? And
then who can I, you know,
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how can I change our systems,
help our systems improve so that the next
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people that get on boarded don't feel
that same friction and that same tension?
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And so if you're leading a team
like have that be part of your you
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know, your your ninety day review
or something. What our wish things,
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you wish would have been different,
better simplified? I think that's a big
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00:24:00.789 --> 00:24:03.509
one. Well, this has been
a really fun conversation, Brad. We're
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going to start to wrap up here. I learned a lot in this,
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so I'm going to readback some of
this to you, taking notes on my
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wife Board as we go. One
one sales call a day. That's something
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00:24:12.819 --> 00:24:17.180
that I'm literally going to take from
you because I like that as a task.
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00:24:17.259 --> 00:24:19.339
It's really simple. do it even
for a couple weeks. If you're
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any position in the organization, you
have access to those calls. It's super
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00:24:23.970 --> 00:24:27.289
valuable. You learn a ton about
the company, the way that the product
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00:24:27.410 --> 00:24:32.769
is position. So one sales call
a day very doable. Okay, note
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and find context. So we're going
to write down different things we see in
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00:24:36.930 --> 00:24:40.079
the organization. As we're new to
a company, we're going to understand the
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00:24:40.160 --> 00:24:42.160
context of why things are the way
they are right now and we're going to
360
00:24:42.200 --> 00:24:45.839
take advantage of that new car smell, the new the fresh eyes that we
361
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have. We're going to prioritize facetime. That's a big one. What meetings
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00:24:51.799 --> 00:24:55.190
need to be on your calendar that
aren't automatically on your calendar? The people
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00:24:55.230 --> 00:25:00.230
that you want to just know better
early on to forge those those key alliances.
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We're going to identify key objectives.
That's more in the three thousand two
365
00:25:03.630 --> 00:25:07.339
sixty day range, right, but
we're going to think through what are some
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of those key objectives that are are
vital to the business moving forward. And
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00:25:11.420 --> 00:25:15.259
then here's two mindset things that I
wrote down as we were talking. Think
368
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like your manager and I think if
we can put ourselves in their shoes,
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00:25:19.819 --> 00:25:26.130
we're at intentionally asking them questions.
That's going to help us to think like
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00:25:26.289 --> 00:25:29.609
our manager. And the second one
is to look actively for ways to unify
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00:25:29.690 --> 00:25:36.039
and partner. How are you going
out of your way to proactively unify different
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00:25:36.440 --> 00:25:40.680
parts of maybe cross departments, right, different different team members? Like,
373
00:25:40.759 --> 00:25:47.039
what are ways that I can actually
really actively work towards unifying people? So
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that's kind of my main takeaways.
Anything you want to add, Brad,
375
00:25:49.630 --> 00:25:52.109
as we as we wrap up your
I think the one thing is right.
376
00:25:52.349 --> 00:25:56.269
So maybe for other people who come
into head of marketing like this is specifically
377
00:25:56.269 --> 00:26:00.029
as like, you know, leaving
the marketing function, it's a really dial
378
00:26:00.150 --> 00:26:06.380
in on how marketing is viewed and
and being you were probably being hired,
379
00:26:06.740 --> 00:26:11.299
you know, for a reason and
probably to bring some change and like as
380
00:26:11.339 --> 00:26:15.500
a new member of the team and
you're planning to bring new ideas through that.
381
00:26:15.779 --> 00:26:18.809
I believe. You know, is
something to think about, you know,
382
00:26:18.849 --> 00:26:21.890
when you go to to do your
dog and pony show and the strategy.
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00:26:22.210 --> 00:26:26.009
So like all that strategy distillation work
that I was talking about, often
384
00:26:26.049 --> 00:26:30.289
ends up being this big presentation and
you know, you want to think about
385
00:26:30.369 --> 00:26:33.359
how you convey those, like any
sort of big and new ideas that are
386
00:26:33.640 --> 00:26:37.960
potentially, you know, different.
You know, you think a little bit
387
00:26:37.000 --> 00:26:41.680
deeply at how you bring those ideas
to life and and solicit by in.
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00:26:41.319 --> 00:26:47.309
So that's one, I say,
unique thing aspect kind of being like the
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the leader of the marketing function in
an organization where you think there needs to
390
00:26:49.710 --> 00:26:55.269
be some significant change on how things
are done. You know, yeah,
391
00:26:56.029 --> 00:26:59.750
we're change makers right at the end
of the day, and so you getting
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00:26:59.829 --> 00:27:03.619
people excited about that change, understanding
to change the why and and, you
393
00:27:03.700 --> 00:27:07.579
know, having some excite around that
change. I think it's very important,
394
00:27:07.299 --> 00:27:12.019
totally Brad, for those that want
to connect with you further stay updated on
395
00:27:12.099 --> 00:27:15.619
what you're doing. What's the best
way for people to connect? I think
396
00:27:15.660 --> 00:27:18.130
people can reach out to be on
Linkedin. That's a probably my favorite social
397
00:27:18.210 --> 00:27:23.450
channel. Awesome. Well, thank
you so much for taking time here on
398
00:27:23.569 --> 00:27:27.210
be tob growth with us. We
learned a lot and for those that are
399
00:27:27.250 --> 00:27:30.720
listening, if you aren't yet subscribed
to be to be growth, you can
400
00:27:30.759 --> 00:27:34.519
do that on whatever platform you're listening
to this on right now. You can
401
00:27:34.559 --> 00:27:38.480
connect with me on Linkedin. Just
Search Benjie Block. Love to connect and
402
00:27:38.599 --> 00:27:44.509
talk business marketing life over there,
and we'll be back very soon with another
403
00:27:44.589 --> 00:27:49.069
episode of B Tob Growth. For
the longest time I was asking people to
404
00:27:49.190 --> 00:27:53.470
leave a review of BB growth in
apple podcasts, but I realize that was
405
00:27:53.589 --> 00:27:59.500
kind of stupid because leaving a review
is way harder than just leaving a simple
406
00:27:59.579 --> 00:28:03.099
rating. So I'm changing my tune
a bit. Instead of asking you to
407
00:28:03.180 --> 00:28:06.019
leave a review, I'm just going
to ask you to go to bb growth
408
00:28:06.059 --> 00:28:10.900
and apple podcasts, scroll down until
you see the ratings and review section and
409
00:28:11.099 --> 00:28:14.650
just tap the number of stars you
want to give us. No review necessary,
410
00:28:14.890 --> 00:28:18.930
super easy and I promise it will
help us out a ton. If
411
00:28:18.930 --> 00:28:22.049
you want to copy on my book
content base networking, just shoot me a
412
00:28:22.170 --> 00:28:25.450
text after you leave the rating and
I'll send one your way. Text me
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00:28:25.529 --> 00:28:29.319
at four hund seven for and I
know three hundred and three two eight