Decide Where the Team Should Live
Lesson 27 from: How to Hire, Train and Manage a Rockstar Growth Team for Your BusinessRyan Deiss
Decide Where the Team Should Live
Lesson 27 from: How to Hire, Train and Manage a Rockstar Growth Team for Your BusinessRyan Deiss
Lessons
Class Introduction
18:01 2Class Introduction Why You Need a Growth Team
05:13 3What Is a Growth Team?
07:09 4The Mission of the Growth Team
15:31 5Types of Growth Teams
08:45 68 Critical Skills Every Growth Team Must Have
08:25 7How To Establish Communication and Accountability
08:44 8Growth Acceleration Process
08:00Focus on the Goal
05:29 10Analyze the Opportunity
08:40 11Brainstorm Possible Solutions
18:46 12Prioritize the Team's Ideas
05:25 13Demo: The Growth Idea Sheet
09:34 14Run the Test
16:51 15Report the Results
02:53 16The Tools We Use
06:13 17How To Establishing a Culture of Optimization
17:50 18The Great Testing Tempo Myth
05:47 19How To Run a Growth Team Meeting
19:40 20Who Should Attend a Growth Team Meeting
12:50 21The Importance of Reporting and Documentation
07:51 22How To Pilot a Growth Team in Your Company
06:46 23Auditing Your Existing Capabilities
09:03 24Make Any Essential Hires
16:38 25Get a Quick Win
03:55 26Get an Integrated Win
02:17 27Decide Where the Team Should Live
03:04 28Formalize and Announce
02:57Lesson Info
Decide Where the Team Should Live
Now, step six, it's time to decide, okay? It's time to actually decide where should this team live? At this point you've delivered not one but two wins. You've been able to show that this team is effective. You're beginning to work together as a team. You're leveraging the growth accelerator process. And so it's time to decide, can this exist as a permanent team or does it need to stay a strike team? Now if you're doing this from the top down, then at this point, you have the equity to go ahead and make the decision. Alright? So this is a good time to decide, are we going to create a true integrated growth team? Are we going to actually do a corporate reorganization? It's scary, but at this point, you've done the testing, right? You've shown that it can work. You've done the experimentation. You're being sensitive to everything out there. You can, at this point, execute a corporate reorganization, if it's what you want to do. Or, alternatively, you can keep it separate. You can say I w...
ant this to continue running. I wanna keep this outside. I don't want this amazing, awesome new thing that's just rockin' and rollin' to be tainted by any of the existing stuff. Now, I'll tell ya if you're thinking that right now, then what the heck are you paying all the other people for if you're worried they're gonna taint your new, cool group that's getting stuff done? Right? You need to have this culture permeate there. That's the ideal state. Maybe you leave it within product. I really don't recommend this though. This is what I said before, I really don't recommend leaving your growth team within product. What they're going to wind up doing is just doing side little feature projects. You know what I'm saying? Any time someones like oh we really wanna do it this way. More times than not, the growth team, if they're left under product, they just get into bug fixing. Because every single growth ... You know if this bug weren't here, retention would be higher. This bug over here ... If shipping were faster then people would stick around longer. The growth team becomes a bug fix team. Whether it's software or physical products. I really don't recommend leaving it a product team. They just wind up responding to customer complaints. It can work as a silo, as a section of the marketing team. But like I said before, when I've seen this happen before, growth winds up essentially subsuming marketing. And I don't have a problem with that. I think that's healthy. I think that's a way to kind of naturally progress towards what I think is the in thing. And we already talked, I've said a couple times how I feel about putting this on the sales team and that I don't recommend it. Okay? So where is it going to live? Where is it going to end up?
Class Materials
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Ratings and Reviews
Scott Nelson
Course was amazing! I'm a startup founder & the content was perfect for stage of our company. Ryan is a fantastic presenter & I found both his delivery as well as his ability to answer pointed questions to be extremely helpful. I'd recommend this to any company looking to build a growth team!
Marvin Liao
This was an incredibly helpful class & i found many of the frameworks & suggestions immediately useful. Well worth it.
Ato Kasymov
Amazing class !! Really complex issues are simplified and put together in a systemic and practical way !! Just take into work and reap the benefits !!
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