Emily Kramer: evaluation

Transcript context

…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. Awesome. All the templates and frameworks that you mentioned we're going to link to in the show notes. One of the things I love about is you're like a PM minded marketer where you make everything super concrete and templated and assigned.…

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