Building A Badass Marketing Teams - MarTechConf Workshop

Building Badass Marketing Teams with
TALENT OPTIMIZATION
Drew Fortin & Erica Seidel
Complete the PI Behavioral Assessment while waiting for the workshop to begin:
www.trypi.com/martechconf
Welcome and Overview
THE PREDICTIVE INDEX 3 THE CONNECTIVE GOOD

Who’s here (⏰ 10 minutes)
1. Share with your table
2. What is the most heated conversation you’ve had about talent in the past year?
3. What is one thing you do for fun outside of work?

Who we are
Drew Fortin Erica Seidel

SVP Sales & Marketing Founder, Executive Recruiter
The Predictive Index The Connective Good

Why we’re here
• It's hard to build out marketing orgs and hire!
• You can spend $$$$ on marketing programs, but with hiring

it's more a one-shot deal
• Most marketers are not org design experts, and few have
learned how to hire intentionally
• There is no one right answer

What you’ll take away
1. A framework for aligning strategy

to org to hiring to leading
2. Tips and best practices
3. New connections
OBJECTIVE: Identify two new things

that you will you differently by the end
of this workshop.

How to get the most out of today
Consider this a Engage and reflect Mute phones; we will

safe zone have breaks

And, here we go…

What makes a badass marketing
team, in your experience?

When your marketing team was NOT
badass, what was the root cause?

Marketing has Evolved
THEN NOW
Organization
Marketing
Cost center Profit center

Static structure Modular structure
Marketing separate from Digital Digital is lingua franca of Marketing
Teams are split by channel Teams align to the customer experience
Marketing Metrics Business & Growth Metrics
Promotions, Products, Sales Education, Personalization, Relationships
THEN NOW
Talent
Hire for Hard Skills Hire for Soft Skills – Aptitude, Attitude, Agility
"That’s not my job." “Let me try out that job!"

Implications
• Aptitude/Attitude/Aptitude/Agility are key

• Look for talent in unique places
• Marketing hires organizational transformation experts?
• Organize according to customer life cycle, not channel
• Marketing ownership of sales is more common… & desired
• Rise of Chief of Staff to help interlace marketing with other functions
• What else?

Productivity is the holy grail.

ere
u a re h
Yo

Strategy

What is strategy?
strategic goals
initiatives

Start with goals
Goal examples:
• Increased market share
• Customer acquisition/retention A well-defined goal includes a key
performance metric or indicator and
• Geography expansion/modification a deadline. For example...
• New product launch and/or adoption
Increase database size by 200K
• Increased average sales or contract value names by the end of Q1 2020.
• Decreased churn or increased retention
• Revenue or profit targets
• Changed market perception

Then identify what strategic initiatives will help
you get there
Strategic initiative examples...
1. Invest in sales or marketing to grow revenue 11. Drive employee productivity with vision/passion
2. Create or redefine brand/market perception 12. Set up new team or dept to expansion
3. Foster employee engagement/development 13. Develop new pricing or distribution
4. Launch first-of-its-kind product/service 14. Reduce waste and improve efficiency
5. Foster and cultivate creativity or new vision 15. Drive market share with data and analytics
6. Determine how to commercial new ideas 16. Improve long-term forecasting accuracy
7. Drive growth via more sales or customer retention 17. Increase team cohesion to increase team productivity
8. Outmaneuver competitors to be first to field 18. Increase employee engagement to improve productivity/retention
9. Implement structure to handle scale 19. Increase product/service reliability to decrease disruptions
10. Implement new systems or processes 20. Improve employee loyalty and faith in company

Strategy

Take Action See the Building
Badass Marketing
Teams Checklist in
STRATEGY - Know it cold, since it sets the whole foundation workbook for a
❏ Company strategy -- with initiatives and goals -- is articulated. complete badass list!
❏ All goals to support the company strategy are associated with metrics and deadlines.
❏ Strategic initiatives for company over next 12-18 months mapped out.
❏ Strategy initiatives for the marketing team over next 12-18 months mapped out.
❏ >90% confidence in marketing’s strategic alignment with the company’s strategy.
❏ >90% confidence in Marketing Team’s understanding of the company’s strategy.
❏ >90% confidence in Marketing Team’s understanding of the marketing strategy.
❏ All marketing initiatives and goals set across the team are inspired by the overall business and marketing strategy.
❏ A communication plan and/or meeting cadence is in place to periodically review (quarterly or monthly) progress against
initiatives and review results against goals.

re
a re he
You

Design

Design Leadership Culture/
Team Abilities/Team Values
Structure Dynamics

Structure Dynamics

Alignment Matters...

… Especially When Structuring Marketing Roles
Aligned Results Misaligned Results
Expectations • Clarity of mission • CMOs that don’t last
s
• Performance ctation • Disappointed CEOs
Expe
• Impact • Exhausted marketing
Responsibilities teams
Respons
ib ilities • Under performance
relative to expectations
Authority
rity
Autho
Resources Reso
urce
s
Incentives es
tiv
Incen

Major Marketing Functions

Team Structure Exercise
• Flip to Marketing Team Structure

Exercise on page 16 in your workbook
• Gather your Marketing Function Cards
and Design Dollars
• Follow instructions in workbook

Pair and Share
Discuss the following with your partner…
• How well does the human resources/money map to the strategy?

• Was there a difference when you went from priority to HR?
• Was there any difference between how your team is organized and how
your successor would organize? Why?
• If you're outsourcing your biggest thing, is that ok?

Badass Marketing
Teams Checklist in
DESIGN - Align your team structure with your strategy. workbook for a
❏ Your head of marketing is 100% aligned with their boss on expectations, complete badass list!
responsibilities, authority, resources, and incentives.
❏ All major marketing functions are mapped out and prioritized against the strategy.
❏ Marketing team budgets and headcount are aligned with the prioritized marketing
functions.
❏ All marketing leadership is aware of any changes that need to be made in order to
optimize the use of human resources across the teams.
❏ There is a plan in place to periodically review (every 6 months or annually)
prioritization and organization of marketing functions as they relate to changing
trends and how the team is performing against set strategic initiatives and goals.

Meanwhile, back at the ranch….

It’s more complicated in reality
● You can design a great org chart, with pretty
boxes on a page…. but then stuff gets real
○ People leave
○ New people come in
○ Strategies change
○ Personality conflicts arise
○ New marketing channels arise
● Trust matters more than a pretty org chart on

a page

Structure Dynamics

What leadership abilities map back to your
strategy?

Badass Marketing
Teams Checklist in
DESIGN - Identify the leadership abilities and team dynamics needed to workbook for a
succeed. complete badass list!
❏ Specific skills and behaviors required to successfully execute against your strategy
have been defined.
❏ An ideal leadership profile has been established and you know where your gaps are.
❏ A plan is in place to address any leadership gaps through self-awareness training,
career development, and hiring.
❏ Regardless of people-manager or individual status, all team members have adopted
a philosophy of “leaders at every level” and understand what it means to lead on
your team and at your company.

Structure Dynamics

Culture is a fancy word
for minimum expected
behavior.

Values/Culture
Wheel

Company Culture vs Team/Dept Culture
THREADS at PI Triangle of Trust on

PI Sales & Marketing Team
Teamwork
Honesty
Reliability
Energy
Action
Drive
Scope

Culture Exercise

Badass Marketing
Teams Checklist in
DESIGN - Craft a culture that aligns with your strategy and sets proper workbook for a
expectations. complete badass list!
❏ Your company has outlined core values that properly articulate your company’s
needed culture.
❏ You and your team can recite your core values and understand what it means to
deviate from them.
❏ Appropriate sub-culture(s) have been established if necessary based on needs of the
marketing team versus the broader company.
❏ There is a plan in place to regularly and consistently communicate, reinforce,
celebrate, and review cultural norms and values.
❏ Culture and values are integrated into regular personal development and
performance management processes.

Yo
ua
re h
ere

Hire

Be a hiring badass
Align to strategy, learn, Go beyond interviews;

THEN recruit do test drives
Think like a marketer Think beyond cultural

fit to cultural add

Hire – plot a candidate on the map

Hiring Exercise
● Go to page 24 of your workbook
● Take 5 minutes to start designing a role on your team
● Share with the group - which questions are most
important in your case?

See the Building
Take Action Badass Marketing
Teams Checklist in
workbook for a
HIRE - Implement hiring processes and approaches that intentionally complete badass list!
draw in the talent you need to fulfill the strategy and fit on the team.
❏ Hiring needs forms are completed for every role, outlining expected results, authority, resources, and incentives -- in essence, defining ‘what good looks like.
❏ People who will collaborate with the new hire have the opportunity to contribute to the role definition.
❏ Job ads tailored to the ideal candidate’s personality are posted instead of the standard HR job description.
❏ Diverse interviewing teams are assembled for each open role including hiring manager, potential colleagues, and someone dedicated to interviewing on
culture fit.
❏ An interview and evaluation plan is created for each role by the hiring manager and communicated with the respective interview team.
❏ Objective data collected from behavioral, cognitive, values, or skills assessments is used within the evaluation and interview process in a standardized way.
❏ Job candidates’ behaviors or personalities are mapped against their potential peers and team members to predict team dynamics.
❏ The ideal candidate experience is crafted with as much attention and care as the ideal customer experience.
❏ The onboarding period for a new hire is managed closely to ensure that there are conversations -- early and often -- about alignment between expectations
and reality.
❏ Hiring metrics -- such as quality of hire, speed of hire, and candidate experience scores -- are defined and are consistently improved upon.
❏ When a hire does not work out, there is a ‘post-mortem’ to understand, learn, and improve.

here
re
Youa

Inspire

Inspire
It all starts with self awareness.

Management Style
Highest drives – great predictor of management style
Dominance
Authoritative ”tell”
Extraversion
Persuasive ”sell”
Patience
Process “experience”
Formality
Structure “rules”

“Do unto others as you would
have them do unto you”

“Do unto others as you would
have them do unto you”

Employees’ Needs
Highest drives – also great predictor of employee needs
Dominance
Needs impact
Extraversion
Wants feedback
Patience
Give them time
Formality
Explain details

Inspire
And understanding
the needs of your
team members.

Self-awareness Exercise

See the Building
Take Action Badass Marketing
Teams Checklist in
workbook for a
INSPIRE - Empower managers to truly lead their team members and complete badass list!
create engagement.
❏ All managers are equipped with tools to help them better understand the native personalities of their team members and predict team dynamics.
❏ All managers are regularly evaluated and coached on their self awareness and leadership abilities.
❏ All employees receive performance feedback and self-awareness / leadership coaching regularly within the context of their businesses. Goals are set to
monitor progress..
❏ New roles and career paths are regularly considered to give employees a career progression path.
❏ Managers and individual contributors are regularly soliciting feedback and seeking to meet the needs of their teammates.
❏ Everyone on the team trusts each other.
❏ Holding themselves and others accountable is a standard operating procedure across the team.
❏ Each team member is aware of similarities and differences in personality and workstyles across the team.
❏ Team leaders and managers are regularly monitoring and managing team dynamics.
❏ Culture and values are consistently emphasized in all communications and meetings.
❏ Methods are put in place to allow team members to embrace and celebrate examples of the culture and values being used in everyday work.
❏ Employees are being regularly managed to -- and evaluated against -- how well they fulfill the culture of the company and of the marketing team.

You are h
ere

Diagnose
• Periodic performance check-ins
• Personal development meetings
• Quarterly/Annual engagement surveys
• OKR creation, tracking, and grading

Badass Marketing
Teams Checklist in
DIAGNOSE - Measure what matters and implement improvements. workbook for a
complete badass list!
❏ Your team conducts a regular employee engagement survey.
❏ Team resources are regularly mapped against business results and outcomes.
❏ There is a regular process in place for analyzing data and taking corrective actions.

Exercise: Small-group discussions
Design Hiring Inspire

How ready are you?

Takeaways
● Hiring someone is the most leveraged decision any
manager can make.
● Being strategic about talent is being deliberate about
talent.
● Culture and Core Values are the minimum behavioral
expectation requirements on your team or at your
company - you can manage to them like you do
performance measurement and you should.
● To get 10x talent, it's not about post and pray, not
about procurement. It's more about putting on your
marketing and sales hat.

Reflections Exercise
● Go to page 32 of your workbook

● What are the two things you are going to take
away from today?

Check out
talentoptimization.org –
free learning, get certified

Feedback

Thank you
Drew Fortin Erica Seidel

SVP Sales & Marketing Founder, Executive Recruiter
The Predictive Index The Connective Good
dfortin@predictiveindex.com erica@theconnectivegood.com

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Building Badass Marketing Teams with

THE PREDICTIVE INDEX 3 THE CONNECTIVE GOOD

THE PREDICTIVE INDEX 4 THE CONNECTIVE GOOD

Drew Fortin Erica Seidel

THE PREDICTIVE INDEX 5 THE CONNECTIVE GOOD

• It's hard to build out marketing orgs and hire!

• You can spend $$$$ on marketing programs, but with hiring

• There is no one right answer

THE PREDICTIVE INDEX 6 THE CONNECTIVE GOOD

1. A framework for aligning strategy

2. Tips and best practices

OBJECTIVE: Identify two new things

THE PREDICTIVE INDEX 7 THE CONNECTIVE GOOD

Consider this a Engage and reflect Mute phones; we will

THE PREDICTIVE INDEX 9 THE CONNECTIVE GOOD

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Cost center Profit center

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• Aptitude/Attitude/Aptitude/Agility are key

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• Flip to Marketing Team Structure

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• How well does the human resources/money map to the strategy?

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● Trust matters more than a pretty org chart on

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THREADS at PI Triangle of Trust on

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Align to strategy, learn, Go beyond interviews;

Think like a marketer Think beyond cultural