Mentions personal use of GACCS.

Transcript context

…And look like there were definitely ups and down marketing working with product at Asana as well. But I think overall we did a good job because of some of the systems that Asana had in place. Which is and we talked about this before but something that Asana did well is they had this list in Asana of course, everything at Asana was in Asana through Asana by Asana. But we had a list of areas of responsibility which is just who owns what, it's not your job title. It's what are the things that you are the DRI for? It doesn't mean you're not going to collaborate with people on those things. So what are you the directly responsible individual for? And this made it really easy to know who to go to. I'm just going to use DRI because I can't keep saying directly responsible individuals. So the DRI on tests on the onboarding experience is Jennifer the PM. But the copywriter for that is, I don't know, I'm sure who think of exactly who the person was, is Devin on marketing. So we broke it down that's simply so you knew who to go to. Because often what happens with product is they're like, I'm doing a launch, I don't know, especially when there's 15 marketers, I don't know if I'm supposed to go for this product launch or to figure out if this is a launchable feature, so I'm just going to skip it. So it's really helpful to say the product marketer owner for this part of the product is this and to just have this list. So just having clear ownership is what this comes down to. But it's one thing to have clear ownership but it's quite another to for other teams to know who that clear owner is. So I think having a clear list beyond titles and just like who owns what is really helpful. And then as you hire new people, you can break down those, the list kind of gets longer because you're going to break things down more. It goes from Emily owning all of marketing to me breaking that down and not owning all of it. So I found that really helpful. I also found at Asana we did something called Roadmap Week, which was before every quarter. Where we had of open meetings, sometimes they were open and sometimes they weren't. But we had cross-functional meetings to help plan for what you were going to do that quarter on your team. So I could sit in on the product road mapping for X as the head of marketing. And that was really helpful to just get a sense for what was going on. And sometimes there'd be people in those that were silent participators, and then adopting that would be made so you could see this. And maybe it doesn't scale forever, but it worked really well early on for people being able to be looped on things, to have these sort of out loud landing meetings where you were talking through here are our biggest decisions. Here's what we're wrestling between and getting input, kind of knowing what was going on. I think another thing that we did well was also having clear review processes. here are our biggest decisions. Here's what we're wrestling between and getting input, kind of knowing what was going on. I think another thing that we did well was also having clear review processes. And all of this sounds like a lot of process, but once you actually make an AORs list, it kind of runs itself. Someone new gets hired, they're excited to put in their AORs or someone gets the new responsibility and they're stoked to take it over from the head of marketing or whatever it is. I finally have handed you the master managing editor AOR and it becomes a big deal. The other thing that I think we did well from a marketing perspective is another newsletter that I have is this framework that I use called the GACCS or the GACCS. Which GACCS sounds more fun to say than the GACCS. But this is just a marketing brief that I recommend you do before you make anything big in marketing or do any big projects. And it's just what are the goals? What's the audience? What's the creative or unique end goal? What's this thing? I guess what's going to make it different and stand out from other companies? The second C is the channels or how this is going to be distributed. How are you going to get the word out about this? Deep thinking there. And then the last few are the stakeholders. Who's the DRI and who needs to weigh in and who's going to be the helper? Who are the contributors? And that's where you can include some product people and you can share this before you start doing any work. So for instance, if you're doing a product launch, product manager communicates with the marketing team. Maybe you have a meeting, maybe you share some brief from the product guide or you share sort of what's being built. And then marketing comes back to you with the GACCS. And you can kind weigh in on, here are the channels that are going to be using. The creative C has maybe the highest level messaging. And you get buy in early on and then you can go much faster. And then you're not just sharing with product, here's a blog post that I wrote for the launch. And you're like, what? This is the wrong audience, the wrong thing. You just save so much time sharing these types of things up front. So I find there's a handful of different practices that need to be in place, but it's sharing the right information at the right level of information at the right times and having a culture of doing that. And it needs to go both ways. Product needs to loop marketing and they are like, here's what we're working on this quarter here are going to be some of the things that we're launching or any of these interesting that you want to double down on and do what public launch for or whatever it is. Or we really think onboarding needs to be approved. Let's put together a group that's going to work on this quarter and let's kind of have a spring plan that's cross-functional. It's a lot of that. So a lot of this happens in a planning process. So if you as a company don't have a good planning process, you're not going to have good cross-functional collaboration, especially between product and marketing. And I think the last thing is just a respect for the skillset. n't have a good planning process, you're not going to have good cross-functional collaboration, especially between product and marketing. And I think the last thing is just a respect for the skillset. Recognizing you are good at this or you have access to engineers, you know how to get them to do things. I don't want to do that as a marketer. I'm good at storytelling and I know how to get people in the door in the funnel. And let's respect what each person is good at and let them go do their thing. So those are just some of the tactical practices and things that we did in Asana that I thought worked well. But it's hard. I mean, everyone wants the other team to be doing something a little bit differently and that's always going to be the case. And those tensions in some cases are good because that's why you have the benefit of having different teams and different perspectives. But it gets out of hand when people are just working in silos and aren't communicating with each other, aren't looping people in on things that they're experts on.…

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