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16 of the Best Job Interview Questions to Ask Candidates (And What to Look for in Their Answers)

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16 of the Best Job Interview Questions to Ask Candidates (And What to Look for in Their Answers)

When you’re interviewing people to join your team, you have to get creative — after all, there’s only so much that questions like “What’s your biggest weakness?” and “Are you a team player?” reveal about who your candidates truly are.

But what are the best interview questions to ask that will help you uncover your candidate’s strengths, weaknesses, and interests?

To help give you some ideas for the next time you’re meeting with a job candidate, here are some of the best job interview questions to ask, plus good answers to each question.

Questions to Test a Candidate’s Honesty and Sense of Ownership   

1. “What single project or task would you consider your most significant career accomplishment to date?”

Lou Adler, author of The Essential Guide for Hiring & Getting Hired and Hire With Your Head, spent 10 years searching for the single best interview question that will reveal whether to hire or not hire a candidate — and this was the one.

A good answer to this question:

Candidates’ answers will tell you about their prior success and sense of ownership. A great answer will show they are confident in their work and professional choices while being humble enough to show they care about the company’s success. For example, if a candidate built a sales or marketing campaign they’re particularly proud of, listen for them to explain how the business benefited from it. Did it help the company sign a major client?

2. “Is it better to be perfect and late, or good and on time?”

If your candidate responds with “It depends,” hear them out — the interview question itself is phrased in such a way that candidates can sense there is a right and wrong answer, and they’ll be looking for signs from you that they’re heading in the right direction.

A good answer to this question:

For most companies, the correct answer is “good and on time.” It’s important to let something be finished when it’s good enough. Let’s face it, every blog post, email, book, video, etc. can always be tweaked and improved. At some point, you’ve just got to ship it. Most managers don’t want someone who can’t hit deadlines because they’re paralyzed by perfection.

Try to remain neutral as they feel out their response, though. They might not be able to relate to work that’s measured purely by quality and deadline, but it’s important that they can express how they prioritize their tasks.

3. “Tell me about a time you screwed up.”

An oldie but goodie. This is a tried-and-true test for self-awareness. (Honestly, well-prepared candidates should see it coming and have an answer ready.) Someone who takes ownership of their mess-up and learns something from it is usually humble and mindful. Candidates who blame others or give a “fake” screw-up (something like “I worked too hard and burned out.”) are red flags.

A good answer to this question:

A good answer to this question will do two things well:

  • Admit to a genuine mistake. Often candidates will dress up a mistake with a self-compliment or excuse to avoid looking weak. For example, “I was so committed to X that I overlooked Y.” On the contrary, good answers will just show that they miscalculated, plain and simple.
  • Explain what they learned from it. It’s one thing to screw up, but it’s another thing to take that screw-up as an opportunity to improve. Great companies learn more from failure than they do from success — candidates who do too are exactly what you need to grow.

Questions to Test a Candidate’s Work Ethic

4. “Tell me about a time you set difficult goals.”

If you’re looking for a candidate who is goal-oriented and results-driven — as most hiring managers are — this question will help you gauge whether they’ll be able to handle the audacious goals you have in store for them. Ask follow-up questions like, “What did you do to achieve them?” Have the candidate walk you through the process and purpose of the goals they set out for themselves.

A good answer to this question:

A good answer to this interview question shows they understand what difficult goals are, and that they put a lot of effort into attaining their goals while maintaining a high standard of work quality. Listen for answers that describe a lofty goal and show why this goal challenged their normal targets. Responses that admit the candidate came up short of this goal can also indicate self-awareness and confidence despite a lack of success.

5. “What have you done professionally that is not an experience you’d want to repeat?”

A candidate’s answer to this question will give you an idea of how they viewed work they weren’t very happy with, which is bound to happen to everyone in every job at one point or another.

A good answer to this question:

HubSpot’s VP of Customer Service and Support Michael Redbord says candidates’ answers generally fall into a few categories:

  1. Something menial (e.g. envelope-stuffing). Pay attention to whether they understand the value of this getting done for the business, or whether they just think they’re too good for a job like that.
  2. Something really hard. Why was it hard? Was it because it was poorly planned, poorly executed, or something else? Where do they put the blame on it being such an unpleasant experience?
  3. Something team-related. Follow up with questions about the team, what their role on the team was, and so on.

Even the category of what they consider an experience they wouldn’t want to repeat is interesting, says Redbord. When you talk about extreme experiences that get people emotional, it can be very revealing. Keep in mind, however, that good answers don’t have to fall into any one category — what’s most important is if they extracted value from the experience despite their lack of interest in doing it again.

6. “What is your definition of hard work?”

Some organizations move at very different paces, and this question is an effective way to tell whether your candidate will be able to keep pace with the rest of your team and add value to your team. It also helps you identify someone who is a “hard worker in disguise,” meaning someone who might currently be at a slow-moving organization or in a role that is not well-suited to them, but wants to work somewhere where they can really get their hands dirty.

A good answer to this question:

A good answer doesn’t have to produce evidence of hard work — it should rather reveal if your candidate knows what it takes to get something done and solve the problems it was designed to solve.

Answers that talk about working hard by working smart are great, as well. Always listen for this — putting in the work to find the best way of doing something is often just as important as the task itself.

7. “Who is the smartest person you know personally? Why?”

These questions test what the candidate values and aspires to by forcing them to think of a real person they know, and then articulate what makes that person smart.

A good answer to this question:

Ideal answers vary, but could include specific examples of the person they’ve chosen’s ability to think ahead several steps and execute. They could also touch on the person’s decision-making skills, ability to connect, desire for learning, or application of the things they learned.

8. “What’s the biggest decision you’ve had to make in the past year? Why was it so big?”

Here’s a great way to figure out how a candidate approaches decision-making. Were they quick to make that big decision, or did it take them a long time? Did they spend most of their time reflecting on it by themselves or fleshing it out with others? How did they make a plan?

A good answer to this question:

Candidates’ answers could be work-related or personal. In addition to revealing their thought process, as described above, an effective response to this interview question will also show how the candidate was able to prioritize what was most important when each possible option might have had its own advantages and disadvantages.

If your candidate had hiring power in a previous position, for example, maybe they found it hard to choose between two job candidates of their own. A good answer might show that they saw immediate skill in one candidate but long-term potential in the other. Although both people had usable strengths, your candidate chose the second person because he or she offered he best return on investment.

best interview questions

Questions to Test a Candidate’s Interests, Passions, & Working Style 

9. “Tell me about the relationships you’ve had with the people you’ve worked with. How would you describe the best ones? The worst?”

Each team is different, so this question helps you tease out whether the candidate would be happy, productive, and well liked on your team. Their answer will tell you how they interact with others — and which kinds of interactions they want to happen.

A good answer to this question:

Answers to this question don’t have to focus on just professional elements of a relationship with colleagues — they can also be related to business culture. Maybe the candidate enjoyed their coworker’s positivity or thought their attitude lowered morale. Good responses aren’t one-sided, though. Look for answers that explain how their colleague’s work style thrived (or conflicted) with their own — not simply what their colleague did that benefited or offended them.

Many candidates are hesitant to bad-mouth their coworkers and bosses, so it’ll be interesting for you to hear how they navigate a question about their worst working relationships.

10. “In five minutes, could you explain something to me that is complicated but you know well?”

This is a much better test of intelligence than a college GPA, and it’s also a great gauge of a candidate’s passion and charisma outside of their core job responsibilities. Candidates who are passionate and knowledgeable about something — and can convey that well — are more likely to be enthusiastic and influential at work.

A good answer to this question:

The “something” in this question doesn’t have to be work-related — it can be a hobby, a sports team, something technical … anything, really. Good responses will tell you how well your candidate comprehends complex subjects and that they can articulate that subject to someone who doesn’t know much about it.

Explanations that use analogies also make good answers, especially if it’s a topic that is filled with industry jargon. This shows that the candidate can solve problems by drawing comparisons to things that are more universally understood.

11. “If I were to poll everyone you’ve worked with, what percentage would not be a fan of yours?”

At work, you can’t please everyone all the time. The answer to this question will help you find out if your candidate has enough drive and conviction in their own work to have ever conflicted with one or more of their colleagues.

Obviously you don’t want the candidate to be an unlikable person, though, so consider asking follow-up questions to find out why they might have alienated these coworkers: “If I were to interview these people, what words would they most frequently use to describe you?”

A good answer to this question:

The follow-up question about word choice is more important than the percentage they give in the initial question. In their answers, you should be encouraged by words like “passionate” and concerned by words like “lazy.”

Of course, not all negative words are red flags — while words that indicate a lack of work ethic might be a bad sign, words like “stubborn” could show a candidate’s self-awareness — and commitment to things their coworkers would rather move on from.

12. “What is something you’d be happy doing every single day for the rest of your career?”

While it’s important to hire for skill, it’s also important to hire someone who’s likely to be happy in the job for which you’re hiring. A question like this one will help uncover what makes each candidate happy at work — which is a great way to gauge whether they’d enjoy their role and stay at the company for a long time.

A good answer to this question:

There’s no right answer to this question — it’s more of a learning opportunity for you to see what your employees most enjoy in the industry. Nonetheless, a candidate’s answer to this question should align with the core responsibilities of the job for which they’re applying.

A sales candidate who says they could lead client kickoff meetings every day, for example, is a much better fit than a sales candidate who prefers to create lead-generating campaigns (a task that shows a bigger interest in the marketing side of things).

13. “If you had $40,000 to build your own business, what would you do?”

This question is a favorite of HubSpot Marketing Team Development Manager Emily MacIntyre. First, the type of business they choose to talk about can reveal a lot about their interests, values, and how creative they are. Second, it’ll give you insight into how business-savvy they are. By giving them a specific amount to work with (in this case, $40,000), they have the opportunity to parse out how they’d spend that money.

A good answer to this question:

The best answers to this question will get specific: They’ll offer an overview of the business and get into the logistics of where that money would go, whom they’d hire first, and so on.

Questions to Test a Candidate’s Knowledge or Interest in Your Specific Company

14. “Pitch our company to me as if I were buying our product/service.”

This is a unique and more challenging approach to the generic “What does our company do?” question. It forces candidates to not only drum up the research they’ve done to prepare for the interview, but also show they can use this research to craft a persuasive message that would be valuable in a business situation.

A good answer to this question:

This will come more naturally to some candidates than others. Above all, good answers to this interview question are able to combine an accurate definition of your company with what it offers to your core customer that they need or can’t get anywhere else.

Keep in mind that someone interviewing for a sales or marketing position might find it easier than someone interviewing for a non-client facing role — and that’s okay. You aren’t necessarily assessing their delivery. But it’ll be interesting to see how each candidate thinks through and gives their response.

15. “What has surprised you about this interview process so far?”

This is a question no candidate can really prepare for, and it’ll give you some indication of how candidates are feeling about the whole thing. Plus, you can see how they think on their feet.

A good answer to this question:

You’re looking for specifics here — something about the office space; the personality of the team; an assignment they were given to complete.

Honest answers are good answers, and answers that are directed at you are even better, as they show the candidate is confident speaking their mind in front of decision-makers. For instance, maybe the candidate was surprised you asked them about something on their resume that they don’t personally pay much attention to.

16. “Do you have any questions for me?”

This is another classic interview question, and like the one above, you’re seeing how candidates think on their feet. The answer to this question also reveals what’s important to the candidate. Are they wondering about company culture, or compensation? Are they curious about growth potential, or learning opportunities?

A good answer to this question:

There are no right or wrong answers, but personality and communication style are important factors when considering hiring someone to join your team, and you can get a sense of these factors with their answer.

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Why We Are Always ‘Clicking to Buy’, According to Psychologists

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Why We Are Always 'Clicking to Buy', According to Psychologists

Amazon pillows.

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A deeper dive into data, personalization and Copilots

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A deeper dive into data, personalization and Copilots

Salesforce launched a collection of new, generative AI-related products at Connections in Chicago this week. They included new Einstein Copilots for marketers and merchants and Einstein Personalization.

To better understand, not only the potential impact of the new products, but the evolving Salesforce architecture, we sat down with Bobby Jania, CMO, Marketing Cloud.

Dig deeper: Salesforce piles on the Einstein Copilots

Salesforce’s evolving architecture

It’s hard to deny that Salesforce likes coming up with new names for platforms and products (what happened to Customer 360?) and this can sometimes make the observer wonder if something is brand new, or old but with a brand new name. In particular, what exactly is Einstein 1 and how is it related to Salesforce Data Cloud?

“Data Cloud is built on the Einstein 1 platform,” Jania explained. “The Einstein 1 platform is our entire Salesforce platform and that includes products like Sales Cloud, Service Cloud — that it includes the original idea of Salesforce not just being in the cloud, but being multi-tenancy.”

Data Cloud — not an acquisition, of course — was built natively on that platform. It was the first product built on Hyperforce, Salesforce’s new cloud infrastructure architecture. “Since Data Cloud was on what we now call the Einstein 1 platform from Day One, it has always natively connected to, and been able to read anything in Sales Cloud, Service Cloud [and so on]. On top of that, we can now bring in, not only structured but unstructured data.”

That’s a significant progression from the position, several years ago, when Salesforce had stitched together a platform around various acquisitions (ExactTarget, for example) that didn’t necessarily talk to each other.

“At times, what we would do is have a kind of behind-the-scenes flow where data from one product could be moved into another product,” said Jania, “but in many of those cases the data would then be in both, whereas now the data is in Data Cloud. Tableau will run natively off Data Cloud; Commerce Cloud, Service Cloud, Marketing Cloud — they’re all going to the same operational customer profile.” They’re not copying the data from Data Cloud, Jania confirmed.

Another thing to know is tit’s possible for Salesforce customers to import their own datasets into Data Cloud. “We wanted to create a federated data model,” said Jania. “If you’re using Snowflake, for example, we more or less virtually sit on your data lake. The value we add is that we will look at all your data and help you form these operational customer profiles.”

Let’s learn more about Einstein Copilot

“Copilot means that I have an assistant with me in the tool where I need to be working that contextually knows what I am trying to do and helps me at every step of the process,” Jania said.

For marketers, this might begin with a campaign brief developed with Copilot’s assistance, the identification of an audience based on the brief, and then the development of email or other content. “What’s really cool is the idea of Einstein Studio where our customers will create actions [for Copilot] that we hadn’t even thought about.”

Here’s a key insight (back to nomenclature). We reported on Copilot for markets, Copilot for merchants, Copilot for shoppers. It turns out, however, that there is just one Copilot, Einstein Copilot, and these are use cases. “There’s just one Copilot, we just add these for a little clarity; we’re going to talk about marketing use cases, about shoppers’ use cases. These are actions for the marketing use cases we built out of the box; you can build your own.”

It’s surely going to take a little time for marketers to learn to work easily with Copilot. “There’s always time for adoption,” Jania agreed. “What is directly connected with this is, this is my ninth Connections and this one has the most hands-on training that I’ve seen since 2014 — and a lot of that is getting people using Data Cloud, using these tools rather than just being given a demo.”

What’s new about Einstein Personalization

Salesforce Einstein has been around since 2016 and many of the use cases seem to have involved personalization in various forms. What’s new?

“Einstein Personalization is a real-time decision engine and it’s going to choose next-best-action, next-best-offer. What is new is that it’s a service now that runs natively on top of Data Cloud.” A lot of real-time decision engines need their own set of data that might actually be a subset of data. “Einstein Personalization is going to look holistically at a customer and recommend a next-best-action that could be natively surfaced in Service Cloud, Sales Cloud or Marketing Cloud.”

Finally, trust

One feature of the presentations at Connections was the reassurance that, although public LLMs like ChatGPT could be selected for application to customer data, none of that data would be retained by the LLMs. Is this just a matter of written agreements? No, not just that, said Jania.

“In the Einstein Trust Layer, all of the data, when it connects to an LLM, runs through our gateway. If there was a prompt that had personally identifiable information — a credit card number, an email address — at a mimum, all that is stripped out. The LLMs do not store the output; we store the output for auditing back in Salesforce. Any output that comes back through our gateway is logged in our system; it runs through a toxicity model; and only at the end do we put PII data back into the answer. There are real pieces beyond a handshake that this data is safe.”

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Why The Sales Team Hates Your Leads (And How To Fix It)

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Why The Sales Team Hates Your Leads (And How To Fix It)

Why The Sales Team Hates Your Leads And How To

You ask the head of marketing how the team is doing and get a giant thumbs up. 👍

“Our MQLs are up!”

“Website conversion rates are at an all-time high!”

“Email click rates have never been this good!”

But when you ask the head of sales the same question, you get the response that echoes across sales desks worldwide — the leads from marketing suck. 

If you’re in this boat, you’re not alone. The issue of “leads from marketing suck” is a common situation in most organizations. In a HubSpot survey, only 9.1% of salespeople said leads they received from marketing were of very high quality.

Why do sales teams hate marketing-generated leads? And how can marketers help their sales peers fall in love with their leads? 

Let’s dive into the answers to these questions. Then, I’ll give you my secret lead gen kung-fu to ensure your sales team loves their marketing leads. 

Marketers Must Take Ownership

“I’ve hit the lead goal. If sales can’t close them, it’s their problem.”

How many times have you heard one of your marketers say something like this? When your teams are heavily siloed, it’s not hard to see how they get to this mindset — after all, if your marketing metrics look strong, they’ve done their part, right?

Not necessarily. 

The job of a marketer is not to drive traffic or even leads. The job of the marketer is to create messaging and offers that lead to revenue. Marketing is not a 100-meter sprint — it’s a relay race. The marketing team runs the first leg and hands the baton to sales to sprint to the finish.

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via GIPHY

To make leads valuable beyond the vanity metric of watching your MQLs tick up, you need to segment and nurture them. Screen the leads to see if they meet the parameters of your ideal customer profile. If yes, nurture them to find out how close their intent is to a sale. Only then should you pass the leads to sales. 

Lead Quality Control is a Bitter Pill that Works

Tighter quality control might reduce your overall MQLs. Still, it will ensure only the relevant leads go to sales, which is a win for your team and your organization.

This shift will require a mindset shift for your marketing team: instead of living and dying by the sheer number of MQLs, you need to create a collaborative culture between sales and marketing. Reinforce that “strong” marketing metrics that result in poor leads going to sales aren’t really strong at all.  

When you foster this culture of collaboration and accountability, it will be easier for the marketing team to receive feedback from sales about lead quality without getting defensive. 

Remember, the sales team is only holding marketing accountable so the entire organization can achieve the right results. It’s not sales vs marketing — it’s sales and marketing working together to get a great result. Nothing more, nothing less. 

We’ve identified the problem and where we need to go. So, how you do you get there?

Fix #1: Focus On High ROI Marketing Activities First

What is more valuable to you:

  • One more blog post for a few more views? 
  • One great review that prospective buyers strongly relate to?

Hopefully, you’ll choose the latter. After all, talking to customers and getting a solid testimonial can help your sales team close leads today.  Current customers talking about their previous issues, the other solutions they tried, why they chose you, and the results you helped them achieve is marketing gold.

On the other hand, even the best blog content will take months to gain enough traction to impact your revenue.

Still, many marketers who say they want to prioritize customer reviews focus all their efforts on blog content and other “top of the funnel” (Awareness, Acquisition, and Activation) efforts. 

The bottom half of the growth marketing funnel (Retention, Reputation, and Revenue) often gets ignored, even though it’s where you’ll find some of the highest ROI activities.

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Most marketers know retaining a customer is easier than acquiring a new one. But knowing this and working with sales on retention and account expansion are two different things. 

When you start focusing on retention, upselling, and expansion, your entire organization will feel it, from sales to customer success. These happier customers will increase your average account value and drive awareness through strong word of mouth, giving you one heck of a win/win.

Winning the Retention, Reputation, and Referral game also helps feed your Awareness, Acquisition, and Activation activities:

  • Increasing customer retention means more dollars stay within your organization to help achieve revenue goals and fund lead gen initiatives.
  • A fully functioning referral system lowers your customer acquisition cost (CAC) because these leads are already warm coming in the door.
  • Case studies and reviews are powerful marketing assets for lead gen and nurture activities as they demonstrate how you’ve solved identical issues for other companies.

Remember that the bottom half of your marketing and sales funnel is just as important as the top half. After all, there’s no point pouring leads into a leaky funnel. Instead, you want to build a frictionless, powerful growth engine that brings in the right leads, nurtures them into customers, and then delights those customers to the point that they can’t help but rave about you.

So, build a strong foundation and start from the bottom up. You’ll find a better return on your investment. 

Fix #2: Join Sales Calls to Better Understand Your Target Audience

You can’t market well what you don’t know how to sell.

Your sales team speaks directly to customers, understands their pain points, and knows the language they use to talk about those pains. Your marketing team needs this information to craft the perfect marketing messaging your target audience will identify with.

When marketers join sales calls or speak to existing customers, they get firsthand introductions to these pain points. Often, marketers realize that customers’ pain points and reservations are very different from those they address in their messaging. 

Once you understand your ideal customers’ objections, anxieties, and pressing questions, you can create content and messaging to remove some of these reservations before the sales call. This effort removes a barrier for your sales team, resulting in more SQLs.

Fix #3: Create Collateral That Closes Deals

One-pagers, landing pages, PDFs, decks — sales collateral could be anything that helps increase the chance of closing a deal. Let me share an example from Lean Labs. 

Our webinar page has a CTA form that allows visitors to talk to our team. Instead of a simple “get in touch” form, we created a drop-down segmentation based on the user’s challenge and need. This step helps the reader feel seen, gives them hope that they’ll receive real value from the interaction, and provides unique content to users based on their selection.

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So, if they select I need help with crushing it on HubSpot, they’ll get a landing page with HubSpot-specific content (including a video) and a meeting scheduler. 

Speaking directly to your audience’s needs and pain points through these steps dramatically increases the chances of them booking a call. Why? Because instead of trusting that a generic “expert” will be able to help them with their highly specific problem, they can see through our content and our form design that Lean Labs can solve their most pressing pain point. 

Fix #4: Focus On Reviews and Create an Impact Loop

A lot of people think good marketing is expensive. You know what’s even more expensive? Bad marketing

To get the best ROI on your marketing efforts, you need to create a marketing machine that pays for itself. When you create this machine, you need to think about two loops: the growth loop and the impact loop.

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  • Growth loop — Awareness ➡ Acquisition ➡ Activation ➡ Revenue ➡ Awareness: This is where most marketers start. 
  • Impact loop — Results ➡ Reviews ➡ Retention ➡ Referrals ➡ Results: This is where great marketers start. 

Most marketers start with their growth loop and then hope that traction feeds into their impact loop. However, the reality is that starting with your impact loop is going to be far more likely to set your marketing engine up for success

Let me share a client story to show you what this looks like in real life.

Client Story: 4X Website Leads In A Single Quarter

We partnered with a health tech startup looking to grow their website leads. One way to grow website leads is to boost organic traffic, of course, but any organic play is going to take time. If you’re playing the SEO game alone, quadrupling conversions can take up to a year or longer.

But we did it in a single quarter. Here’s how.

We realized that the startup’s demos were converting lower than industry standards. A little more digging showed us why: our client was new enough to the market that the average person didn’t trust them enough yet to want to invest in checking out a demo. So, what did we do?

We prioritized the last part of the funnel: reputation.

We ran a 5-star reputation campaign to collect reviews. Once we had the reviews we needed, we showcased them at critical parts of the website and then made sure those same reviews were posted and shown on other third-party review platforms. 

Remember that reputation plays are vital, and they’re one of the plays startups often neglect at best and ignore at worst. What others say about your business is ten times more important than what you say about yourself

By providing customer validation at critical points in the buyer journey, we were able to 4X the website leads in a single quarter!

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So, when you talk to customers, always look for opportunities to drive review/referral conversations and use them in marketing collateral throughout the buyer journey. 

Fix #5: Launch Phantom Offers for Higher Quality Leads 

You may be reading this post thinking, okay, my lead magnets and offers might be way off the mark, but how will I get the budget to create a new one that might not even work?

It’s an age-old issue: marketing teams invest way too much time and resources into creating lead magnets that fail to generate quality leads

One way to improve your chances of success, remain nimble, and stay aligned with your audience without breaking the bank is to create phantom offers, i.e., gauge the audience interest in your lead magnet before you create them.

For example, if you want to create a “World Security Report” for Chief Security Officers, don’t do all the research and complete the report as Step One. Instead, tease the offer to your audience before you spend time making it. Put an offer on your site asking visitors to join the waitlist for this report. Then wait and see how that phantom offer converts. 

This is precisely what we did for a report by Allied Universal that ended up generating 80 conversions before its release.

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The best thing about a phantom offer is that it’s a win/win scenario: 

  • Best case: You get conversions even before you create your lead magnet.
  • Worst case: You save resources by not creating a lead magnet no one wants.  

Remember, You’re On The Same Team 

We’ve talked a lot about the reasons your marketing leads might suck. However, remember that it’s not all on marketers, either. At the end of the day, marketing and sales professionals are on the same team. They are not in competition with each other. They are allies working together toward a common goal. 

Smaller companies — or anyone under $10M in net new revenue — shouldn’t even separate sales and marketing into different departments. These teams need to be so in sync with one another that your best bet is to align them into a single growth team, one cohesive front with a single goal: profitable customer acquisition.

Interested in learning more about the growth marketing mindset? Check out the Lean Labs Growth Playbook that’s helped 25+ B2B SaaS marketing teams plan, budget, and accelerate growth.


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