Get a Quick Win
Step four, so we've got our team. Alright, that was a whole lot of, whole lot of build up to say, how do we get a team? Now if you already had a team and you're kinda just assembling it, you know, together, then you don't necessarily need a lot of things that we just discussed, unless you had some pretty significant gaps to fill. Now what we need to do, alright we've got our strike team in place, right, we're ready to shock the world. So, what I don't want you to do is this. No, (vocal trumpet fanfare) right, no like, "Here's what we're doing everybody!". Shut up about it. They don't wanna hear about the books you read, or about the class you took, or about how we're gonna go out there and completely, like, disrupt the marketing, sales and marketing department. Don't do that, okay? Bring people together, make sure everybody knows about it but don't make any public pronouncements. Also, don't do this. Don't run any black ops testing. (audience laughter) Don't, of your own volition, be l...
ike, "Oh I think this is really, really, really good so I'm gonna kinda go in and I'm gonna do all these tests in the background, and once they win, they're gonna be so impressed that they're gonna give me this like, massive promotion." I've heard of people doing this, after hearing me talk about this, and they got fired. Don't you put that on me, Ricky Bobby. Okay, I'm not telling you to do this, okay? I'm not telling you to do this. This is, it needs to be known, but not announced, okay? Known but not announced. So, let's talk about how you engineer a quick win, alright because that really is the goal for this stage. We wanna get that quick win. Number one, small team. Growth team initially should be two to five people, alright? Two to five people. It could be, by the way, the founder, that head of growth right, that just came in, and maybe a data person, right? It could be the, you know, growth team, but we're talking about a handful of people, on this first one. Ultra narrow focus. Again, the grow team at Facebook started out as a mobile team. They had a singular mandate. They had a singular mandate. So give it an incredibly narrow focus. What's the one, little thing that you're gonna do, alright? I'm not saying one little thing, I should say what's the one thing you're gonna do? Make sure there are no dependencies. Whatever you pick from a project perspective, make sure that it can be done by those two to five people, okay? No dependencies. You don't wanna be in the position where you're going into outside groups, asking them to help you out with this thing, okay? They either understand what's going on and they're bought into the vision, meaning they are a part of this team, or you don't ask them to do anything. The second you go outside of this group, you gotta problem. Now, if early on, going into this, if you can get the approval, maybe get somebody on the product team to be involved, because you say "We want to test, we want to try this new thing out. We want to try putting together this little growth team. You know, I'd like to do it, I'm gonna get Fred over there and you know, Susan from products said that she'll help out as well, is that cool?" Yep, that's cool. Okay, right, so I'm not saying that this can't be a cross-departmental team, it should be. But, it needs to be self contained within that team, and them make sure it's a meaningful result. And this is a biggie, you have all the time in the world, because at this stage nobody's watching. If you make a big announcement, its put up, or shut up, okay? In this case, you can take your time, you're not on the clock, you're trying something out. You're doing all your other work at the same time, things are getting done. So, small team, narrow focus, no dependencies, meaningful result, a result that when you announce it, when you get that win, people will go, "Huh, nicely done guys", okay? Otherwise, what was the point, right? We wanna make sure that from an impact perspective, right, that's what we mean, it should be a high impact. Make sure there's some solid, solid impact.
It's a fact of life in the world of business: Sales and marketing teams just don't get along. But in order for a company to be successful, it's imperative to find a way for all parties to work together toward a single, overarching goal.
According to Ryan Deiss, founder and CEO of DigitalMarketer, the answer to this eternal conundrum is to develop a "growth team”—a cohesive unit that brings people together to minimize conflict and maximize revenue.
This course will take you through the step-by-step process of building a growth team, including how to establish an organizational structure, identify metrics and KPIs, and create meeting agendas. For companies wanting to take their business to the next level, this course is a must.
In this class, you'll learn how to:
- Identify the four roles and eight critical skills that define the modern growth team.
- Audit your existing team and fill in the gaps.
- Structure your team to maximize communication and accountability.
- Prioritize growth ideas and align your team to the same strategic goal.
- Develop the structure of growth meetings and decide on their frequency and who should be in attendance.
- Launch a growth team in both new and legacy businesses.
- Eliminate the conflict that's inherent between sales and marketing teams.
- Improve internal communication.
- Identify the metrics and KPIs that actually matter.