How do you drive alignment across the exec team on messaging

Start with data. Ground your messaging in first and third party data that illuminates what is important to your target customers, key pain points, aspirations, how they like to be messaged to, languag

I feel fortunate that I’ve led positioning/messaging workshops since I graduated college because I worked for an agency that mandated them for every project we worked on for tech clients.  Getting an

At the end of the day, Product Marketing owns messaging, and there should be general alignment around that. I think that's a really important place to start because literally everyone has an opinion o

This is an iterative process, and always better to over-communicate than under-communicate, so we can get everyone's feedback and input and people feel they have been heard and their input taken into

Ha! this skill is probably the hardest. When it comes to messaging, everyone will have an opinion. Before you drive alignment on the messaging, align on the problem and solution. That is 50% - 60% of

Every executive team is different, so I would encourage you to think through the culture (and sometimes - quirks!) of the members of that team as you craft your own approach. That said, I've found a c

To drive alignment, make something that execs can respond to. Recently, I created an example “future state” pitch deck to articulate a future narrative for Glassdoor. It wasn’t perfect, but it helped

I see three parts to driving alignment, both with execs and among all other stakeholders: First, bring them along for the journey. Messaging cannot be done in a silo, and it’s difficult to properly

It's key to align around a high-level story that powers success—in sales, marketing, fundraising, product development and recruiting—by getting everyone on the same page about strategy and differentia

Here's my process, I Conduct customer and prospect research (exec team will be more likely to be bought in with data - especially from your key personas and customers)  Consolidate findings and prepa

We typically prepare and validate a strong Messaging and Positioning Framework (MPF) document first. Our template typically includes things like the market context, objectives of our messaging (i.e. w

I start with personas. I develop a thesis about core personas based on sales and customer success feedback, and then conduct user interviews to validate or invalidate those ideas. That's probably the

This is so important, and not focused on enough so I'm glad you asked! A few thoughts around this: Get your CEO and CMO involved early. Ideally you can get early drafts to them, and also get them bou

It's hard. Real hard.  Many PMMs make the mistake of starting with messaging. This is a no-no. Messaging comes last and just puts words behind what was already decided. You have to nail this in sequ

First, start with data-driven positioning. Who are you in the marketplace? Where are you heading or trying to become? How do you think your competitors are moving in the space? If you skip this step,

This requires having a strong relationship built on trust with your executive team and, depending on the size of your company, the CEO. Get the executive team involved early and often, and be willing