AMA: Own VP of Growth Marketing, Sheridan Gaenger on Stakeholder Management

Here are three key approaches I use to build successful partnerships:1. Stay Open-Minded and Humble: You can take your work seriously without always taking yourself too seriously. At Own, this is one of our core values. We spend over 40 hours a week at our desks, grinding, performing, and striving for outcomes – and it's hard work. Acknowledging that "work is hard!" is okay. Bringing humility and laughter to your work and your partnerships can foster successful relationships. While dedication an ...Read More

I approach every discussion with every stakeholder from the perspective that we’re partners. We’re working towards the same goals and have respect for each other and our respective functions. We’re all in the same boat and want to row in the same direction. For every conversation, it’s important to enter with confidence and subject matter expertise, but with the grounding knowledge that everyone is on the same team, supporting each other as partners. Some of the best feedback I’ve received in my ...Read More

Start by establishing swimlanes with all key stakeholders and leaders, not just within Demand Gen. Map out the teams and define distinct areas of responsibility and roles within the wider organization to ensure that each team knows what they are accountable for. This involves creating boundaries around tasks, projects, and functions to minimize overlap and confusion. Document these roles and review them at least once a quarter, adjusting as needed. Additionally, don’t be afraid of conflict. By e ...Read More

Navigating the pivot from collaboration and ideation to execution and accountability requires structure, project planning, swimlanes and clear communication. Simple frameworks will be your lifeline in this process. Here are some things to take into account and the seven checkboxes I have on my desk when beginning a new project: Establish Clear Frameworks: Implement a RACI (Responsible, Accountable, Consulted, Informed) or DACI (Driver, Approver, Contributor, Informed) model to define roles and r ...Read More

Conflict results when trust has been broken. As leaders, part of our job is to pioneer change and drive culture forward, often stepping into roles where historical conflict has been present. However, being present doesn't mean the conflict has to be constant. Resolution is a path, not a switch, and most cross-team conflicts resolve when trust is re-established. To regain that trust, you need to eliminate silos as much as possible, starting in the planning cycle. Involve people in this process. O ...Read More

Structure depends on the size of the organization, the GTM motion (sales-led or product-led, for example), and where the business is in its growth and maturity lifecycles. You can organize these roles in multiple ways, but it's crucial to avoid a bloated org; you don't want it too wide (+6 direct reports), and you should be cautious of having one manager with only one direct report. The core functions that run the demand engine must include integrated campaigns, digital demand, and event and fie ...Read More