B2B Growth: Your Daily B2B Marketing Podcast
B2B Growth: Your Daily B2B Marketing Podcast

Episode 1715 · 2 months ago

8 Steps For Building and Leading a High Performance Team, with Jen Anderson

ABOUT THIS EPISODE

In this episode, we talk to Jen Anderson, previously the Director of B2B Marketing at RentPath and currently VP of GTM Strategy Consulting at Shift Paradigm.

Conversations from the front lines and marketing. This is be tob growth, coming to you from just outside Austin, Texas. I'm your host, Benjie Block, and joining me today rex our vp of revenue at sweet fish, and emily, our creative content lead. Now, in a few minutes you're going to hear a featured conversation to throwback episode eight steps for Building and leading a high performance team with Jen Anderson. We're excited to share that today, but before we get there, I wanted to bring something that I've been paying attention to and it's a linkedin post today, something from marketing that I think we should be talking about now. I shared on Linkedin how oftentimes we can, you can see a gated piece of content and basically just to ignore it. But we all want to like hat. We all have that desire, I think, to create that piece of content that like gets the emails, or maybe you have a quota or something that you're trying to meet, and so we get tempted in that direction. I posted that and then Chris Piper from over at scribe commented and said he had just written something about that today. Actually a case study that helps prove my point. That people don't really pay attention to that gated content and he said he was nervous about ungating their content. And if you're unsure, if you should that the proof is kind of in the pudding that when they ran a case study, because in March of two thousand and twenty, when covid hit, they decided to basically say, all right, we're going to allow this stuff to be ungated, and the result is as a as a company that helps authors publish their books right, they had over twenty Fivezero people joined them in their courses that they began to give away for free, and he says that they can attribute over a million in directly attributed revenue at a minimum. So there's a lot here, but the basic premise of this post, and even what I was talking about over on Linkedin that I want to bring to you, rex and Emily, today, is this just this idea of gated content. We have a fear around just allowing all of our content to go out into the world without collecting any information on the people that are interacting with it. Yet we also know like a lot of good comes from just that interaction of saying hey, here's quality content and you don't have to give us anything in return. I'm a big proponent of that. Let's just start with this question. How do you guys feel about gated, verse UNGATED Content Rex Europe? First? Well, I feel like we're super biased because emily is a single piece of content. You create as as our create content. Lead like, is there anything you gate? Have you gated one thing since you've been here now? Not a single thing. Right. It's like we're coming at this with a totally different perspective, and I think it goes back to our CEO, our founder, James Carberry, and like his approach has always been tell the world what you're building while you're building that he learned that from Gary Vander Chuck. Like this is this is not a new concept, but to see a lived out so fully across our entire company. That I mean he originally hired emily to focus on writing and then ultimately building out our evangelism program like he just wanted to share with the world what we were doing and what we were learning, what we were seeing. I mean the fact that we have be to be growth is in part just so we can share the perspectives of diverse array of markers and like what they're learning seem so like we just don't believe in gating anything from the very beginning. So I think we come at this with a totally different angle. I think from my past experience, I've worked at companies where I was a sales rep and given leads that came from gating content and they were of the lowest caliber you can imagine. It was really like, you know, it's still held true, that ten percent of them were in market and...

...everybody else didn't care. So, yeah, are you still going to hit some wins with some of those mqls you're creating from the getting content? Totally, that's possible, but it's going to it's going to match the ratios of the market that you would have gotten from traffic overall if you hadn't gated it. So I don't know, emily, if you have a different perspective on that. Yeah, I don't know that this is going to be a super interesting talk because I'm with you one hundred percent, just because, like you said, that's I know I am and it's, you know, not to be like self promotion or anything, but this is how we've operated, right we you don't get our content even I'm thinking of like the marketing course that we put out last year or the year before, and we didn't get that. We just put it out for free, because that's the whole point of what we're doing. Our business is to help people create podcasts, and so if we can give a guide to do that, then that's great and then hopefully they come to us and they want more help and then you've got a customer. But I think from the get go you have to be just giving value over and over and over again for free, like you have to just be putting so much content out there, and that's why we do it on Linkedin, that's why we get our team to do it on Linkedin, because that kind of thing is it's a long play, but it's going to get you better results because you're you know, people are encountering you over multiple touch points. They're seeing that you're putting out content that's hopefully useful and helpful to them, which would make sense that they would then come to you and and ask you for help. So I've never been a fan of gated content. I wish I could add add a little bit of spiciness to this talk, but I agree with you guys on that. So it's just crazy because it's still not the standard, though, emily, like what you and I experience our careers, with Benji's experiencing his career. Like it's not like this is the average. We're still fighting a battle here, like this is still so common for people to get white papers and ebooks. I can't tell you how many if you go on and search on upwork for like projects that people have done like designers, how many of those are white papers that you know they're just going to gate behind something. It's easy that it's still so common. Like we feel really passionate about this. So maybe it's not spicy because we all are totally in alignment. But I think if you if you go and look at especially older industries, the manufacturing vertical or maybe something it's not the Sass bubble or, you know, the linkedin bubble, it's still so uncommon for people to be willing to give away the value that their business creates through content, even though they're making the content. There's just they just don't want to do it without putting something on the hook. You know. Yeah, but it's like how do I know if I want that information? That you've gated, like I don't know, unless you have put out other information that I've seen right, like, where is the the proof that this is valuable content to me? It's also a difference between like me going and interacting with your content and then intentionally going and looking at more of your content, versus now you're going to like put me in some campaign that I have no desire really to like be in and you're going to hope that that drip is going to somehow lead to me purchasing when in reality, if I was just interacting with all your content and I was in market, I'm going to come to you anyway and you're in front of me all the time because I'm looking for it actively, which is the type of lead you would want. So it's it's just an interesting like shift. But there's also got to be and this is where I, like my devil's advocate brain comes out, is I'm like, there has to be reasons why we've been incentivized in this direction that I think, even with good intentions, people like have gone that route and even seen success in that route. We're just don't happen to be the company that does that, and podcasting doesn't lend itself either to ever, like were clearly putting out a ton of audio content right like for free to the whole world. So our medium is not necessarily the one that would lend itself to this. I think it's interesting because, like, in their decision ascribe, he saying they could have probably charged like K for that type of course that they're putting out. That's a big time decision because you put a lot of effort. It's not just like a content piece where you write it, you know, like it's like this. At one point was something we could have just...

...had people come in, they pay for the course. Maybe they don't work with us on publishing their book, but this is like a way with that we generate revenue and they're going, Nah, we're going to make this public to everybody. This is really our expertise in a major way. You can walk through it and we're now we're on gating it. So it's that change of mindset. I could see that being a little bit more scary than some of like what we choose to not get because of the effort put in. Does that make sense? Yeah, I think I think we're all kind of afraid that someone will read something great and then they'll close the tab and they'll have or they'll jump on a meeting and they'll forget about us. So I understand like gating gives us a chance to like give them more of what they potentially wanted by showing up. So there's some like some positive intent there. But I loved what he said in that post, was that he still gets leads today who, in their in bow, kind of like their intake for say, oh, yeah, I consumed your content in two thousand and twenty, so two full years. Like I spent time with you two years ago and now is the time to buy, because so few people are in market today that it just it makes sense if you compel them but they're not ready, they're still going to feel compelled. When they're in market, you're going to be the brand they think of. So I think he gave us more proof than just hey, it created conversions and it created a tributorable revenue in that year. It's been creating it for years. And when's the last time we created content, gated it and it produced revenue for years? It's pretty stinkin rare. I think the other fear is in this situation okay, because of the depth of content that we're giving away, they can just go write the book without us, they can go do the thing without us and overcoming that hurdle where you're going to work. We're proving that this is harder than you think it is to write a book right or, in our case, to make a podcast, like we're showing you you can do it, but you really do want a guide, you really do want someone to come alongside and do some of the heavy lifting for you. That it's a switch in mindset that I understand why some people in the booardroom level, like the conversations on this, would maybe shy away instead of leaning and and going like a let's just make it all available to everybody at all times, you know. Okay, so there was one caveat that we didn't mention, but it comes up, I think, in the comments of his post, because they actually had to collect emails because their courses run in a way where you had to have a log in. So I guess one quick way of thinking about gated, verse ungated content is not necessarily that someone doesn't have to give their email, but how you use the email afterwards. Right. So, yes, in some cases, you might have a piece of content that you had to get a log in for, but did they put enroll you in a dript campaign? Did they put you like what happens with your email after that? I think, to me ends up being the marker of if it was gated or UN getted. Any other qualifiers you guys would put in? Or is that pretty much it? No, the falls in line with what I think of is gated. You put a burden there. You put them I've got to get over or something that you're going to do that. I didn't I didn't intend on that. Right. I wanted the piece of content. I didn't want the drift campaign. I find it fascinating to read this whole case study and I I wasn't going to just straight up read his linkedin post in full to all of you, but you can go find him, Chris Piper, over at scribe and just a great case study and he's doing a great job of putting out more and more content and so give him a follow. All right, today on be tob growth we are going to have a featured conversation throwback episode eight steps for building and leading a high performance team with Jen Anderson. Happy Friday. Everybody enjoy this conversation. Welcome back to the be to be gross show. Today we are joined by Jen Anderson. Jen is the director of be to be marketing at Rent Path. Jen, welcome to the show. Thank you. It's a pleasure to have you on the show.

Today we're going to be talking about not only building but building and leading a high performance team. I think this is a subject that our listeners across the board are going to get value out of. But before we get into today's topic, maybe you can tell us a little about what you and the rent path team are up to these days. Sure. So, for those of you that don't know what rentpath is, Rent Path is a digital marketing solutions and information provider to the rentals housing market. So we own five consumer facing websites, apartment Guycom, rentcom, rentalscom live lovely and rental Housescom, and consumers use those sites to find their next rental home. We monetize access to those to that consumer audience through digital advertising, different communication tools, lead management things of that nature to property management companies across the country. So we're a two hundred and fifty million dollar business where the leader in our in our vertical today and we operate throughout the entire lead to lease sale cycle. Just to give the audience a little bit of context, we recently went through some restructuring when we had our new CEO join us. Mark Lafar joined us last April and he came from bondage use, the former CEO there. Mark has a background as a seem he was the CMO singular wireless and he helped launch the iceong with Steve Jobs. So when he joined our company he did a lot of analysis to understand where we were really strong where there was opportunity for improvement. I'm one of the teachinges that he made late last year was to restructure marketing and product. So we broke out marketing into two groups, consumer and BTB, and we also broke out several different teams in B tob product as well as consumer product. So on the BTB side, my team reports to the head of BBB. There are seven departments that report up to him and be be marketing this one of them, and I joined the team. I was formerly managing a digital marketing team. So I consolidated my team with the broader be to be marketing team and restructured it into some we started in December. That's fantastic. I mean your resume certainly sort of speaks for itself. I mean you're obviously someone we want to have come on the show and talk to us about B Tob Marketing and today specifically, you know, building and leading a high performance team, which I think is fantastic because we do have a lot of guests that that come on and they have a lot of incredible insight into the world of be tob marketing and things that the executives in our audience can be doing specifically for their company. But I'm excited to talk about okay, well, you know what else, and you do specifically that is sort of team oriented. So I'm going to you, gentle'm going to kind of let you take it away. I mean the one of the first points that you were going to be making today was actually structuring for success. So what does that mean? Yeah, I think a lot of people when they think about, okay, you know, what do we need to do to incentivized performance, they go right to culture and they go right to, you know, hiring. But but the reality is that you can hire the best people, but if they're not if you don't have the structure and place for those people to be successful, you'll still fail. So the first thing that I did when I took the BDB team over was I looked at where, how are we structured today and and what's working and what's not working. And what I notice, which is true of a lot of marketing ords today, is that we were structured around channel. So we had somebody dedicated to PR another person dedicated to email, another person focused on social, and that really led to a lot of stylos where the team was running into each other rather than working alongside each other to accomplish the overall goals. So what I...

...did was I looked at what's our actual marketing process that we go through to operationalized marketing and really drive demand, and then I structured the team around that. And so we created three core pillars, demand generation, marketing operations and analytics and customer experience, and each of those teams is responsible for a part of the marketing process that we used to engage perspective buyers and operationalized mess the gene across channels to those buyers, as well as ensure adoption and retention post sale. So structuring in that manner to really allows for each person on the team to be part of the broader initiatives that were pursuing as a team, but also allows them to really grow their competency tea or they're specialized in deep in a particular area, soill work broadly across various teams and also ensures that we're thinking about marketing from an audience centric perspective so that each initiative is effected at a cheaping our our core objectives. Yeah, yeah, I mean it's a unique approach and it sounds certainly very effective. And you've also mentioned competency and developing competency is actually sort of number two in our in our interview today about building and leading a high performance team. So can we delve into developing that competency a little bit more? Absolutely so. One of the other things that I did once I structured the team around marketing process was I looked at each person that existed on the team and evaluated where they really strong, where do they have opportunity to grow and become stronger and specific areas and what skills do they have that really would position them well for some things but but not for others, and once I evaluated that, I moved people into rules where they had an opportunity to pursue that team and get really continue to grow that that specialization, but also stretching grow in other areas. So, once I put everybody into those roles, I also evaluated where do we have gaps on the team and then I began to pull in people that would help round out the skills in the team. So, for example, how this actually works is we have on our demand generation team we have somebody WHO's really skilled in campaign development. So she leads a lot of our campaign initiatives, but she also works with other members on the on the team to develop or content and sales collateral so that she can further develop in those areas. Then I have another person on the team who comes from sales. So she's fantastic at thinking about, okay, if I'm a salesperson and I'm sitting in front of a client or prospect, how am I pitching this? And so she's great at developing the right sales collateral for the end stage buyer journey. But because of that perspective, she's also really instrumental in helping US develop our our campaign strategy and our core messaging so that it's effective in the early stages of the buyer journey as well, and that helps us better align marking sales and so each of the teams has this mix of different skills and competencies and we've appropriately put people in the roles where they can really flourish and grow. Yeah, I know it does sound organizationally as if you've you know, you're talking about getting people out of a silo and sort of aligning those efforts. So seems to be very successful with with the sort of organization that you have going on. And point number three was this idea of organization and project management it. So I'd love to know kind of how that also sort of differs from structuring for for success, the first point that we talked about. Yeah, so once you've got this sort of structure and plays, I think it's easy to sort of forget will someone still has to be looking at the holistic big picture right, and so I'm certainly looking at that. But it's also important for there to be defined, processed and handoff across each of these teams, both within marketing but also broadly across the company, and this is particularly true for rent...

...path were working with a lot of different teams within the company. We're sort of the intersection, so we're working with consumer marketing and consumer product teams, as well as be tob product teams, sales operations it and, you know, three hundred and fifty sales people. So it's really important for us to make sure that we've got strong handoff and organization to manage these different cross functional initiatives. So one of the people that we have on the team that is sort of that's it's sort of outside of the three pillars, is our marketing project manager and she's really responsible for ensuring that as we move forward with different initiatives, whether there's small, medium or large in scope, that we've got a very structured approach to each initiative, that there's a project plan in place, that we have people who are assigned as responsible and accountable, that we have firm deliverables in place and that there are dashboards and place for everyone, whether they're inside marketing or outside of marketing, that they can see exactly where we are in each project, what's been complete, what's still in progress and and whether or not worth hitting the the deadlines that we have on each of those initiatives. We also the project manager is also responsible for facilitating bi weekly scrums, which are sort of all hands meetings, and this person she she leads the team through. Okay, looking at our projects. Not Talk about everything that's in green, let's talk about everything that's at risk and yellow and what's driving that risk, and let's talk about everything that's in red, what's a blocker. And this gives the the team an opportunity to not only collaborate across there the different pillars within marketing, but also with the broader project teams and it gives everybody the opportunity to provide input and help us move things forward. It also ensures that we're not doing duplicative work. So one of the things that we were doing when we were structured on channels. A lot of people were doing a lot of the same things and didn't even realize it. So having these sort of scrums give it gives us visibility into what everyone is doing and how they're how they're all contributing to the overall team, as well as the company objectives and and because the project plans are visible to everyone, including our leadership team, everyone is aware of what's happening and who's responsible for it, which really doubtails into our next topic of transparency and accountability. Yeah, yeah, absolutely, and I and I do want, I mean you're talking about visibility and I want to get into this point number four, transparency. Can I ask really, really quick then, Jin you know, when you do have these biweekly scrums, you know there are a few key pieces of advice you have for making these something that your team looks forward to rather than rather than dreading, rather than feeling like, you know what we're just we're just having another meeting, we're just wasting time. I mean, do you do a couple of key things that sort of keeps it pointed, focused and valuable? Absolutely so. We go through the actual project dashboard, so every project has a dashboard with a roll up view what's happening this week, and so we try to make sure that it's very structured. Everybody in the room is supposed to just focus on a few key points, something that they accomplished, which everyone it's an opportunity for everyone to recognize each other, as well as focusing on the yellow and the red at risk and the blockers. When you keep things very pointed and keep things focused on just what are the high level points that we need to really address in this meeting. It keeps it moving to our scrams are only thirty minutes and a lot of times we have more than ten people in these scrums, and so everybody has to be super disciplined just move, keeping it moving. It's not an opportunity for everyone sort of Blowviy, but we keep it work, we keep it very much on track and focus on the key things that we all need to do to move forward for the week. We also meet twice a week, so in the beginning of the week and a little bit later in the week, and shares that not only do we know what we're supposed to be accomplishing this week but them we also, at the end of the week, make sure that...

...everything we talked about earlier and that week actually did get accomplished and if it didn't get accomplished, it's an opportunity for us to ask why and what we need from the team to make sure that we can might move it forward. Gotcha. Also blowviate, great word, I love. I love the fact that you use that word, very under utilized. Let's let's talk about point number four. Let's talk about transparency and accountability. Yes, so having these project plans in place, it really gives us transparency into what every single person on the team is doing. It also gives us visibility, particularly me and the leadership team, visibility into resource allocation. And what I'd found is that people who are a players, particularly people who are driven by performance and results, they want to know that they're hard work is not only being recognized but it but that they're not the only ones working right. And so having accountability and transparency in places really important. I would argue probably two of the key components of being a performance triven ten is offering those people transparency and accountability. So when you have these friends, we have this type of structure where everyone has visibility to what their colleagues are doing. They see how everyone is contributing value, they see how everyone is allocated and it developed a culture of trust and respect. It also empowers account of ability. So if someone isn't delivering on what their commitments are to the team, there's no hidings on it. The the the tasks are in red and and their past do and so when you have that level of visibility and everyone is looking at the same information, everyone is held to the same standards of excellence. I would also say that it's important for, I think, leaders to really hold people accountable. You can't say that you have a performance certain team or that you're focused on performance if you're not willing to make the heart decisions. So there are times when you're going to have people in the team that are just not pulling their weight and as a leader, you really have to make the heart decision. Can I skill this person up? Do they have the will? If they don't have the will, then there really isn't anything you can do. In my opinion, there isn't anything you can do about that. You can I can bring I can help skill someone up that they have to bring the will for a drive and the will to actually do the work. That's not something that I can teach someone. That's someone something that I expect people to bring to the job and I have to be willing, just like every other leader has to be willing, to hold those people accountable. There's there's certainly there certainly needs to be an opportunity for improvement, but when someone isn't performing, you must hold that person accountable and make the hard decision to let them go, because otherwise keeping people on the team who operate at a level of mediocrity. All you're doing is is a rotine trust. You're a roting morale and ultimately you crush strong performance because your high players are a you're a players are going to say, why am we working so hard when I'm being hauled to higher standards than this person over here who seems to be getting away with it. So it's really important to not only say that you're holding people accountable but actually pull the trigger and do it. You know, it feels like I've heard more and more people talk about this idea of sort of accountability for marketing as a whole as as a team, sort of tracking the the marketing metrics you met, being able to measure marketing success versus just, you know, sales obviously easy to me easy to measure, marketing a little bit tougher. But as as sort of new tools become available, I've noticed that there's more of this push to accountability for the marketing team as a whole. But it's interesting to hear it. You know, even internally, you know the accountability and the standardization internally for your for your marketing team. So that's great point number five, and I think you've already started to touch on this, is the...

...idea of recognition and and sort of incentivizing increased performance. Yep, absolutely so. I personally worked in several environments where this was not done, and the fact one of the things that I wanted to make sure that I did differently when I when I started to grow this team, was to make sure that when we do have a players that were moving them forward, that we're not losing them, because everybody has treated the same. So it's one thing to talk about incentivizing performance, is another thing to actually grow people, and I don't see a lot of leaders really focus on this and I think it's unfortunate because because people will grow frustrated. They want to particularly a players, people who are very performance driven. They want to know that what they're doing is making an impact, and so if you're not focused on empowering those people and advancing them, you're going to lose them. So one of those one of the things that I've done is I've really thought about what are some of the different ways that we can incent up as performance, both from a from a verbal recognition standpoint all the way through to actually advancing people. So the first one that's pretty simple I think, is providing verbal recognition in front of the team, not just the marketing team, but the division meetings that we hold quarterly, as well as in front of senior leadership. Whenever I have the opportunity to to call out someone on the team for exceptional performance in front of our leadership team, I do it and it's important for that, for anyone who's got that visibility into senior leadership to acknowledge the hard work of the people on their team. A lot of these people don't necessarily interrupt with senior leadership on a day to day basis, so they don't necessarily have exposure, but it's also important for your senior leaders to know what people are contributing in the company. So I'm very careful to give credit to the people who are doing the actual work and and reward them with that, with that recognition in that phrase, at a leadership level. And this helps build collaboration and appreciation into your team culture. When people are are recognized only by their by their leaders, but also by their peers, they feel appreciated and it's motivating. It helps them continue to want to come into work every day to feel part of a bigger initiative, something that's bigger than themselves, bigger than the day to day grind. The other thing that we started to do is implement non pay incentive, so things like extra time off. We work from home every Tuesday, but we've also offered additional remote working days. When people go above and beyond, I offer happy hours and team events. I also use different gifts to reward exceptional performance and I think it's just important for managers and leaders to say thank you. It's it's yes, somebody's doing their job when they hit it out of the park, but when somebody hits it out of the park and they go above and beyond you sometimes you need more than just a thank you. A verbal thank yous and just isn't enough sometimes, especially when you're pushing through a major initiative and people are in the office until eleven o'clock trying to get, you know, deadlines hit. It's nice to say thank you and then also say hey, by the way, take day off, and so we've really we've really leveraged that within our team. And I think the last point is advancement. So I I don't know why this is so uncommon, but I have seen it, particularly in mid market march or businesses. There's this this perspective that everyone should just get a three percent raise, and I just I don't believe in that at all. I believe in pay. I believe in playing favorites and not playing favorites based on I like this person. That doesn't matter. What matters is is somebody going above and beyond? Are they contributing exceptional value? And if they are, you must reward that.

And so I don't believe in giving everyone this same advancement, the same performance paying crease. I think that that all that does incentivize and mediocrity. So I and I also believe that there's no reason why you can't find a way to give someone a an advancement of title, an advancement of pay, as well as an advancement of scope of responsibility. Yes, it means that somebody else timate team may not get three percent, they may get one percent, they may get zero percent, but if you have somebody who's our rockstar performer, they do deserve more, and so it's important for that perspective to be applied to compensation and advancement everybody on my team. I have an idea of where they want to grow. Some of them are a little bit more articulate and thoughtful about that than others, but I'm always looking at even if they have an articulated specifically where they know they want to go, I have I've already in my mind and idea how I can further leverage them in a more senior role. So I'm always looking at how it can grow the people on my team make sure that they're continuously advancing and and so I'm keeping the people that I need. I mean, at the end of the day, the Atlanta job market is competitive right now, so it's easy to lose good people. There's a lot of offers out there. I personally get contacted by recruiters on a regular basis. So if you're not proactively looking at okay, who are my top performers? Are they challenged? Are they growing? Are they dancing? You will lose them. Hey, be to be gross listeners. We want to hear from you. In fact, we will pay you for it. Just head over to betb growth podcom and complete a short survey about the show to enter for a chance to win two hundred and fifty dollars. Plus the first fifty participants will receive twenty five dollars as our way of saying thank you so much one more time. That's be tob growth podcom. Let her be number two letter. Be Growth podcom. One entry per person must be an active listener of the show to enter. I look forward to hearing from you. Yeah, I love how how deliberate and thoughtful you are. Sort of it when it comes to managing the team, recognizing those those all star performers that you have. You know, it's not it's not an easy thing. It's so much easier to just, like you said, say, oh well, everyone, everyone gets three percent this year. You've all worked very hard, but takes a lot more time and effort to sort of be delivered about. Okay, let's let's think about, you know, what we're trying to accomplish, who's helping us get that done? And and I think that kind of, you know, in a way definitely relates to point number six, having having a clear mission. Let's talk about that. Yeah, and I think I think this is really important and it's a small thing that can have such a huge impact. So, as somebody who is also driven by performance, I one hundred percent want to know what I'm working towards right I need to have a clear mission in front of me, and so I think if you have really strong performers on your team, it's important that you document what it is that they're working towards. They have clear goals than mine. So there should be no confusion on your team what the mission is, what the core values are, what your core objectives are. My team recently went through an exercise of actually drafting a formalized team mission statement documenting our core values and outlining each of our objectives, and each person had a part in that process, and so what happened was every single one of them had an opportunity to ensure that their voices were represented in that documentation and in doing that we gained a buy in. What are we actually here to do?...

Are we all clear on that mission what our actual core values? Right, and performance and hustle were at the top of our values list, along with accountability. We had we had a team meeting, we drafted this together, we formalized it and then we actually shared it out with others in the company and it's been incredibly empowering, I think, for the team because we've created sort of a unified team identity, but it's also really helped guide our interview process when we're bringing people onto the team. So it's helped us remain focus on what's important, as well as who are the people that we need to make sure that we're bringing in to accomplish those specific objectives. Point number seven, radical candor. Let's talk about it really quick. Yeah, so I am a firm believer in direct communication. There's just no time for passive aggressiveness or team conflict and you'll always have moments of conflict, but it's how you address them that really can make or break your team. So my team we all challenge each other directly, encourage it, expect it. Every single person, when when we're debating different ideas, is expected to participate and if they disagree with something that we're pursuing or an idea or a strategy, it's up to them to our take relate that during those discussions. If they don't articulate it, then they are buying into the solution that comes out the other end and they're responsible and accountable for helping the team implement it. So I think that there's an incentive there for them to voice their opinions up front so that they have buying later on. I think it's really important for us to all just be very direct about that. It's also important that we're communicating with one another when there's a failure. So nobody is perfect. We're in the we're in a kind of a transformation period over at wreck and path where we're growing really fast and we're bringing in a lot of amazing talent and we're growing out marketing and product substantially. But with that comes the challenge of managing that transformation and so there are going to be moments of failure, moments when things get dropped, when you know deadline is missed, and in those moments of failure it's really important for the team to challenge why. Sometimes it's because a of an organization issue, sometimes it's because of a competency issue, but it's important for all of us to challenge why those failures occurred, challenge directly and in doing so, put it behind us. We challenge, we get to the heart of what's going on, we solution for it and we move on, and I think that that is really helpful to date a strong team, our team, because of that. There's no pettiness, there's no backstab being. There's it's not competitive in the sense that people are competing with each other or competitive in the sense that we want to win as a company. Right. And so when we're all clear about where we stand with each other, there there's no misunderstanding, and I think that's really important. Is Transparency and and being radically candid with each other really allows for people to feel comfortable. Like if I if there's something wrong, someone will tell me. If I'm not if I'm not meeting performance gools or if I'm not following through my commitments, my teammates will challenge me on that, and so I think that that has been a huge benefit for us and has really helped us move the team forward. Then you and you haven't had to send anyone to the rent path thunderdome. We're sort of too much to marketers enter, one marketer leaves it. That sounds sounds like a healthier choice that you're making. Yeah, it's been really good. I mean the team has we just we all get along so...

...well. We all have a really healthy respect for one another. I mean it's, I think, just being direct with one another it's created mutual respect, which is a been very important for us well. Jet, we're coming down the home stretch. Point Number Eight, the of the steps to building and leading a high performance team, professional development. Let's unpack that really quick yeah, so, I mean marketing is constantly evolving right the just the rate of digital innovation is enough to warrant a training budget in your broader marketing budget. And if you want to not only bring a players in but continue to keep them, you have to continue to challenge them. So I have actually looked at ways that I can invest in my team's growth. We leverage online trainings well as college courses. We go to serious decisions, dreamforce and different conferences throughout the year, not everyone, but the people who it makes the most sense for them to go. We also do in market field trips. So we have, you know, we have a considerably large sales team out in the field and every market is slightly different and so it's really important that every single marketer on our team understands what sales is facing in all of those different markets. And so throughout the year we have a budget for everyone on the team to go out into the field to join client meetings to enjoy and prospect meetings and get a feel for what sales is facing so that we can better articulate in our messaging, in our campaigns, things that will help move the needle for them. And so I've also encouraged my team that if they feel like they're weak in a specific area or they just want to learn something new to grow, encourage them to pursue that training. So I've actually set aside training budget which I planned to actually increase going into two thousand and eighteen, just to ensure that my team it's constantly moving forward and not becoming static, which I think is a challenge in today's digitally gurven world. Yep, Yep, it makes a lot of sense. Jen. This has been, I just, I think, some tremendous content. I mean this is definitely one of our longer episodes, but I think it's perfect because everything that you were talking about makes a lot of sense. It was very well put together, very deliberate, great actionable pieces of advice for our listeners and if any of our listeners are interested in following up finding out more about, you know, what they can do to build and lead a high performance team, they want to find out more about rent path. They want to connect with you. What's the best way for them to go about doing that? Yeah, I'm on Linkedin. On linkedin is Jennifer Anderson, Alanzie, and alanzie's my married name and you can also reaching at Jennifer Anderson at rentpathcom perfect, Jennifer. Thank you so much for your time today. It was a pleasure having you on the show. Thank you so much. I appreciate it.

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