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7 Skills You Need to Be a Good Manager [Data + Expert Tips]

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7 Skills You Need to Be a Good Manager [Data + Expert Tips]

What does it take to be a good manager? Some say it’s empathy, others will say it’s transparency. The truth is, it’s a combination of many elements.

I surveyed and spoke with internal and external employees to discover the makers of a good manager. Whether you’re currently managing a team or are interested in doing so, keep reading to discover what we found out.

7 Skills People Managers Must Master, According to HubSpot Employees

Why do people really quit their jobs? Many will say it’s because of salary, benefits, or workload. However, studies show it’s usually due to management.

Studies show companies need good managers to retain good employees.

But what exactly does a good manager look like? What skills or strategies can you develop to ensure you’re considered a good one?

To explore this issue, we polled people and asked them to check off all the qualities they felt were most important for a great manager.

when asked about the qualities and skills of a great manager, 58% responded "They trust me to work autonomously."Respondents listed these top three qualities or skills:

  • 58% said, “They trust me to work autonomously.”
  • 46% said, “They are empathetic and understanding.”
  • 45% said, “They give me useful, clear feedback.”

Other answers included a willingness to teach, interest in career growth, strong communication skills, awarding credit, and inviting fresh ideas.

Along with this data, I consulted my colleagues to get their thoughts on what makes a people manager effective. Here are 7 crucial qualities of a great team leader.

1. Good managers help employees navigate change.

Consider the last time you experienced change within your organization.

I’m willing to bet the change felt daunting at times. Fortunately, good managers can mitigate the negative or ambivalent emotions that arise from change.

“The strongest managers are ones who can help their teams navigate change in a very personal way,” Christine McLaughlin, a senior project manager on HubSpot’s Sales Leadership Enablement team. “I’m a firm believer that every challenge presents an opportunity. But, because we’re human, we can’t always see the opportunity from the start.”

McLaughlin adds, “Our personal life, mental health, physical health, the last meeting we had, the next meeting we’re preparing for, all play a role in influencing how we perceive change. Do we view it as a challenge? An opportunity? A setback? A relief?”

“Strong managers can translate change for each individual on their team. They meet their teammate where they’re at and help to answer their questions and concerns to bring them to where they need to go.”

How can you do this? Start by fostering psychological safety, so your employees feel comfortable mentioning how they feel about a certain business change. Then, listen carefully to their concerns and work on providing solutions for those issues.

For instance, let’s say your team has experienced a reorg and one of your direct reports is concerned her role is going to change as a result.

To mitigate those concerns, consider creating a document that outlines which (if any) of their responsibilities might change as a result of the reorg — along with some new opportunities they can pursue to continue developing their professional skills.

2. Good managers are open and transparent.

Trust and transparency are undeniably critical components of good leaders — and, post-pandemic, this is continuing to rise in importance.

In fact, Edelman’s most recent 2021 benchmark barometer on trust in leaders found employees ranked “good employee communication” 44 points higher than in the previous year.

Keri Polmonari, HubSpot’s Manager of Customer Success on the SMB team, believes transparency to be one of the most important attributes a good leader can possess.

“Business changes — like changes in department goals, processes, or personnel — can be difficult and overwhelming,” she says, “when everyone understands the why behind these business changes, they are more open and understanding of implications this could have on their jobs, both positive and negative.”

She adds that transparency builds trust, fosters relationships, and creates organizational alignment, all key components of a company’s and individual’s success.

quote from manager Keri Polmonari on what does it mean to be a good manager?

3. Good managers encourage vulnerability.

When was the last time your manager started your 1:1 with a slightly more personal question, like, “How was your birthday this past weekend?” or “Read any good books lately?”

These questions ultimately help encourage vulnerability by creating space for you to share information about your life outside of work — and they can go a long way toward creating stronger bonds.

“Whenever I start a new role or inherit a new team, I begin by enabling and encouraging vulnerability,” said VP of marketing at Trusted Health, Jill Callan. “This helps me forge strong bonds with my direct reports and allows them to be comfortable to share ideas and admit weaknesses.”

Callan adds, “I’m also very intentional about getting to know my team as individuals and learning about their lives outside of work. Taking the time upfront to build a strong, authentic relationship with my direct reports helps us tackle inevitable tough challenges down the line.”

To encourage vulnerability, consider how you might increase your own openness with your team. For instance, perhaps you admit when you’re feeling overwhelmed with childcare duties, mention a Netflix show you’ve been binging, or simply chat about the gardening hobby you’ve picked up.

And embrace vulnerability by admitting when you’ve made a mistake or you’re feeling overwhelmed — it will help your employees feel comfortable admitting the same.

what does it mean to be a good manager? Jill's quote on the importance of building authentic relationships.

4. Good managers find ways to supplement their team member’s weaknesses.

I once had a manager who repeatedly sought out learning and development opportunities for the areas we’d determined as weaknesses of mine. She would often email me public speaking courses, or data & analytics workshops.

As a result, I continued to grow professionally, and I felt challenged. This is what a good manager does: Continues to keep a direct report’s weaknesses in mind, and provides guidance to help them improve.

Former HubSpot Senior Manager Christina Perricone concurs.

“Good managers find ways to supplement their team member’s weaknesses,” she said. “Each of us has skills that come naturally to us, as well as skills we’re not so great at.”

“An attuned manager can identify an individual’s weak areas and will surface resources or offer guidance to assist in those areas.”

With this in mind, take stock of your team’s weaknesses and actively pursue resources that can help your team develop their weaker skills.

Additionally, use the hiring process to create a more well-rounded team by identifying the strengths and weaknesses of existing employees.

As Perricone says, “Good managers are skilled at balancing out their teams by recruiting talent that can fill in the skill and experience gaps, thereby creating a more well-rounded unit.”

5. Good managers work for their employees — not above them.

You might be thinking, “Managers work for their employees? Isn’t it the other way around?

Actually, a manager, like an employee, is more effective when they’re an active team player.

While an employee’s job is to fulfill tasks within a job description, a manager’s job is to make their team successful. To do this, a manager shouldn’t be afraid to chime in during meetings, assist on projects, or help their team grow or succeed in other ways.

For instance, consider asking your direct reports during a 1:1, “Is there anything you need me to do?”

This question can be translated in multiple positive ways, including:

  • “Are there any blockers I can remove for you?”
  • “Are you waiting on a decision from me on anything?”
  • “Are you working on an idea that you want to share with me?”
  • “Is there something going on in your world outside of work that’s competing for your time and attention?”

Ultimately, a good manager considers it their primary job to make their employees successful.

6. Good managers are always aiming to improve their emotional intelligence.

Emotional intelligence — or the skill that requires you to understand your own emotions, learn how to manage them, and know how to respond to the emotions of others on your team — is a vital component of good leadership.

Emotional intelligence can help you ensure you’re giving clear directions and allows you to be empathetic to the needs of others. In short, it can help you foster stronger professional relationships and communicate effectively.

Most importantly, emotional intelligence enables you to stay calm during high-stress or unexpected situations — which can prevent you from making rash decisions as a leader, or stressing your team out unnecessarily.

7. Good managers can establish and promote psychologically-safe environments.

The ability to cultivate psychological safety is a critical asset that Jennifer Brault, team manager on HubSpot’s social media team, values in her own people manager.

“Feeling supported, heard, and understood is the foundation I need to be able to come to work every day with the right mindset to do good work,” Brault says.

Brault adds, “Genuine empathy and psychological safety are hard to fake, and it’s something that I think everyone should master before they consider the people management path.”

Psychological safety fosters innovative thinking and the ability to adapt well to change — and yet, according to a 2020 McKinsey Global Survey, only a handful of business leaders often demonstrate the behaviors associated with psychological safety.

If you’re a manager or hoping to be a better leader, it’s important you take time to identify aspects of your management style or overall office culture that could benefit from psychological safety.

For example, rather than using language that makes your team members feel scared of missing deadlines or goals, keep an open and supportive dialogue.

You’ll find that they will confidently come to you with successes, learnings from failure, or concerns while they’re working on high-pressure projects.

Alternatively, if a team member is having trouble with a project, you should offer advice or assistance to help them remove blockers, rather than telling them to just get it done.

Supportive communication with team members allows them to learn from mistakes and grow as employees, rather than work tirelessly on projects because they fear that they’ll lose their jobs.

Tips for Being a Good Manager

As outlined in the data above, there are a few key traits required of any good manager. These include:

  • Providing coaching and mentoring when necessary, but enabling your team to work autonomously and trusting them to get the job done.
  • Showing empathy toward your direct reports as people with lives outside of work, and creating a sense of psychological safety for your employees to feel comfortable admitting when they’re struggling or need help.
  • Being clear and direct with feedback.
  • Going the extra mile to help foster your employees’ professional growth through training, learning & development opportunities, or 1:1 sessions in which you coach them on certain skills.

However, a good manager looks different depending on the department or role — a good sales manager, for instance, requires different skills than that of a good marketing manager.

Let’s dive into those, now.

How to Be a Good Sales Manager

Being a good sales manager requires a few unique skills outside of those listed above.

Along with setting clear expectations, communicating effectively, and inspiring your sales reps to perform at their best, a good sales manager needs to demonstrate a positive mindset, build team unity, and learn how to best support each sales rep in the unique way that will serve him or her best.

Good Sales Manager Examples

  • Using a dashboard or task management tool to easily track metrics for each sales rep. With this approach, you avoid taking up too much time in your meetings discussing metrics and focus on how you can help, support, and coach your reps.
  • Planning team outings or events that allow your team to build relationships with one another. Sales can be high-pressure and stressful, so it’s important you provide dedicated time to enable your sales reps to connect with one another and feel that they’re part of a support system.
  • Looking for training and development opportunities so your sales reps can continue to improve. In 1:1 meetings, focus on how you can help them achieve their goals; in team meetings, figure out what types of training can help the entire team perform better.
  • Motivating your team by focusing on the ‘bigger purpose’ to ensure they feel intrinsically motivated. Sales isn’t just about hitting quota and making money — remind your team of your company’s bigger purpose to ensure they feel fulfilled and motivated.

Looking for more sales manager tips? Take a look at what sales leaders should prioritize in 2022 and things every sales manager should know.

How to Be a Good Marketing Manager

Marketing managers are often responsible for a content property or program, which means their tasks can vary greatly.

Good Marketing Manager Examples

  • The ability to think big-picture by leveraging data to create a strong long-term strategy.
  • Knowing when to pivot when an existing strategy isn’t working out as expected.
  • Communicating effectively with various stakeholders — this includes inspiring and motivating your direct reports, communicating team goals cross-functionally and to leadership, and creating clear external communications, as well.
  • Delegating and organizing tasks effectively.
  • Facilitating your direct that growth by giving them projects that align with their interests.

To learn more about managing a marketing team, take a look at What Is a Marketing Manager?

How to Be a Good Project Manager

To be a good project manager, you need a few additional technical skills compared to the other managers on this list.

A few other project management skills and responsibilities include:

  • Setting realistic goals and understanding what resources are required.
  • Having good organization and communication skills. A good project manager is organized and detail-oriented to effectively delegate tasks to the right teams, and can clearly articulate the full scope of a project to various stakeholders to ensure alignment on the larger strategy.
  • Analyzing and determining potential risks. A good project manager foresees potential roadblocks in any given project and analyzes metrics and data to determine the best way to mitigate those risks.
  • Using the best project management software options at their disposal to create a streamlined process and keep track of responsibilities and timelines.

That’s it! With all of this information, you’re well on your way to becoming a better manager.

Remember, like any other role, becoming a good manager requires time, patience, dedication, and a consistent desire for feedback from your direct reports to iterate and grow over time.

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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

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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.

1716755163 298 Why The Sales Team Hates Your Leads And How To1716755163 298 Why The Sales Team Hates Your Leads And How To

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.

1716755163 789 Why The Sales Team Hates Your Leads And How To1716755163 789 Why The Sales Team Hates Your Leads And How To
  • 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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