Success for Our Team

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Why Your Team Success Is Our Business

Success for Our Team

In April of 2013 we officially launched the 15Five blog with a post simply titled, “Start With Why”. Back then our WHY was to help individuals and organizations reach their highest potential. But something vital was not being expressed – the human element, the relationship between managers and employees.

Today our WHY is to create the space for people to be their greatest selves. That space may look and feel different in every company, but it is always created by leadership communicating regularly with employees and supporting their teams in being successful.

We offer this blog as a resource for successful people who desire continued personal and professional growth. The content posted here will help you answer these 2 questions: What does Team Success look at my company? How can I create the space for myself and others to step into greatness?

The Vision

My personal WHY is to create a world where work is a place that supports people in stepping into their greatness, what Abraham Maslow called self-actualization. Many prosperous businesses LinkedIn, and O.C. Tanner have adopted a similar frame and are far more successful than they would be otherwise.

We are already experiencing the early stages of this shift all over the business world. Managers are no longer seeing people as fixed, replaceable assets or resources (industrial revolution thinking that is still widely persisting today). Instead they are seeing people as whole human beings with virtually unlimited potential.

I’m not being overly-optimistic about this. There is actual scientific evidence to support the fact that the brain is adaptable, even in adulthood:

Ideally more and more people will come to understand that managers can help create healthy new pathways for others in terms of their emotional physical, mental, and spiritual experiences.

That may seem it’s above and beyond, but in reality this shift is good for people and good for business. When people feel supported in living great lives (not just great work lives), they bring that energy back to work.

That energy translates into more innovation, increased revenue, and enduring high-performance cultures.

Stay Curious

To know how to support the success of each individual employee, managers must have key conversations with their employees on a regular basis.

From the employee perspective, questions provide an opportunity to self-reflect weekly on successes and challenges.

They can stay focused on key objectives, plan their week, get regular feedback on their own performance, and voice issues and obstacles.

When managers ask pointed questions, they quickly uncover challenges and risks. They can either jump in heavily with help or give a light touch so that employees can get the job done, while still pushing their edges and evolving in their roles. People need to have just enough challenge to not be bored but not so much that they are overly-stressed and frustrated.

The greatest managers become mentors who are supportive of employee growth and facilitate improved performance over time.  Through the regular recurring process of asking questions and providing feedback and support, trust and relationships deepen — the foundation of any high performing team.

Creating Space

In an oppressive workplace environment everyone suffers. Micromanagement, abusive language, threats of termination, and overwork all take their toll on people. The best of them will probably look for jobs elsewhere, and everyone who remains will give just enough effort so that their manager will leave them alone. Who wants that?

In safe work-spaces everything is different. Employees share more than just what they are working on, they discuss their personal goals and issues from the outside that may be impacting performance.

While we can’t turn a closed-minded organization into an open, results driven culture, we do aspire to help organizations work their way towards a healthier, more open and ultimately more productive culture.

We fully support managers in learning new ways to inspire greatness in their employees through their own self-reflection, and through a commitment to learning ways to mentor and call forth the best in others.

Defining Team Success

Success looks different to every team and every organization but we believe that the true path to success is to support people in thriving at work, living great lives, and stepping into better versions of themselves. If you have great people and support them in learning & growth, you’ll have a better chance of succeeding.

We are committed to your success and offer this blog as a resource to help you achieve it:

– “How To” posts that profile the success stories of the most innovative and fastest growing companies.

– Interviews and guest posts from thought leaders, business experts, and successful entrepreneurs.

– New feature spotlights of our product. Using the power of inquiry and questions in new ways to build trusted relationships between peers and managers/employees.

– A look inside the 15Five culture. What works for us and what didn’t, and insights on how we create the space for our team to thrive.

These posts will often be accompanied by the latest research regarding communication rhythms, goal setting and tracking, accountability, organizational health, and mindfulness so that you can create and maintain teams and businesses that thrive.

Never miss out on valuable content for your business. If you haven’t subscribed, be sure to do so now. We would love to grow our community of fully actualized professionals who desire to create extraordinary value for their employees and customers, and work alongside a vibrant and lit up group of colleagues who are committed to doing great work and living great lives.

Image Credit: StockMonkeys.com

Источник: https://www.15five.com/blog/team-success-business/

5 Ways To Measure Your Team’s Success

Success for Our Team

“How is the team?” In today’s tech race, Aristotle’s adage, “the whole is greater than the sum of its parts,” can determine a business’s success or failure.

By Frieda Edgette (Founder, Novos)

We work in teams to innovate with more strength, speed and diversity. As a collective, team members complement each other’s tactical knowledge, expertise and skills, fill one another’s blind spots and expedite productivity.

That is, they do in theory, but in practice, a team’s success is not guaranteed. Just any other relationship, there are key functions for team effectiveness that merit consistent and ongoing TLC for the best possible outcomes.

How Does Your Team Measure Up To These 5 Effectiveness Criteria?

Effectiveness translates into expedited productivity and reduced costs. With roughly 90% of startups failing, building and sustaining structures that drive functional behaviors are essential.

Irrespective of your venture’s stage of development, how does your team measure up to these effectiveness criteria?

Foundational Trust

The members of great teams trust one another on a fundamental level. They trust one another’s character and capacity by demonstrating consistent and reliable behaviors (such as following through with committed actions), telling the truth and communicating intent.

Trusting teams nurture what Harvard’s Amy Edmonson calls “psychologically safe” work environments, where team members feel comfortable voicing mistakes which helps them to learn, iterate and grow, thereby improving overall performance. In doing so, members open themselves up to vulnerability: the fuel for building trust.

The outcome? In The Leadership Challenge, authors Posner and Kouzes cite that high-trust organizations out-perform low-trust organizations by up to 286%.

Healthy Resistance

From a baseline of trust, teams are able to engage in healthy resistance. How will your team interact when conflict emerges This may take the form of questioning, challenging, curiosity and real communication through a cycle of active listening, suspending judgment, respecting and voicing.

A healthy relationship with resistance results in more thoughtful decisions, uncovering truths and collectively creating sustainable initiatives. The alternative is often psychologically unsafe environments, avoidance, passive-aggressive behavior, slowed production and lost energy and time.

If you catch your team in unhealthy resistance, ask yourself: What is not being said?

Shared commitment

Defining a strategic vision collectively creates a collaborative culture and bolsters individual buy-in.

How does each team member define the strategic vision from their perspective – and what about it excites them? Facilitating a process for each member to conceptualize and then collaboratively organize individual statements into a shared vision creates reciprocal ownership, transparency and recognition.

Collective Accountability

Who is doing what? Defining team roles and responsibilities – and how each contributes to actualizing the shared strategic vision – creates a clear sense of purpose and provides a transparent (and very tangible) framework for accomplishment to meet users’, investors’, the public’s and other stakeholders’ needs. Incorporate ways of working together (values), shared strategic vision and roles into accountability structures by making the invisible visible. Tape them on a wall. Repeat them at the beginning of each meeting. Add them to your email signature. Remember, structure drives behavior.

Results-oriented

There is trust. There is healthy resistance. There is a shared strategic vision and articulated roles and responsibilities.

What additional systems does your team need to keep you on track and progressing forward: weekly meetings, project management systems where team members are in relation to a key milestone, etc? Make sure goals are specific: what will happen, by when, who is responsible, how are goals quantified and how you will know your goal has been achieved. Be agile and celebrate incremental successes. Teams that articulate and frequently revisit and refresh goals witness roughly 20% increase in effectiveness.

Irrespective of your startup’s stage of development, you can ensure your team’s optimum success by assembling, developing and nurturing a balanced and cohesive team founded on trusting relationships and healthy resistance.

The team needs to be guided by a shared strategic vision and realized through transparent systems, directed expertise, accountable task specification and directed drive. It really can mean the difference between winning and falling behind.

You are in this together.

Women 2.0 readers: What are your tips for making a team work as successfully as possible?

About the guest blogger: Frieda K. Edgette is Founder and Principal of Novos, a change management and coaching consultancy that helps individuals and organizations through strategic transitions.

Frieda is also Founder of Courage to Run, a leadership initiative dedicated to mutually developing female professionals in business, on boards and to public service through, yes, running, brunching and collectively inspiring.

She holds a MSc in Organizational and Social Psychology from the London School of Economics.

Photo credit: baranq via Shutterstock.

Источник: https://women2.com/2013/06/24/5-ways-to-measure-your-teams-success/

My Team Success Member Stage Members , Sample of Essays

Success for Our Team

Team B was a small group of people with interchangeable skills who found themselves responsible for a common purpose and goal.

Learning Teams can get more complicated projects done at a more rapid pace than an individual assigned project because decision-making is more effective in a team environment. Our team was some what complex.

We were a successful group of people who were cooperating, critiquing, communicating and reporting to a forum. Our team did not just happen. We were formed then molded.

(Kreitner, Ki nicki, 2004) states: So what is this first and most important step for creating effective teams? It’s called “Chartering.

” Chartering is the process by which the team is formed, its mission or task described, its resources allocated, its goals set, its membership committed, and its plans made. (p. 410) The formation developed in four stages.

The first was the Forming stage otherwise known as the “Ice Breaking Stage” in which we were uncertain about our roles and who to trust (Stewart, Manz, 1999).

During this stage we had a group discussion and a member became prominent to take the leader position. The following stage was Storming which is a time when members learn about ground rules discussed then confirmed by the leader. This is the stage where I learned that I was responsible for writing Example #1 and the date my part had to be turned in.

The third stage of our development was Nor ming, a stage of working together to reach our goals. In this stage Team B moved their individual turn in dates back a day and team members picked up additional tasks as the project had clear dead line dates. We became more aware that we were going to have less time for editing than we normally planned for.

The Essay on Group Theory Members Social Roles

… of individual members and acts on those members. (Festinger) Group decision making Given that one of … the group to its members and the attractiveness of members of the group to each other, and the degree to which the group satisfies the goal …

Lastly, the Performing stage is focused on solving any problems that arise. This stage is critical for getting the project done on time and completing the goal. Our team had a few problems toward the end. One problem that arose was a member did not have any references in his writing. The requirement was that he have two. The team had an additional task to complete.

Our last problem during this stage was when the team decided not to use a member’s material and wanted his sample completely changed.

This put much more pressure on the individual to get his work done and as a snowball affect it put more pressure on the editing team. Our team had a sense of unity that went through developmental stages.

The importance of the stages is that it focused on the team and not on individual personalities (Stewart, Manz, 1999).

Our team leader managed us well and we as a team were on friendly terms

Our team members were always on the same page and in return we had good participation which led to a well working team. Although the four stages concentrated on the team and less on the individual each team member had his or her own issues.

As a member of the group I asked myself “What’s going to be my job?” and “What are the others going to think of me.

” There were group issues as well “Can we do the project right” and “Who is going to be in charge ” (Stewart, Manz, 1999) In order to get these questions and ideas organized Team B members begin to fall into certain roles. There are three roles that took place.

The first general role was what was expected of us after given a position. For example, I was designated for Sample #1 I was expected to have two references in correct format and the sample had to be a page minimum.

I was a worker bee for the main body of the paper. Secondly, there were task roles which more specifically concentrate on member’s talents. For example, I was good at research and enjoyed free writing.

Therefore, I was designated a research and writing task.

The Essay on Effectiveness: Communication and Team Members

… to develop processes to ensure that issues, concerns and problems identified by team members are recognized and addressed Include copies of the organization … following: how are team members consulted about their roles, responsibilities and accountabilities; how do team members develop performance plans; how are team members supported in achieving performance …

The last role that every team member participated in one way or another was the maintenance role. Our leader took on the maintenance position of the Standard Setter and Consensus tester.

She through discussion made sure that the standard was being met and that everyone had an agreement of different aspects of the paper. I took on the role of Volunteer and offered whatever was needed. Another member took the role of Encourager and Tension Reliever he was saying “good job” and “We are going to make.

” The last member took on the role of Gatekeeper and Listener. She listened and made sure everyone had a chance to be heard.

Each Learning Team member played a different role and it was important for them to perform his or her duties in order to get max cooperation between each member. Through these maintenance roles better relationships developed and improved morale of the team.

In order for our team to develop into a well performing team we needed to have and maintain certain characteristics. We had seven characteristics that are described as: Purpose, Empowerment, Relationships and Communication, Flexibility, Optimal Productivity, Recognition and Appreciation, and Morale.

We had sense of direction, meaning and a goal that we all had to meet.

All team members knew their job and participated to find the best way to attain our goal. In order for us to be successful we had to have discipline. This meant setting ground rules and deadlines as quickly as possible. Our Team had a quick realization of good communication. Team members spoke freely of their opinions, thoughts, and feelings. Trust was gained quickly between us.

” Trust creates the pathway to open communication” (Parker, 2004, p. 174).

We listened to one another and gave honest feedback. One of my favorite characteristics Team B had flexibility.

This team identified and used the strengths of each team member. Other members took on new roles and tasks when needed. We had trust to speak our opinion even though it may have been harsh. Towards the end we worked harder and adapted our schedules to meet our goal.

The Essay on Team Members Objectives Good

… able to define the team's objectives and the roles of members clearly? How did you understand your different team members, appreciate them and …

Bring to mind both the good and bad experiences that you went through while working with team members and others. How did …

substantially improve the result of their joint efforts? Good team players place team objectives ahead of their own personal goals. If …

Good teams produce results. We fixed our problems through mutual respect and conversation. Deadlines and standards were met. I felt a sense of accomplishment. Individual task accomplishments were rewarded by team members. This encouraged performance and raised the confidence of each individual.

(Parker, 2003) When the project was finished everyone congratulated and appreciated one another. I felt I contributed to something successful and had a feeling of importance. The project was over and Team B had good morale. We successfully finished something that in the beginning was full of doubt.

We all were optimistic about the future and felt confident about working on our next project “The Learning Team Presentation.” When the team project was over I found there to be some true advantages of working in The Learning Team that led to our success.

I truly enjoyed the ability to be able to share and compare ideas between each other. For example, we shot back and fourth different names for the title. Instead of a few ideas from one person we had several to pick from.

Furthermore, I felt that each one of us was there to support the other during a tough challenge.

I believe support was there for a personal non-school related issue if someone had one. Team members gave it their best realizing that people were depending on them and looking at their work. Otherwise known as peer pressure. This was good pressure that brought out the best in everyone. Lastly, the team environment brought an atmosphere of group decisions.

We communicated our ideas and opinions then made a decision. During the course of the project the team hit barriers. We had conflict, but never vicious or violent actions as someone may thinks when he or she hear the word “conflict.

” Never the less if our team was going to be successful we needed a way to resolve our disagreements. It was going to be unavoidable for our team not to have any conflict.

The question was we going to use it positively or negatively? the five strategies that we became familiar with through the learning’s we used two of them. The first, Collaborative is “Trying to find a solution in which the needs of both or all parties are completely met.

” Secondly, Compromise definition is “Trying to find a middle position in which all parties give a little to gain something.” Through these two strategies the conflicts turned out to be a positive addition.

The Essay on Work Team Conflict Teams Employees

… in groups or work teams, conflict can, sometimes, arise. Types of Hypothetical Workplace Disputes Conflict can be good or bad for an …

, throughout the course of the project, one particular team member appointed herself as the team leader and proceeds to dominate the …

question and provide workable solutions to traditional concepts and ideas that usually hinder the growth of an organization (stops …

Our team was not afraid of it; therefore more ideas and thoughts were able to reach out for a group decision. We were a group of people with a vision working towards a common goal.

The building of our team was complicated. We negotiated roles and tasks according to our strengths and interests. We worked well together, but far from perfect.

Through varies conflicts ideas were exchanged and meaningful productivity resulted (Porter, 2003).

Good communication resulted from trust and respect. All members shared an equal participation which made it easier for each individual to contribute to the success of Week 3. Works Cited.

Источник: https://educheer.com/my-team-success-member-stage-members/

14 Sales Kickoff Best Practices for your Sales Team Success

Success for Our Team

Your sales kickoff is one of your most important initiatives, with the potential to motivate your reps to achieve phenomenal success this year.

How do you inspire, educate, motivate and celebrate your sales team in a way that helps them not only achieve but exceed their revenue targets for the year? Some of the most successful minds in the business share their secrets to a successful sales kickoff.

1. Align sales kickoff content with company goals

To achieve your revenue targets, your sales team needs to align with the overall goals of your organization.

A great way to do this according to Cara Hogan of Insight Squared is by the Executive level talking about business strategy, “This kind of open and transparent discussion of company strategy helps the sales team see the bigger picture so they understand that they’re working toward a larger goal.”

Going further, Joe Wilburn, Director of Sales for Brooks Group says, “People need a purpose (other than just commission), so each and every member of your team should know exactly how their work positively contributes to the company’s mission.

Aligning individual efforts with your organization’s purpose will keep everyone motivated to hit their own goals throughout the year—doing their part to add to the success of the team.

Lay out the strategy and exactly how each player will be expected to contribute so your salespeople can clearly see where the company is going and their role within it.”

2. Choose a theme for your event

Choosing a theme will help set the tone and agenda for your sales kickoff. Tom Snyder, Co-Founder and Managing Partner of VorsightBP says, “Too often we see sales kickoffs without a theme or with a theme that is lackluster. If success [to you]  is about motivation then you want a theme that you will recognize as motivating.” 

3. Set the agenda carefully

After the theme, comes an agenda that must meet your objectives. But as David Freeman, VP Corporate Sales of Nutanix points out, what you put into the agenda is just as important as what you leave out, “We have a lot of execs who want to talk about their area. We have to limit the airtime for people who just want to get up there.

We have to focus on what the participants need for this session in a face to face session. We may give them another opportunity to address the team, but we’re not giving people airtime just because they ask for it. We also don’t do topics that can be covered by webinars anymore.

If it’s just updated on product releases or informative one-way sessions, we’ll schedule webinars or other sessions.”   

Mohit Garg, Co-Founder and CRO of MindTickle suggest, “Before you settle on an agenda, talk to your reps and crowdsource ideas, obtain feedback, and help direct the sessions. Their suggestions, as well as some quick quizzes, may help you highlight knowledge gaps that you can focus on, rather than guessing what the reps need.” 

It’s also important to ensure that the agenda remains flexible. Freeman comments, “It can’t be one size fits all. Let people choose their own adventure. It’s important to let people figure out what they need at this point in their career, their role, their tenure, their specialization. Allow them to develop the skills they need.”

4. Set pre-work

Your sales kickoff is an integral part of your annual sales calendar, so it’s only reasonable to expect your reps to prepare for the big event.

As Art Sobczak, Author of ‘Smart Calling’ notes “Just a comedian has a warm-up act, so too should you, in order for the sales pros to be excited and prepped when they arrive.

Assign pre-work, have speakers do videos or webinars “teasing” the material, or even short sessions on the content to be covered.” 

5. Create an atmosphere of healthy competition

As part of the pre-work, you can get the reps motivated with a little healthy competition.

Mohit Garg suggests, “Have your reps do a pitch competition or complete bite-sized quizzes at the end of every day, and host a leaderboard so each rep can see how they compare against their peers.

The competition can continue throughout the kickoff and culminate in an award at the recognition night. Gamified techniques leaderboards are a great way to create a bit of healthy competition and get everyone excited, before, during and even after the event.” 

6. Provide time for interaction and cross-pollination

Whether it’s a casual dinner or more formal roundtables, providing time for people from different business units to interact and share ideas will be invaluable as the year progresses.

David Freeman suggests, “Create opportunities for interaction between execs and reps, reps and reps, engineers and reps. We’ve forced this into our kickoffs sessions that force these. Panels with execs with Q&A, roundtables with salespeople, breakouts with engineers and reps.

And time at the bar is just as important as the time in the session. Need to give people time to unwind, have fun, share war stories.” 

7. Share success stories

One of the best ways for salespeople to learn how to close a deal is by hearing success stories straight from the horse’s mouth. Steve W.

Martin, Author of the ‘Heavy Hitter’ series makes some suggestions on how to present these to the team, “I would recommend that you have your top salespeople be interviewed in a talk show program format by a moderator who has an extensive sales background.

I have found these types of panels are the most effective way to relay both the tangible and intangible aspects of winning to the rest of the team.”  Mohit Garg adds, “I recommend recording these interviews and making them accessible in an online content library so reps can refer back to them whenever they need to.”

8. Include a variety of sessions

There’s nothing worse than sitting in one powerpoint presentation after another. To keep people engaged Steve W. Martin suggests, “Break the session into chunks of time no longer than sixty minutes.

Also, break up heavy technical chunks with lighter topics, completely different subject matter, or audience participation activities. This way, the attendees will remain mentally fresh and have higher retention.

9. Don’t forget your customers

When planning the agenda, it’s important to ensure that your customer’s voice is heard. Joshua Meeks, Revenue Growth Consultant suggests conducting customer research, “Conduct at least 5 win and 5 loss interviews.

During the interviews ask the customer about the process they went through to come to their decision.

Why did they choose to do nothing, go with the competition or select us? What was their opinion of us? It is important to ensure the content covered and the skills developed are in sync with buyer needs.” 

Steve W. Martin also suggests using customer interviews to understand the decision-making process of your customers, “it provides a true snapshot of the competition’s strengths and weaknesses according to the person who matters most—the prospective customer.” 

10. Celebrate and recognize your top players

“Recognition is critical,” states David Freeman. “Make sure you’re recognizing the top people. One because they deserve recognition and need to be acknowledged, but also it’s great for everyone who’s new or not so successful to see the celebration of those people and give them something to shoot for in the coming year.” 

“If you’re giving awards for specific achievements make sure you capture on video a clip of the rep talking about how they achieved their accomplishment. This can be used later as sound-bites or in the online content library,” recommend Mohit Garg.

11. Reinforce concepts

Lori Richardson of Score More Sales suggests reinforcing some of the key concepts during the event, “Games Jeopardy are great because they can reinforce ideas for the upcoming year while also being fun and they get everyone involved.”

But once the kickoff ends, the hard work really begins. The team at Selling Power recommends, “Whenever you send an email, start a meeting, or get the team on a conference call, take a minute to highlight a recent story that illustrates the messaging from your sales kickoff – and make an explicit connection between the two.”

Mohit Garg also suggests leveraging the content from the kickoff, “Weave sound-bites from the kickoff into follow up sessions to make sure the messages stay with the team and build a cadence for reinforcement that continues throughout the year.” 

12. Pay attention to the details

While it may seem more administration, David Freeman notes, “The location matters – you want people to have fun and socialize. You get more people engaged that way and more motivated when out in the field. Put in extra attention to make sure people are happy with the food. It might seem small but it can increase morale significantly.”

13. Request and act on feedback

We’re all used to filling out forms at the end of a sales kickoff, but there’s more to gain by checking the pulse of the event while it’s still going on.

Mohit Garg suggests, “Take a quick poll at the end of each session to find out what’s resonating and get some real-time feedback that you can act on immediately.

It’s energizing when people can see that they’re being listened to and taken seriously.”

14. Evaluate the event

Once it’s all done and dusted, it’s important to make sure the kickoff achieved your objectives. Joshua Meeks recommends, “To ensure proper adoption of content and sales skills, survey the sales force.

Ascertain if knowledge gaps have been closed and skill sets improve. The best time to survey the field is one month after sales kickoff.

If sales reps aren’t using the new content and skills after a month, they never will.”

Mohit Garg also suggests, “You can track who is engaged with the content long after the event by using technology. If materials are accessible online, some platforms allow you to track who has accessed it and how frequently. This is a good indicator of engagement and can indicate adoption of the materials.” 

Источник: https://www.mindtickle.com/blog/14-best-practices-to-make-your-sales-kickoff-a-success/

What Our Customer Success Team Taught Us About Referral Marketing

Success for Our Team

We find it fascinating when a company pivot in one business area causes fortuitous side effects in other departments. In this case, our customer support team changed their approach in order to offer enhanced customer services, and our marketing team saw remarkable, unanticipated effects reflected in our marketing data. Here’s the story.

Moving from Customer Support to Customer Success

During the early stages of Bizible, as deals were consistently closing, all seemed well in the land of sales. After their product demo, system installation, and onboarding process was complete, customers seemed satisfied. However, while our sales team was paying attention to our current pipeline of leads and opportunities, we also needed to support our current customers.

But we had a problem. Our customer support team… was also our sales team. We were pulled in two directions, unable to fulfill either one of these roles proficiently.

At the end of the day, we realized that we weren’t dedicating enough resources to be able to serve our current clients well and move them along in their understanding of Bizible’s role in their marketing. This was very concerning.

As we sought out a solution, we began to design a new division within Bizible. It wasn’t long before we concluded that merely solving technical issues wasn’t the only service we wanted to provide.

We actually didn’t need a ‘support’ team. Instead, we needed a team that would identify with the customer’s marketing goals and help them achieve those objectives.

So, we formed our Customer Success Team.

The Customer’s KPI Became Our Success Metric

All of our customers have Key Performance Indicators (KPIs) that they measure, along with goals for each of those metrics.

Whether it’s increasing sales revenue, decreasing cost-per-acquisition, raising marketing ROI, or reducing wasted ad spends, they all have finish lines that they’re trying to cross.

And when a customer chooses Bizible as a way to achieve those goals, our Customer Success Team rallies around them.

We knew that our customers didn’t just deserve to be satisfied, but they deserved to be successful. Our customer’s goals became our goals, and their KPIs now mattered to us as much as they mattered to them.

The 5 Specific Goals of Our Customer Success Team:

1. Availability – We didn’t want to be a faceless organization in the eyes of our clients. Instead, our Customer Success team is available to every customer, able to answer any questions or help with any problems from day one.

2. Education – There is a dedicated Customer Success Manager (CSM) that runs right alongside new customers, making sure that they understand the features, reports, and system functions of the Bizible app. 

3. Support – Troubleshooting, problem solving, and technical assistance is one of our highest priorities as well. We never want difficulties with our system to throw a monkey wrench into our customer’s marketing success.

4. Communication – We don’t just wait for our customers to reach out to us. Our team takes an interest in reaching out to them. Our customers can expect regular communication from their CSM, who is ready and willing to talk about marketing strategy, reporting and even to chat for a minute.

5. Sophistication – As we continue to work with our customers, they eventually become experts themselves. They dive deeper into the data, and they begin analyzing the metrics on a more granular level.

Instead of simply understanding the data that Bizible provides, they start exploring that data to create informed and effective marketing campaigns.

Bizible becomes a tool in their belt as they become more successful at developing their craft.

As we pursued these goals, we began to see incredible feedback from our customers. Our focus on facilitating their success was apparent to them, and we started to see a consequent impact at a marketing level. All marketers know that word-of-mouth marketing and social proof evidence have an impact on referrals, but we started to see those principles come to fruition.

Lincoln Murphy (@lincolnmurphy), a marketer who writes extensively on the topic of customer success, explains it this way in his article Customer Success: The Definitive Guide saying,

“Having worked with over 300 SaaS companies – as well as Enterprise Software vendors migrating to SaaS – I can say without a doubt that Customer Success must be a fully-integrated, tightly-coupled component of a complete SaaS Business Architecture… You make sure your customers are successful and they’ll make sure you’re successful.”

Resulting Impact on a Marketing Level

Not long after our Customer Success Team began their work, we began to see a consistent uptick in referrals. Let’s take a look at the chart below.

While this graph doesn’t depict specific numbers, it does show the ratio of increase. The specific number of referrals in the fourth quarter of 2014 corresponds to the number 1 on the line graph. The figure ‘x2’ means that the number of referrals doubled, ‘x3’ means the number of referrals tripled, and so on from there.

After our Customer Success Team began, we saw our ‘opportunities from referrals’ metric more than quadruple in the first quarter of 2015. While we had always focused on helping our customers, it was apparent that they really appreciated the vested effort from our Customer Success Team to ensure that they were well equipped with everything they needed and more.

What We Learned about Word-Of-Mouth Marketing

While we understood in principle the impact that strong WOM marketing could have, we were able to see this firsthand through the data. When customers have an exceptional onboarding (and ongoing) experience with a SaaS company, they’re far more ly to recommend and promote that company’s services on their own time.

We also learned that marketing is really a full-company undertaking.

Yes, the marketing team writes content, publishes posts, creates ads, and coordinates events, but every single employee, regardless of which team they belong to, is a vital cog in the marketing wheel.

Although their mission is specifically to help our customers be as successful as possible, our customer success team incidentally supported the company’s marketing goals. 

Our success team was immensely encouraged, our marketing team was very impressed, and our sales team was ramped and ready to connect with these new referrals.

When it comes down to it, everyone sells, everyone markets, and everyone serves customers. There is meaningful overlap in the services rendered by each team.

Yes, we all specialize for the sake of efficiency, but we see blurred lines between departments all the time and for very good reasons. It keeps our company mission holistic.

 For us, the key is to be communally focused on the same goal – serving those people who choose to partner with us to make marketing more effective.

Источник: https://www.bizible.com/blog/customer-success-team-referral-marketing

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