How Can I Avoid Having Dirty Data?

Hi Joe,

I keep hearing about the cost and risk of having dirty data in your MOPs systems, but I’m not quite sure how to check if my company’s data is up to snuff. Do you have any advice for how to root out dirty data and how to prevent it from happening? 

Thanks,

Data-driven Dave

 

 

This is a great question, Dave—and one we should all be talking about. 

Let me start by making sure we’re on the same page around what dirty (or rogue) data is. The short version is that dirty data is any data that has erroneous information in it. The slightly longer version is that there are different types of dirty data, including duplicates, errors and typos, outdated information, prospects that don’t align with your target persona, and incomplete entries (e.g. without an email address).

For example, you could have an entry that’s from someone who no longer works at the company they did when they downloaded your ebook—so any email that goes to them would bounce back. Alternatively, you could have an entry that wasn’t typed in properly, and has “.con” instead of “.com” on their email address. Another thing that happens all the time is duplicate (or triplicate) entries. I’ve worked with companies that had thousands of duplicates in their database, and that’s not sustainable or practical. 

You’re right that having dirty data can be costly. One issue is email reputation. If you’re sending marketing emails to people who shouldn’t be in your database, for instance, and they mark your email as spam, that counts as a ding against your email sender reputation. This is a measure that’s taken by internet service providers to determine whether they deliver your emails to the inboxes of the people on their network. The lower your score, the lower the chance that you reach your audience when you need to — and it can be really hard to recover from a low score. 

Managing dirty data can also be expensive. Some martech databases will charge per the number of entries in your database. For the companies that have thousands of duplicates, that can mean that they’re spending way more than they should—which isn’t great. (The costs also add up when you have to spend on tools that clean that data.) Having that many duplicates also gives you a false understanding of how many people are actually in your audience, leading you to make decisions that don’t necessarily make sense for your business. 

 

So, how do you stay ahead of dirty data? Here are my suggestions. 

 

  1. Build habits into your processes

Every six to 12 months, you should be performing checks on your database to identify and remove any dirty data. Beyond just looking for duplicates and errors, this requires a concerted effort to identify the people that no longer fit within your target persona—as well as those that haven’t engaged with your content for a particular period of time. 

 

  1. Take proactive steps

Dealing with dirty data shouldn’t just be a remedial approach; there are also things you can do to avoid creating those errors in the first place. When it comes to duplicates for instance, they tend to happen when teams import lists from multiple sources (e.g. Marketo and Salesforce) without checking for repeat entries. As such, if you’re importing data, make sure there’s a check in place to flag duplicates. You should also perform a cleanup of any list (e.g. to check if there’s a missing email address) before it gets migrated. Lastly, building a process to identify and delete common bogus email addresses (like test@test.com or abc@xyz.com) can also help you keep your data clean.

 

  1. Normalize your data

You’ve probably seen that some companies and teams use full country names (like Canada), while others use country codes (like CA). To keep your data clean, the best thing you can do is normalize your entries so that there aren’t any discrepancies in your data set. 

These might sound like small changes, but they’re important ones. Trust me, once you start doing these things, you’ll be able to have a lot more trust in your data.

 

You’ve got this, 

Joe Pulse

Should I Join a Remote Marketing Operations Team?

Hi Jo,

I’m in the market for a new job, and so many of the marketing operations positions out there are for remote-first or international teams.

To be honest, I’m wary of joining a team where I don’t get to meet up with people in person (I haven’t had the best experience working remotely during the pandemic) and I’m not sure I have the bandwidth to onboard into a brand new company from afar.

Am I making too big a deal out of this?

Thanks,

Fretting Frankie

pink horizontal line

Hey, Frankie. First things first: your job is a big deal, and you’re more than allowed to ask these questions as you try to find the right one. 

You also aren’t alone with these sentiments. In a recent post, I talked to recruiters about the benefits of building a team with people from all over the world.

But, looking at your question, I’m hearing you say that you don’t think remote work is the right fit for you. Have you ever stopped to ask yourself why that might be? 

 

A better work/life balance

For generations, we’ve been conditioned to believe that we can only be productive in the office, surrounded by our colleagues. But is that really true?

For me, the fact that I can more easily weave in and out of my work and home lives makes me much more productive in both areas. If I ever get five minutes between meetings, I can put on a load of laundry instead of just waiting around at my desk. 

 

Managing the social aspect

Another concern might be the social aspect—and I hear you.

It can be hard to imagine how you replace casual water-cooler conversations with text on a screen, but just because it’s different doesn’t mean it isn’t effective.

Slack and all its various integrations (does anyone else use the giphy randomizer?) make it easy to:

  • communicate your insights
  • share style of humor, and
  • meet new people on other teams.

Every day, I see people take advantage of these tools to build relationships both within and outside the professional setting.

Not only that, but joining a remote team helps you expand your network outside your region. That’s particularly valuable for the marketing operations industry, which has such widespread expertise.

 

Rent office space

Now, if you’re someone who can’t imagine working at home because you live in a small apartment with your very loud roommate, who also works from home, that shouldn’t stop you from looking at remote positions.

Companies taking a remote-first approach are really looking for the best possible candidates, and if that means providing a stipend so that you can rent a small office, I’m sure they’ll find a way to make that happen.

We’re in an unprecedented time in the workforce, and you should never be afraid to ask for what you need to have an optimal work experience. 

 

Look at the company culture

Another important thing to remember is that your aversion to remote work might be based on working with your current employer, who had to scramble to figure out remote work during the pandemic.

For a lot of companies, the shift to remote work was messy (at best) and it left a lot of people disillusioned with the idea of joining decentralized teams.

Consider this: Leaders today have spent a lot more time thinking through what they can do to empower their distributed teams, supporting them with the right tools, policies, and processes. Don’t let that one experience put you off from testing out something different.

 

Lean on your MOps skills

You may be saying to yourself “OK, you’ve addressed a lot of my concerns, but am I equipped to join a new team remotely?”

I think you are.

The skills you need to succeed in a remote team are the same skills you need to be a good MOps professional:

  • proactivity
  • accountability
  • problem-solving, and
  • good communication.

As long as you’re able to proactively think about solutions to any problems that might arise, and communicate those solutions effectively, you’re golden. 

 

You’ve got this, 

Jo Pulse

P.S. RP. is a remote-first company with a great team and strong culture. And we’re hiring. Visit our careers page to see if there’s an opening that matches your skills.

How Can I Show My Leaders That MOPs Has More to Offer?

Hi Joe,

 

I love my job in marketing ops, but I constantly feel that my time is spent on tactical tasks and putting out fires rather than more strategic initiatives. I know I have a lot to offer, but unless we hire more people to run our marketing ops efforts, I’m not sure I’ll be able to share those insights. What are the conversations I need to have to ensure that MOPs is seen as more than just a tactical function and brought into the fold more strategically? 

 

Thanks,

Strategic Stacey

 

 

I have to tell you, Stacey, you’re not alone. It’s not unusual for marketing ops folks to be seen as doers rather than thinkers, and that’s not fair at all. As a MOPs professional—one that’s likely running the show on their own—you have a unique perspective on the organization and any gaps it might have. This means that you could add valuable insights that inform how your business moves forward, what tools to invest in, and who to hire. But that hardly matters if you don’t have the time and space to think about these things. 

 

I see this all the time. MOPs teams get stuck in a cycle where they’re constantly jumping from one executional task to another, and they don’t have the bandwidth to think about the future. So, what are the steps you can take to maximize your MOPs team’s efforts and showcase your strategic value? I’ve thought of three that you can consider. 

 

  1. Get buy-in from your manager 

If your direct lead isn’t a marketing ops professional, they might not realize all the ways you can add value. Start by getting them to approve a certain amount of time a week that you can spend on strategic thinking for your team. This time can be spent mapping out the future structure for MOPs at your organization, redesigning a process between MOPs and Sales that could be more efficient, or having conversations with other technology owners (e.g. Salesforce) to better learn how they integrate with your marketing automation tools. Once you have this space to think more strategically, you’ll be able to go to your lead with specific recommendations on how they can boost the role of operations at the organization—and the resulting value of doing that. 

 

Here’s a tip for you as you take this on: don’t forget to delegate. A big part of showing that you’re ready to take on more strategic thinking is removing some of the more tactical elements from your plate and upskilling other members of your team to take them on. This leads me to my next point. 

 

  1. Make sure your MOPs team is the right size

For your MOPs team to really deliver on its potential, you need to have a team of people you can rely on. Beyond the standard daily tasks, there needs to be headroom for the times when things go wrong and for thinking about the future. Your day-to-day shouldn’t fill 100% of your team’s time. This is an important consideration that you should bring up when you’re talking to your leadership team.

 

I know this is a tough one. It can be hard to make the argument that things could be better when they’re already running well. After all, people don’t notice when MOPs is running properly, they only notice if it’s broken. But you shouldn’t let that stop you from having the conversation. Map out where your team is spending your time now—and then talk about where you could be spending it better to drive more value for the organization. That’ll get their attention.

 

  1. Set real metrics for MOPs

You know this, the performance metrics that your marketing and sales teams use aren’t the right way to evaluate MOPs performance. You need a specific set of metrics that are tailored to what your team is doing and how it truly provides value to the business. To get this right—and better show your value to the rest of the organization—take the time to collaborate with the teams you work with to set up a framework that makes sense. 

 

You’ve got this, 

Joe Pulse

Does It Make Sense to Build an International MOPs Team?

Hi Jo,

 

I’ve been trying to decide whether I should take a different approach to hiring for our MOPs team. Having talked to some of my recruiter friends, it seems like the trend is to take a remote first and international approach. Does that make sense? 

 

Thanks,

Hiring Henry

 

 

Hi, Henry. Thanks for raising this question. The way I see it, you can’t afford not to make your MOPs team remote first. I know this may sound like a bold statement, but bear with me. 

 

With the global MOPs talent tool being as small as it is, there are some pretty big gaps between the number of people companies need to run marketing operations and the people available to take on the jobs. This means that as MOPs recruiters, we really need to think about how we can find, attract, and retain the right people — and a flexible, collaborative work environment can go a long way to achieving that. 

 

Why you should change your approach to hiring

The benefits of hiring a multi-location, remote-first team are many: 

    • A broader hiring pool so that you can better find the right people for the job
  • Access to better MOPs candidates, as many of the talented MOPs professionals in the space prefer to work remotely
  • Cost savings from hiring people that live in places with a lower cost of living 
  • More flexibility for your team as responsibilities and fires can be handed off across time zones

 

The truth is, MOPs roles can be performed entirely online, and that means you can track an employee’s performance regardless of whether they’re in the office or not. Plus, lots of professionals in this space prefer to have their own space to problem solve and optimize their marketing automation efforts. You need to be able to give them that option if you want them to accept your job offer. 

 

So, what does this look like in practice? 

Building a remote team may seem like a daunting task, I know — but it actually relies on many of the same best practices you’re already using to hire people. 

 

First off, take the time to think about how you communicate the role to people. Are you highlighting that it’s a remote opportunity? Have you thought about compensation and whether it’s dependent on the person’s location? Are you targeting people that live outside of your company’s headquarters? These are all things that will help you tell MOPs professionals that you’re open to building a team that makes sense to them.

 

Then, consider how you can set these people up for success. Are your current professional development and reporting structures appropriate for a remote-first environment? Do you have tactics for identifying the people who might be struggling and recognizing the people that are succeeding — even if they’re at a distance? Showing your team members that the company has their back in that way will encourage trust.

 

Another important thing is ensuring that your remote team is equipped with the right tools for collaboration and communication. Even if they prefer working remotely, people still appreciate having points of connection with their peers so that they can get the work done effectively — and build a strong team culture at the same time. Have you and your leaders thought about how you can standardize your company culture in both in-person and virtual instances? This will be an important consideration for many potential hires. 

 

Remember, recruitment isn’t just about getting people through the door, you also have to set them up for success. You can’t just hire people remotely, you have to be able to retain people remotely as well. I know this is a lot to think about — but you’ve got this. 

 

Jo Pulse

I Wish I Knew CSS—Should I Learn It?

Hi Joe,

 

I keep finding myself in situations where I wish I was proficient in CSS and HTML. Instead of waiting for one of our developers to change something in a form or a landing page, I wish I could just do it myself. As a MOPs professional, do you think it’s worth learning these basic programming skills? 

 

Thanks,

Technically-Inclined Thomas

 

 

What a great question, Thomas. The short answer is: yes, it’s absolutely worth learning basic programming languages like HTML, CSS, and JavaScript. Now let me tell you why. 

 

When it comes to building a MOPs skillset, I’m a big proponent of learning as much as you can around the things that happen in MOPs. The reason? It’s a great way of building a comprehensive understanding of what’s happening and why at each stage of a process. This way, if something breaks you’ll be able to know why—and perhaps how to fix it, too.

 

Learning CSS and HTML specifically can do a lot to improve your standing as a MOPs professional and make you more efficient. Here are three ways that’s true:

 

  1. It reduces your reliance on IT

In most companies, since CSS documents are used to make changes to website colours, fonts, and other design elements, it’s usually owned by the IT or website maintenance team. So if you’re ever looking to implement a fancy form in a landing page, you’d likely be dependent on this team to make those changes for you. For big companies that have a lot of competing priorities for the website, this could mean a long wait time for a simple form. With enough CSS knowledge, you can make the changes yourself without requiring the help of another team. 

 

  1. It increases your technical knowledge 

Most people know that an engine powers a car and that if the car’s not working, it’s probably because there’s something wrong with the engine. But having a deeper understanding of how the engine itself works and the various components within it can be useful in uncovering the actual problem. The same is true with CSS and HTML. The more you know about these programming languages, the better positioned you are to take a look under the hood and find the issue that needs to be solved.  

 

The added bonus is that sense of satisfaction or fulfillment you get when you make an adjustment and it actually works the way you want it to. 

 

  1. It sets you apart

Having CSS knowledge—or even a certification—will be a big differentiator when you’re looking for your next role. MOPs recruiters understand the value of this skill set and they’ll be interested in bringing someone in that can reduce the time spent bringing something to life on the company website. 

 

These three benefits are just some of the ways that increasing your technical understanding can help you advance in your career. The best part? You can get started right now. There’s a wealth of materials out there for you to take advantage of and guide your own learning. For example, W3schools has free online tutorials with great examples and practical exercises to help you consolidate your knowledge. Other resources include Codeacademy, Udemy, and web.dev. You can leverage as much or as little as these options as you want to learn in the way that makes the most sense to you.

 

You’ve got this, 

 

Joe Pulse

Can I Re-engage Closed Lost Opportunities?

Hi Joe,

 

I’m curious: is there ever a time when it makes sense to reach out to closed lost opportunities? Our team just launched some new features, and it seems like a waste to not reach out to people that we’ve engaged with in the past. What do you think?

 

Thank you,

Intrigued Ivan

 

 

Ivan, you hit the nail on the head. 

 

Your marketing and sales teams put a lot of effort into acquiring leads and their contact information across various channels, and this isn’t an inexpensive process. Collecting all of that information, categorizing it, and maintaining those records takes time and resources. Ignoring a large segment of that data—even if they are closed leads—puts a big dent on the return on that investment. 

 

The main thing you have to remember when it comes to closed lost opportunities is that just because a prospect isn’t interested today, doesn’t mean they won’t need your product down the line. With that in mind, here are some processes and methodologies that you can build into your marketing operations that might help you make the most of these leads. 

 

Categorize your closed lost opportunities

There are a number of different reasons for why a prospect might drop out of the sales process. They may not need your product or service yet, they may be limited by their budget, or they may want a feature that you haven’t built yet. A good practice here is to sort these closed lost leads based on the constraint that’s stopping them from making a purchase. 

 

This way, once you have your subcategories, you create a customized re-engagement approach for each one. With more focused communications and programming, you’ll be able to reach your prospects in a more meaningful way—and that can go a long way towards closing the deal.

 

Recycle your leads thoughtfully and proactively

Another thing to think about as you bring these leads back into the fold is that you want them to have a net new experience with your brand. Basically, you don’t want them to end up in the same campaigns, reading the same materials and the same sales pitches that they didn’t respond to the first time around. Instead, make sure that the content and information they’re receiving is fresh and new (to them). 

 

On the marketing side, make sure the team knows how to treat these returning leads—they should have distinct nurture campaigns with content that’s focused on a recent product feature or the low-cost nature of the product. For sales, they need to know that a lead has been there before, why they dropped off, and what brought them back. This is all information that should be available to them on your CRM system.

 

Choose your re-engagement channels wisely

Today, your best bet for re-engaging a closed lost lead is via email. It’s way less intrusive than a phone call—does anyone even pick up the phone anymore?—and it will be familiar to someone who’s seen your name in their inbox before. The other good thing about email is that you can take a customized approach, incorporating insights from past engagements with this particular individual. 

 

On a more superficial level, you can also pair this with a paid media strategy, running social ads or search ads that reach people who have engaged with your brand without converting.

 

These are all things that will take some time to set up properly, but once you have them in place, you’ll be setting up your team to be both proactive and targeted as they reach out to old new leads. 

 

You’ve got this, 

 

Joe Pulse

I Need to Build a RevOps Function—Where Do I Start?

Hi Jo,

 

I’m hoping you can help me. My executives have just tasked me with building out the RevOps function at our company, and I’m not quite sure where to start. Should I be talking to my peers across Sales and Marketing? Or should I be doing a lot of external research? I’m not even sure that all of my colleagues know what RevOps is—and I really want to make sure they’re bought into the changes that will come down the line. 

What should I do first?

 

Thank you,

Directionless Dana 

 

 

 

Hi, Dana. This is really exciting! You’ve got the chance to define what RevOps looks like at your company and build out the capabilities that make the most sense for your teams. How cool is that? 

 

But you’re right, being successful will require a lot of thoughtful engagement and planning before you can make any changes. You checking in and asking for advice is already a great first step. To help you make the most of that momentum, here are three other things you can do to set a solid foundation for your RevOps team.

 

  1. Define RevOps

You mentioned that your executive team has tasked you with this initiative—but are you all on the same page when it comes to what RevOps is and what it looks like? Setting a definition that everyone can agree on will help ensure alignment and prevent any confusion (and headaches!) down the road. 

 

One definition you can use is that RevOps is a business function that’s built to maximize an organization’s revenue potential across the funnel. Instead of having your revenue operations capabilities live under Sales, Marketing, and Customer Success, you can have them operate as a single cohesive unit that has accountability throughout the full customer journey. This centralized approach helps build a culture that’s intentionally focused on operationalizing revenue—rather than having it be a byproduct of other important work.

 

Once you’ve defined RevOps within the context of your organization, you can move on to the next step in the planning process.

 

  1. Identify where your RevOps capabilities are—and where they aren’t

It’s more than likely that your company already has some revenue operations capabilities distributed across your Sales, Marketing, and Customer Success teams. Your job will be to take a look at these teams, identify where the work is happening, and create a roadmap for how those siloed functions can move into your new RevOps structure. 

 

This will also be an opportunity to build an understanding of how these tasks are completed currently. What tools are your teams using? Are two teams using different tools for the same tasks? How are your peers talking about revenue operations in each vertical? What data are they looking at and how are they using it to make decisions? With a clear picture of the current state, you’ll have an easier time mapping out the changes that need to happen to centralize your activities and align incentives across the board. 

 

  1. Build your RevOps network

Like with any big initiative that requires a lot of change, you’re going to need stakeholders on your side. My advice? Have one-on-one conversations with leaders across Sales, Marketing, and Customer Success to talk about the value of RevOps. Talk to them about what they’ll get out of this new team, and paint them a picture of what the organization could look like over the next one to five years. 

 

Don’t forget: this is a very strategic project you’re running. You’re reshaping how your company thinks about revenue and creating a resource for making the data you collect more impactful. So don’t be afraid to ask for help when you need it and have important conversations with other leaders at your organization. 

 

You’ve got this, 

 

Jo Pulse

Is My Agency Charging Me Too Much for Emails?

Hey Joe,

My team and I have been working with an agency to create our emails — but I’m worried that we may be paying too much. Every time we send a request, it takes weeks to deliver, and that makes it challenging to get to market as quickly as we need to.
How much should agencies charge for an email? And how long should it take to create them?

Thanks,
Cost-conscious Caroline

 

Hi Caroline,

Thanks so much for bringing up this question. Email is such an important marketing tool for both B2C and B2B businesses, and it’s tough to feel that your partners aren’t doing the most they can to make your campaigns both efficient and effective. Trust me, you’re not alone.

The truth is, it depends. I know this may sound like a wishy-washy answer, but bear with me. When it comes to how an agency scopes out an email project it depends on the size of the campaign you’re giving them, how many other clients they’re dealing with, and how long they’ve been in the space. These are all things that can dictate the price tag on an email campaign — as well as how much time it takes the agency to deliver the end product.

You likely first engaged your agency because you didn’t have the right resources and skills to create emails in-house. And that’s totally fine; it’s the same with many marketing teams. That said, you do still have options when it comes to holding your agency accountable or finding ways to reduce how much of your budget goes to email. Here are four of them.

  • Hold your agency accountable. Have frequent and frank discussions with your agency partners to set key performance indicators. This can include the cost per email, the time spent to develop each one, as well as performance-related metrics.
  • Consider a pay-for-performance model. See if you can set up a payment structure where you don’t pay as much for emails that don’t work or deliver results. FYI, many agencies talk about this, but few actually do it. Check in with your partners to see if they’re open to the conversation — that’ll be a good indicator for how invested they are in your success.
  • Have transparent conversations with your agency. How are they building your emails? What tools are they using? Why does it take them two weeks to deliver one email? Don’t be afraid to ask your agency questions so that they can let you in on their process and build a stronger relationship with you.
  • Know that there’s an alternative. You do have the option to bring email in house — and that doesn’t have to be scary. With a platform like Knak, for example, you can build emails in 20 minutes and be sure that they’ll reach the right people, render properly, and offer an on-brand experience to your readers. And you don’t need a whole team to do it.This last one doesn’t mean you have to say goodbye to your agency partners. Agencies are built on bold, creative thinking, so tap into that. You can work with your agency team to build the next standout marketing campaign in your industry. And if you feel you still need help with email, Revenue Pulse has an exclusive partnership with Knak — and they’d be happy to help you use the digital platform to its fullest potential. Whichever way you choose to go, you’ll be set up for success.You’ve got this,
    Joe Pulse.

How Do I Show My Boss My Value?

 

Hi Joe,

I’m not sure what to do. As a MOPs professional, I do so much for the company and am always juggling a ton of things on any given day. My boss thinks I only work in Marketo, but I actually take care of so much more! What can I do to show them my contributions and how I’m actually spending my time?

Thank you,
Undervalued Uriel

Hi, Uriel. I wish this weren’t a common problem, but it is. So often, MOPs “teams” are made up of a small group of people that sit under Marketing or Sales, reporting into leaders that don’t fully understand what MOPs is and how much effort it takes to get it right. It’s a challenge, particularly for small teams that are left to manage multiple tasks and projects without much investment or support.

There’s hope on the horizon, though. The talent pool of MOPs professionals and leaders is growing every day, and that means that companies are far more likely to hire managers and directors that understand how many plates you have to spin in a role like yours. In the meantime, here are some of the things you can do to improve your current situation.

Have a transparent conversation with your leaders. Your manager doesn’t know what they don’t know. And while it’s not your job to educate them, what you can do is have a frank conversation about the different things you’re doing, and how you can’t do them all. Going into this conversation, take the time to list out tasks you do, how much time you spend on them, and prioritize them based on how much value you feel they add to the marketing team. If you feel that you need another person on the team, share your advice around how you would divide the tasks to make the most impact. At the end of the day, you’ll be the MOPs expert in that conversation, so make sure you show that expertise.

Take a forward-looking approach. Another important conversation to have with your manager is about the direction you want your career to take. As you know, there are so many paths and specializations to follow in MOPs. Choosing a path and communicating that to your manager will help them understand that you can’t be the “catch-all” for MOPs, and it will give them the opportunity to support you with the training and mentorship you need. Pair this with strategic thinking around where your organization can take MOPs moving forward, and a good manager will be even more inclined to crafting a role that is right for you.

Don’t be afraid to make a change. If none of that works, then it might be time to move on to greener pastures. You deserve to work for a team that gets how important your role is—so start looking for one. Companies that have built a strong MOPs culture will have various people in MOPs roles, including a director or VP that has years of experience in the space. The job descriptions will also be telling. If the hiring manager has written down a laundry list of tasks they want a specific MOPs role to fill, you can bet they don’t fully grasp what MOPs is all about.

Your future is in your hands—and it’s bright. As MOPs continues to grow as a space, there are going to be so many more solid opportunities for you to build your career with. Just wait and see.

You’ve got this,
Joe Pulse

How to Show Your MOPs Value to Sales in a Constructive Way?

 

Hey Joe,

I’m really frustrated with Sales right now! They just aren’t understanding what we do and how MOPs can really help them. How do I express my frustration without getting emotional? I want to share my thoughts, but need to do it in a constructive manner. How do I go about that?

Thanks,
Frustrated Frank

Frank, this is a great question. The fact that you’re looking for a constructive solution to this challenge speaks volumes. So often, we see Sales and MOPs teams at odds with each other, even though they’re meant to be working towards the same goal: bringing in more qualified leads and new customers. Taking the time to ensure your teams are on the same page and understand the value each of you bring to the table is a great first step.

I can’t tell you how many times I’ve had conversations with Sales team members who don’t have any insight into what we do and how we do it. Just trying to get them to input data in a consistent way so that our marketing automation tools can work properly can feel like pulling teeth. This is particularly frustrating when you feel it’s your role to connect the dots between Sales and Marketing, and it doesn’t feel like you’re being heard.

When it comes to sharing these thoughts with Sales in a constructive way, there are a couple of things you can do. The first is to remember that your Sales team is likely dealing with their own frustrations and challenges—and it’s worth knowing what these are before having a conversation with them. They may be facing pressure from their director or have KPIs that run against your team’s, although that shouldn’t be the case. All Sales and Marketing metrics should ladder up to a joint revenue goal, and if you feel that’s not happening or that your KPIs are at odds, then that’s an important conversation you should be having with your leadership.

Another big thing you can do is talk to Sales about your processes and how they align with theirs; but be careful with how you address this. One thing I’ve learned in my years working with different teams is that any time you question a process, people are bound to get a little defensive. So, instead of asking ‘why aren’t we doing XYZ?’, you can reframe the question to ‘are we able to do XYZ?’. This will open the door to a much more constructive and collaborative conversation—and it’ll inspire your Sales team to ask your team questions in the same way.

Lastly, remember that sometimes actions speak louder than words. You know that MOPs can be a valuable partner to your Sales team, so show them. Consider building out scoring models where Sales can identify prioritized personas and automatically receive the leads that are the most likely to convert. Establish an automated system for passing on the right content at the right time to leads that are already engaged. Develop processes that help MOPs and Marketing bridge the gap for MQLs during the nurture stage, without overwhelming them with information. Showcase the different tools (e.g. social, targeted ads, event invites) that MOPs can deploy for engaged leads. These are all things that will help build the partnership across the customer journey.

At the end of the day, it’s all about teamwork.

You’ve got this,
Joe Pulse.