AMA: Demandbase Head of Digital Marketing, Matt Hummel on Stakeholder Management

Prioritize, invest, and over-communicate. I can't emphasize the importance of not just trying to get aligned, but working diligently to remain aligned. Alignment is easy when things are going well. It's a lot more difficult when pipeline is drying up and/or deals aren't closing. It's important to do the work before a crisis happens. Spend time aligning on definitions. On attribution models. On roles and responsibilities. Align on what Marketing will be delivering - when, why, and the expected impact. And then communicate progress and results - good or bad. Transparency is super important! It's also important to build relationships. Not just with sales leaderships. But with sales reps. Think about what makes a successful sales rep - it's not just their ability to manage the Xs and Os - it's their ability to build good relationships with their prospects. Mirror that - take time to get to know them - what makes them tick - and how they perceive the value (or lack thereof) from Marketing. Driving alignment isn't easy. But like losing weight or being healthy it's not rocket science. It just takes time and discipline.

This is where alignment with Sales leadership goes a long way. Depending on your company size and complexity, you could encounter a scenario where you are getting various input from multiple reps that may conflict / create too many priorities. With that said, gathering input and processing that input should be a regular practice. Certainly when you start - but also as a recurring thing. One thing I recommend is to use your calendar here - literally schedule time on your calendar to check-in with sales. Create a standardized approach to getting information. Create bi-directional discussions. Beyond that though, listen to their sales calls. And even more so, talk to customers! You'll build a ton of credibility if you are actually getting real-time insights from customers. As it relates to what feedback to use / ignore - I'll go back to the alignment with Sales Leadership piece. Ultimately good leadership knows you can only do so much. So distill your feedback down into something you can discuss with leadership, and agree on what should be prioritized. That MUST then be communicated back to the rep so nobody simply thinks you are just ignoring their input. My rule of thumb - you can't ever make everyone happy. But if you create alignment and manage expectations through over-communication and then doing what you say you will do - you'll make a lot more people happy!

One of the best insights I've been able to action on is objections to our solution - whether that's timing, fit, price, etc. Reason being is these types of insights come throughout the sales cycle - from initial outreach to whether or not we win the deal. These are great insights to take back because ultimately you can update your messaging - and take feedback to product if appropriate as well. It's taking a real-time approach to adapting your efforts in direct alignment with the field - that demonstrates you aren't oblivious to the realities of the market while also giving you actionable intel to then bring something back to the field.

The best piece of advice I got here and can confirm through experience is the art of "breaking bread." When conflicts arise, don't sit on it - that doesn't mean you should react immediately - which can often be clouded with raw emotion - but don't let it fester. Beyond that, don't try to resolve it by email. If you can, go grab lunch. Grab a coffee. Work remote? Grab a virtual coffee! Send a $5 Starbucks gift card to someone and block time on their calendar. Talk through things. Most of the time it's a misunderstanding or misalignment of expectations. While that's not always the case, it often is, and generally people want to get along. Again, just don't sit on it - things don't typically "fix themselves."

Orient around two things: 1) the customer, and 2) shared goals such as OKRs or revenue metrics (revenue, NRR, etc.). Expanding on this a bit - so often functions see the world through their own lens. Sales needs to sell. Product needs to build. Marketing needs to build brand and create demand. Customer Service needs to make sure customers are taking care of. In reality, everyone exists to deliver value to the customers. And when teams work together that works exponentially better. But to do that requires an understanding of the role each function plays with respect to those shared goals. If this isn't already happening within your organization, that's ok - you can start with you! Start setting meetings with folks across various functions. Ask questions. What do they care about? How do they spend their days? What are their goals and how is success measured for them? Start to find ways in which what you do could either align, support, strengthen or accelerate. This will not only create a more efficient operation, it has the opportunity to significantly improve the customer experience while personally benefitting you by expanding your influence and impact across the organization.