Grace Kuo

Prioritize the top sectors - pick 2-3 and then build a playbook you can replicate. I would also say, set realistic expectations with your GTM teams so they understand your limited bandwidth and be clear on what you can get to and what you can't. Work with your sales and CS leadership in terms of focus and priority (product training, onboarding, systems training, etc.) so that there's clear alignment as well! 

This is always a fun topic!  Here are some approaches I've taken in the past:  * Using a collateral tracker like Highspot (you can see # of views, # of times it's been sent, etc.) * Track keywords in Gong and watch the meetings to see if your collateral is being used  * Surveys to gauge efficacy  * TALK TO YOUR SALES TEAM to get feedback!  

Great question!  In my experience, we work with SE to help them understand what's coming down the roadmap (big initiatives, product launches etc.) so they can plan and schedule training accordingly. Having a really tight relationship is critical so both sides have visibility into the needs of the GTM. Product Marketing should provide the core content but leverage the strengths and reach of SE to help deliver the training and structure it strategically. For example, SE can take a look at the training and reflect on how to bring it to the GTM teams in a thoughtful and effective way. 

Hello! From a PMM perspective, Sales input is critical to a successful SE strategy. They know the needs of their team so they can help SE prioritize and focus. Usually finding a partner in Sales leadership can help you avoid too many cooks in the kitchen and streamline feedback.   Where SE can add value is providing strategy on delivery (role play, compeition, certifications, etc.), structure, and content. The size of your company and enablement team also differentiates how much effort you can you play as well. Growing companies and larger sales teams will need more enablement and guidan...

I love telling a good story...: Background: For internal stakeholders, you really have to set context/background. We are in the weeds with planning day to day for a specific launch or initiative, but you can't expect internal stakeholders to be the same. To help drive messaging home, set the right context.  What's the problem? Paint the problem that you're trying to solve, but sometimes what works best isn't just a statement of "We are trying to improve the checkout process..." but tell them a story of common problems that users encounter with this issue. i.e. "Pete is in a rush to ge...

Be thoughtful and get to know them (processes, workflows, areas of focus, etc.) Often it can be jarring as a new PMM to go straight to providing (sometimes unwarranted) feedback to your PMs, Designers, Engs. Get to know them first and understand the background of the project/product so that you show you care about context and their way of work. Build credibility by providing thoughtful approaches to how you operate as their partner. When you do provide them with feedback, help them understand the framework/philosophies/examples from competitors or similar companies that you utilize, s...

Great question and something I deal with on the daily!  Ad-hoc requests:  * Set expectations: Be clear with the requestor on timelines (why you can't get to it immediately, etc.) and try to let them know when you can get to it.  * Gauge importance of the request. If it's HIGH priority for your VP, CEO, etc. or something essential for a key initiative, then quite possibly you'll have to get to it sooner. * Ask questions: On top of how important it is, ask how the request will be utilized, or who it's geared towards. Often the more questions you ask, the better you can p...

The key thing for messaging frameworks that are shared with your org is know your audience. As PMMs, we are often creating different messages for different audiences. When you share your framework, be clear on how to use the messaging, and for whom the messaging is created for.  i.e. Whenever I prepare a launch, I always label the messaging the SALES team should use in talking to prospects, messaging Customer Success should be using for customers, key value props for Marketing, etc. For Leadership, it's really important to give them Executive Summaries..again just to show that your...

Give customers high level visibility, set expectations, but show them you value their feedback! 1. Roadmap: Build a deck that gets CUSTOMERS excited! Show them that (hopefully) the things they've been asking for is coming. Give them a high level understanding on strategy and focus. 2. Messaging: Give your CS or Sales team messaging to use when customers ask for specific timelines. i.e. "Here at ORG NAME, we are fluid in our development so timelines often change. We will do our best to be proactive to let you know what's coming, but we want to ensure we set expectations with our customer...