How do you ensure all your stakeholders are always kept informed on a regular basis?

I think the most important and first step here is to really understand who your stakeholders are, and what methods work best based on timezones, priorities, projects, etc.

As a product marketer, I typically find my stakeholders spread between 3 main groups - product, sales and marketing. Of course there are other stakeholders like program management, data teams, research teams etc - but I try to prioritize defining how I will manage my relationships with my core 3 internal groups.

With my marketing counterparts, it tends to be a bit easier - we sit in the same team meetings, we share tools, and there tends to be more visibility naturally, so that is supplemented with 1:1s where it makes sense.

With product counterparts, there tends to be a bit more to be done to build relationships. Historically we don't always share the same tools so documentation has been important as a source of truth between our teams. In the best case scenarios, its helpful to join specific meetings that help provide context, and leave room for feedback. And this is also supported through 1:1s where it makes sense.

On the sales side, finding meeting time can be harder when it means taking sales folks off the floor - so 1:1s may be less often, and we lean on asynchronous ways to share information, and plugging into existing channels where it makes sense.

These are just a few anecdotal examples, it really depends on your specific environment, but start with understanding your stakeholders and their needs and you can't go wrong.

Keeping stakeholders informed on a regular basis can involve a variety activities, including:

• Sharing updates in broader company forums (all hands updates, OKR updates, Slack / Teams / email updates)

• Regular syncs with key functional leaders 

• Regular syncs between product area owners 

• Documentation on ongoing trackers or project management tools

I rely on a mix of tactics. Sorry for all the acronyms, I did my best to spell them out as I know every company works differently.

• OKRs (Objectives & Key Results) Shared at the start of the quarter. I will proactively pull my OKRs out of wherever they're documented for the whole company (Lattice, Asana, slides, a doc etc.) for just myself / my PMM team specifically and share that with my cross functional stakeholders in 1:1s and review it live. This gives them a preview of "here's what I'm focused on for the quarter" so when I may have to say no to other priorities that come up throughout the quarter, its not a surprise. And as a nice hack for myself: As the quarter goes on, I usually link to relevant docs for each OKR so that when it comes time to do performance reviews, I remember what I've done!

• QBRs (Quarterly Business Review) Shared at the end of the quarter. If my key cross functional stakeholders do not attend my department's quarterly business review (a conversation about of what your team accomplished) then I will share them on the contents of my slides so they understand where we've been and where we're going.

• 1-1s, weekly or biweekly throughout the quarter: Obvious, but as a PMM you should have bi-weekly meetings with your product leaders, enablement leaders and DG or content leaders - at minimum. There are definitely others but depends on your business. If you're not using an AI note taking app (I love Granola!) - get one now. This has really transformed how present I can be in 1-1s without worry of jotting down to-dos.

• PMM or Product Newsletter, monthly/quarterly this is usually something I don't implement right away until I feel my team is in a rhythm. This is a great way to collaborate with product on the key pillars of the product strategy, the key features/projects that ladder up to them and key metrics to track. Depending on your goals, you can send it to the entire company, just GTM, just marketing etc. My big recommendation is to leave it open for comments, questions and input. Also, make it fun! It should not be a drag to read!

• Post Mortems: After a big, big project - launching a new product, new campaign, a product event etc. I always have a post mortem meeting for cross functionals where I prepare a deck in advance to talk about what worked , what didn't and key metrics we said we were going to track - and provide an opportunity for folks to weigh in and discuss.