Good leaders inspire and motivate their employees.
But it’s easier said than done. There are many ways to be a good leader, and it isn’t a one-size-fits-all approach.
If you’re unsure how to become a good leader, you’re in luck. Here, we’ll explore research-backed or expert-backed tips for becoming a better leader at work. Let’s dive in.
What does it mean to be a good leader?
While the term “good leader” can be difficult to define, it’s easy to spot in practice.
A good leader should have the following qualities:
Additionally, when we surveyed 300 people across the U.S., 44% respondents marked “Ability to communicate” as the most important trait/skill of a good leader. Strong communication skills came ahead of resiliency, creativity, humility, and even self-awareness.
Ultimately, a good leader is meant to inspire, motivate, and challenge each team member to hit their goals, impact the business’ bottom-line, and reach their fullest potential.
Fortunately, leadership isn’t a trait that you’re either born with or you’re not. Instead, good leadership skills can be learned. Let’s explore how to become a better leader, next.
How to Be a Better Leader at Work
1. Take a leadership assessment.
The first step towards becoming a better leader is assessing your personal strengths and weaknesses to understand areas for improvement.
Start by taking a leadership style quiz to determine which of the 8 leadership styles fits how you lead. Understanding your leadership style can help you determine how your direct reports view you, as well as the gaps that might exist in your current style.
For instance, let’s say you determine you’re an autocratic leader. An autocratic leader doesn’t ask for input from any team members before making a final decision — which can be ineffective, since it inhibits the leader from hearing different perspectives, and doesn’t empower his or her employees.
Once you’ve determined this is your leadership style, you can work to actively request input from team members — which enables employees to feel heard and empowered, while also helping you ensure you have all the information necessary before making a decision.
2. Be transparent and create open dialogue.
Ultimately, transparency and honesty leads to a higher level of trust between team members and leaders, so remaining transparent with your direct reports is critical.
Your direct reports want to know what’s happening with the organization at-large, so taking the time to have direct, honest conversations with them about the company’s goals is key.
For instance, if your department is going through a re-org, take the time to explain to each direct report why the re-org is taking place, and make space for each employee to express their concerns.
Being transparent and honest also encourages your direct reports to do the same. If they feel you hide information from them or aren’t forthcoming, they’ll act similarly — which can lead to confusion and an increased risk of miscommunication.
Good leaders are also excellent communicators. As Vice President of Blue Frog, Kelsey Halverson, told me, “Good managers teach, great managers listen. A manager becomes a great teacher when he or she has a genuine desire to hear the organizations goals, challenges, and vision.”
Halverson adds, “It’s not the role of a manager to tell the organization what to do — Instead, it’s to listen and guide the team into actionable strategy that will empower innovation and drive results.”
Taking the time to tailor your communication style for each direct report goes a long way towards establishing strong relationships with them. To do this, ask each direct report to complete a DiSC assessment, which will help you better understand each team member’s personality, how they respond to challenges, and how they prefer to communicate.
3. Foster deeper relationships with your team members.
Taking the time to learn who each of your team members are outside of work is vital for fostering a deeper relationship with them and establishing trust and understanding.
Consider using icebreaker questions during team meetings, or creating opportunities for the team to bond outside of work. Additionally, ask your direct reports about their preferred way to work — including communication styles, how they like to receive feedback, and what their professional goals are.
Finally, building rapport is about taking the time to get to know each direct report. In 1:1s, rather than jumping right into your meeting’s agenda, consider beginning the conversation more naturally by asking about your direct report’s weekend plans, or what she enjoys doing outside of work, all of which helps you both relate on a more human-to-human level.
Providing your team members with learning and development opportunities can help you reduce turnover rates and increase employee engagement.
Being a good leader is all about seeking out learning and development opportunities for your direct reports, encouraging them to learn, grow, and face new challenges.
Additionally, it will help you make your team more successful in the long-run if you can help team members up-skill in certain areas, or nurture their own leadership skills as your team expands.
5. Show appreciation for a job well done.
Feeling recognized for a job well done can help boost an employee’s morale, engagement, and productivity.
For instance, consider the last time your boss gave you specific and positive feedback, such as, “You did a great job on your presentation on Tuesday. You gave fantastic context into the problem we’re trying to solve on the team, and you were clear and articulate about your proposed solutions.”
Not only would that make you feel great, but I’m willing to bet it would encourage you to work just as hard on your next presentation for more of that positive reinforcement.
Good leaders are innovative, creative, and open-minded to new ideas or processes. Rather than adhering to the status quo, a good leader constantly looks for ways to streamline processes, create new opportunities for their team, and increase impact on the bottom-line.
Good leadership includes taking a big-picture vision or strategy, and assigning specific tasks to individual team members to inspire, motivate, and challenge your team.
For instance, last year my manager recognized we needed a new process when it came to working with guest contributors. Once she’d recognized this big-picture challenge, she assigned the project to me. I was excited to own the creative process of brainstorming a new strategy, which kept me engaged and motivated at work.
Positivity is contagious, so being a positive leader can go a long way towards instilling confidence, pride, and happiness in your team members.
To be a positive leader, you’ll want to:
Focus on an employee’s strengths and provide positive feedback in 1:1s
Cultivate positive relationships with your team members
Ignite hope by painting a picture of an exciting vision for the future, and consistently reminding employees of why their work matters
However, it’s important to note: You don’t want to prioritize positivity over reality.
As Senior Manager of HubSpot Blog Program’s Karla Hesterberg told me, “I think the best leaders balance realism and optimism really well. You want to keep your team feeling positive about the direction you’re headed, but you can’t gloss over challenges — you have to acknowledge when things are tough and give your team space to feel those things.”
Hesterberg says, “You can’t try too hard to put a positive spin on everything or you’ll end up minimizing real challenges.”
Hesterberg adds, “The best leaders I’ve worked with are really skilled at acknowledging the tough things but then convincing everyone to stay on the train anyway because where you’re all headed is great.”
Good leadership doesn’t happen overnight, and a good leader is humble enough to admit they’re not always going to get it right. There are setbacks in any leadership position.
Being self-aware, open to feedback, and flexible in your approach will set you up for more success in the long-run, particularly as your team grows, or your business’ needs change.
Google will replace Federated Learning of Cohorts (FLoC) with a new interest-based targeting proposal called Topics, the company announced Tuesday.
The Topics API will share a limited number of topics of interest, based on the user’s recent browsing browsing history, with participating sites without involving external servers. Users will be able to review topics assigned to their profile and remove them. There are no plans at this stage to allow them to add topics. Google says it will have a process in place to exclude potentially sensitive topics like race and sexual orientation. The final iteration of the user controls, as well as other technical aspects of how Topics works, will be determined based on the trial and feedback, Google said.
Google had no news to announce with respect to its Privacy Sandbox Timeline for deprecating third-party cookies, although it conceded it might change depending on trials and feedback.
How it will work. “With Topics, your browser determines a handful of topics, like ‘Fitness’ or ‘Travel,’ that represent your top interests for that week based on your browsing history,” Google said in the announcement.
Up to five topics are associated with the browser. Topics are stored for three weeks and the processing occurs on the device, without involving any external servers, including Google’s own servers.
Google is starting this initiative with about 300 topics “that represent an intersection of IAB’s Content Taxonomy V2 and also our own advertising taxonomy review,” said Ben Galbraith, Chrome product director, “This is a starting point; we could see this getting into the low thousands or staying in the hundreds [of topics].”
When a user goes to a participating website, the Topics API selects three topics (one from each of the past three weeks) to share with that site and its advertising partners. If a site does not participate in the Topics API, “Then it doesn’t provide a topic nor does it receive a topic,” Galbraith said. The site itself or its advertising partners can opt in to the Topics API.
Google has also published a technical explainer containing more details about the Topics proposal.
The difference between FLoC and Topics. One of the main distinctions between Google’s previous targeting proposal, FLoC, and the Topics API is that Topics does not group users into cohorts. As the Electronic Frontier Foundation has pointed out, fingerprinting techniques could be used to distinguish a user’s browser from the thousands of other users within the same cohort to establish a unique identifier for that browser.
Additionally, under FLoC, the browser gathers data about a user’s browsing habits in order to assign that user to a cohort, with new cohorts assigned on a weekly basis, based on their previous week’s browsing data. The Topics API determines topics to associate with the user on a weekly basis according to their browsing history, but those topics are kept for three weeks. They are shared with participating sites and advertisers rather than a FLoC cohort ID.
The difference between contextual advertising and Topics. Galbraith confirmed that, unlike traditional contextual advertising, users can be targeted by topic even on sites that have nothing to do with the topic. In other words, someone that had showed interest in camping equipment in the previous three weeks might be targeted with ads for tents on a sports website.
“Time will tell” which browsers will adopt. Google is in the early phases of implementing the Topics API, so other browsers likely won’t have had a chance to evaluate it. But, Chrome was the only browser to adopt its predecessor (FLoC), so it’s unlikely that Firefox, Safari, Edge or other browsers will adopt Google’s proposal this time either.
“We’re sharing the explainer, which is the beginning of that process to discuss with other browsers their view on the Topics API, so time will tell,” Galbraith said.
Why we care. Google is currently set to deprecate third-party cookies in Chrome sometime next year and now we have a better idea of what audience targeting options will be available. Although FLoC is now officially off the table, the remarketing solution FLEDGE is still under consideration.
Prior to the Topics API, Google ran into a number of challenges with FLoC, including lack of adoption, industry pushback and regulatory issues. The company has likely addressed some of those challenges with this new proposal, but adoption among other browsers remains unlikely, which could impact how big of a user base advertisers are able to get in front of.
Galbraith declined to make explicit comment on the alternative identifiers being developed within the adtech industry, only saying that Google believes that the days of tracking consumers are over.
Additional reporting by Kim Davis.
About The Author
George Nguyen is an editor at Third Door Media, primarily covering organic and paid search, podcasting and e-commerce. His background is in journalism and content marketing. Prior to entering the industry, he worked as a radio personality, writer, podcast host and public school teacher.
Customer relationship management (CRM) is the technology brands use to nurture relationships with their customers. These solutions are designed to help sales and service agents communicate with customers more effectively. And because 91% of businesses with more than 11 employees use a CRM, marketers would be wise to learn about all they have to offer.
In this piece, we’ll dive deep into CRM systems and their impact on marketing teams. We’ll cover:
Estimated reading time: 11 minutes
The benefits of CRM
At their core, CRM systems are designed to facilitate customer and sales relationships. From the most basic solutions to the most complex, CRM software stores, organizes and shares customer information to facilitate connections. They collect basic information such as customer websites, emails, phone numbers, purchase dates, social media data and much more. Some even record data in the form of lead scoring based on internal analysis systems.
CRM platforms track user activity across many online channels and seek to guide them through your sales funnel. In essence, they work to paint a picture of the customer to better understand them and, ultimately, fulfill their needs. This approach saves brand resources by focusing on potentially profitable actions, rather than adopting a hit-or-miss approach and hoping customers “bite.”
Organizations of all sizes can take advantage of CRM’s wide range of benefits, including:
Improved information organization.
Automated data entry.
Prospect follow-up reminders.
“Corporations invest in sophisticated CRM, or customer relationship management, programs to effectively oversee their relationship with their customers at every point during the buying process,” says Marc Ostrofsky, entrepreneur and bestselling author of “Get Rich Click.”
CRM platforms can save brands time and resources, yet their ability to enhance customer relationships is their greatest asset. Trust is a bigger success factor than ever in our transformed digital landscape, and brands that fail to keep their customers happy from the get-go will most likely lose out. A CRM system can help organizations combat this challenge by speeding up communication, offering insights to help anticipate needs, and orchestrating marketing activities to deliver relevant information to enhance customer journeys.
Types of CRM systems available
CRM systems are often confused with customer data platforms (CDPs) because they both store customer data, but the two are designed to meet different challenges. CDPs bring together customer data from various sources and unify it, creating shareable profiles in the process, while CRM software enhances the communication and brand relationship with customers, leveraging their data to craft more engaging communications.
At their core, CRM tools offer solutions to help support sales and service agents with customer communications. Unlike CDPs, CRM systems use their technologies to ensure each step of the customer’s experience is as frictionless as possible.
There are a variety of CRM formats available — cloud-based, on-premise, industry-specific, etc. — but there are three main function groups most solutions fall into. Each of these reflects a specific business function designed to address brands’ customer relationship needs.
Operational CRM. The main purpose of operational CRM systems is to help sales, marketing, and service teams better streamline customer interactions. These use various forms of automation to help provide customers with the best experiences. Salesforce and HubSpot are some of the most popular operational CRM tools.
Analytical CRM. Many CRM systems are designed to store vast amounts of data, but not all are effective when it comes to categorizing and drawing insights from it. Analytical CRM software can help marketers determine customer preferences and points of contact more easily through data warehousing, data mining and online analytical processing (OLAP). Zoho Analytics is a good example of an analytical CRM.
Collaborative CRM. Clear communication is key when it comes to sharing customer data across sales, marketing, and customer service departments, which is where collaborative CRM systems thrive. These use interaction and channel management features to give relevant teams a 360-view of customers. Microsoft Dynamics 365 and SAP Customer 360 are popular collaborative CRM systems.
CRM software can be a valuable asset to all departments within your organization, which is why many brands have some form of it. 65% of salespeople used CRM tools in 2020, and it’s growing at a rapid pace — spending on CRM is expected to reach $96.5 billion by 2028, according to Grand View Research, Inc.
Enterprises and small businesses alike have found CRM software helpful in their lead management processes. But companies with the following qualities tend to get the most use out of them:
Businesses with sales teams.
Businesses with dedicated marketing teams.
Businesses with accounting teams.
Business with human resource departments.
There are also certain industries that use CRM systems more than others due to their innate compatibility.
Retail and e-commerce. While building relationships with customers is important to any enterprise, a CRM’s ability to encourage customer feedback makes it an important piece of retail marketing. It can also help them set goals and provide the product updates customers need.
Banking and financial services. With so much sensitive information involved in finances, brands need tools that can safely handle customer data. CRMs can offer banks and financial institutions custom solutions to ensure their customers’ finances are secure throughout each stage of the process.
Healthcare providers. CRM systems’ ability to synchronize and share vital health information makes them key assets for hospitals, doctors and other healthcare providers. They also assist in the process of gathering patient insights and providing better healthcare experiences.
Hotels and hospitality. The prioritization of customer service in hotels and hospitality is among the highest across industries. To keep up with the demand for good experiences, these organizations use CRM systems to improve communication with customers, ensuring satisfaction levels remain high.
Agriculture. CRM systems help agricultural workers build better relationships with suppliers, which in turn improves the purchasing process. They can also assist with logistics and transportation of equipment.
Consulting. Consulting practices rely heavily on operations, which can experience functionality issues over time. CRM systems help these companies establish consistent processes, all the while helping them keep up with increasing quantities of client work.
Insurance. Companies in the insurance sector often use CRM software to securely store customer information from multiple sources, essentially creating a comprehensive database that customers can access with ease.
It doesn’t matter what industry you’re in — CRM systems have the potential to improve interactions with customers and within your organization as a whole. At their core, they bring together people, technology and processes.
More B2B marketers are adopting account-based marketing than ever before. Find out why and explore the ABM platforms making it possible in the latest edition of this MarTech Intelligence Report.
CRM software is designed to help growing companies manage their leads by storing the data in one accessible location. There’s no “wrong” time to adopt one (unless it conflicts with specific organizational requirements such as cost).
Many organizations forgo CRM adoption in favor of traditional customer data storage, relying on salespeople to handle the whole process or using a basic data warehouse. This can work for smaller companies such as startups, which would rather invest in other business aspects. But, at some point, these manual systems will likely fail, putting even greater strain on these companies.
Hesitancy for CRM adoption is understandable given the ever-changing marketing landscape. It’s often the case that brands can’t find adequate amounts of time to evaluate an entirely new system, much less train team members to use it.
But there are plenty of advantages that brands should consider before brushing off the idea. If teams are aligned throughout the CRM selection, implementation and optimization tasks, there’s less chance for major disruptions.
Brands dealing with large quantities of sales data coming from multiple sources may opt for a CRM to consolidate the information. Sales analysis is vital to successful customer acquisition, and without consistent processes, teams will find it more different to make decisions, leading to poorer outcomes and wasted resources.
Brands may have too few staff members available to handle the needs of a growing customer base. Companies in these situations may find CRMs helpful in their ability to organize, manage and connect with these customers.
In the end, your brand and customer needs are the determining factors for CRM adoption. If companies are having trouble connecting sales and marketing with their customers in engaging and sustaining ways, it could be time to streamline their efforts with a CRM.
How a CRM platform helps sales and marketing teams collaborate effectively
Many organizations are set up like silos with windows – each department performs its own tasks, isolated, with limited visibility into the other divisions. And in a world where more organizations are working virtually, this trend has only been exacerbated.
The advent of tools like Zoom, Slack, Microsoft Teams and the like has streamlined communications within teams to address this siloing. But brands need solutions that unify these departments and allow them to address customer needs seamlessly. This is where CRM comes into play.
A CRM platform can provide these teams with records and notes of conversations and interactions between departments and with customers, making it easier to sustain long-term relationships. The added transparency of these tools provides the foundation for much-needed trust between each group involved.
Many CRM tools even allow departments to work simultaneously on customer files, further preventing any discrepancies in the data. The increasingly popular cloud-based CRM solutions make this possible.
Historically, sales and marketing teams have had difficulties working together to drive the best outcomes. With a CRM, these departments can align their processes, collaborate effectively and, in turn, drive more sales.
How CRM enables personalization & personalized experiences
Customers want to feel cared for by brands, and brands show this most clearly through personalized experiences. But this is more easily said than done. Research from Forrester Consulting found that only one out of five marketing organizations was effectively personalizing content at scale. And another study from Gartner found that 63% struggle to deliver personalized experiences with digital technology.
To infuse their campaigns with the personalization consumers demand, more sales and marketing departments are turning to CRM solutions. These platforms can aggregate massive amounts of customer information, including prior conversations, preferences, questions, concerns or any other data they’ve consented to share. Brands, using a CRM, can leverage the insights gained to craft personalized customer experiences.
“Every contact we have with a customer influences whether or not they’ll come back. We have to be great every time or we’ll lose them,” says Kevin Stirtz, author of “More Loyal Customers.” Companies can ensure they don’t lose touch with customers through CRM software’s relationship-building capabilities, providing salespeople with the most pertinent customer information.
CRM platforms can also help marketing and sales teams predict the next best action for clients. After gaining a more complete understanding of customers, they can more easily guide them to personalized resources on your properties. This helps prove your value as a brand and build customer trust and loyalty.
These personalization capabilities allow CRMs to work effectively with email, social media and website communication; they support over 70% of account-based marketing (ABM) programs, according to the 2020 ABM Benchmark Survey Report.
A one-size-fits-all approach to customer relationships will inevitably fail. Brands need solutions like CRM platforms to communicate effectively with their customers, address their concerns in a timely manner and prove that they value their business.
While CRM software is far from being an all-in-one solution, its capabilities can offer brands much-needed support for their sales, marketing and customer relationship teams. Its ability to automate simple yet mundane tasks free up team members’ time so they can focus on their primary work.
This is perhaps why so many marketers replaced their CRM systems in 2021, opting for new versions to meet their needs.
Businesses that have succeeded with CRM platforms tend to point to the following benefits:
Centralized customer data.
Improved task tracking.
Increased customer retention rates.
Increased sales opportunities.
However, brands shouldn’t expect automatic success with CRM software, especially if their organizational structure isn’t primed to handle it. More marketers are finding issues with many brands’ overreliance on CRM in their B2B stacks, which is why many organizations are demanding more flexible solutions — especially in a post-COVID world. But more than that, brands need to learn how to use whatever CRM system they choose effectively.
“Implementing a CRM system will do absolutely nothing for your business,” says CRM consultant Bobby Darnell. “However, the continued and effective use of it will.”
Building strong relationships between brands and customers is needed now more than ever, and the CRM systems of today seem ready to tackle the challenge. The societal upheaval brought on by the 2020 pandemic left many brands struggling to connect with audiences as they once had, which is most likely why the CRM market grew 10.9% that year and is expected to grow to $128.97 billion by 2028.
The solutions offered by these systems have the potential to help brands effectively connect with customers no matter where they enter the sales cycle. To attract and retain them, marketing and sales teams should consider exploring the capabilities of a CRM.
HubSpot noted late last year that marketing email volume had increased by as much as 52% compared to pre-COVID levels. And, thankfully, response rates have also risen to between 10% and 20% over their benchmark.
To help marketers win the attention battle, marketing automation vendors have expanded from dependence on static email campaigns to offering dynamic content deployment for email, landing pages, mobile and social. They’ve also incorporated features that rely on machine learning and artificial intelligence for functions such as lead scoring, in addition to investing in the user interface and scalability.
The growing popularity of account-based marketing has also been a force influencing vendors’ roadmaps, as marketers seek to serve the buying group in a holistic manner — speaking to all of its members and their different priorities. And, ideally, these tools let marketers send buyer information through their tight integrations with CRMs, giving the sales team a leg up when it comes to closing the deal. Learn more here.
About The Author
Corey Patterson is an Editor for MarTech and Search Engine Land. With a background in SEO, content marketing, and journalism, he covers SEO and PPC to help marketers improve their campaigns.
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Good morning, Marketers, and is the pandemic stock bubble bursting?
It’s common knowledge that, while some sectors of the economy struggled mightily during the COVID-related lockdowns of 2020 and 2021, any business that provided support for stay-at-home consumers and remote workers struggled too — but the struggle was to keep up with demand. Despite reports that Omicron has yet to plateau nationwide, it’s possible that degrees of returns to normality are making the stocks of those companies less appealing.
Netflix shares have taken a pounding after it narrowly missed its Q4 2021 goal for added subscribers and announced a way lower forecast for Q1 2022 (dropping from 8.5 to 2.5 million). Increased competition in the space? Sure. People spending less time at home? Perhaps.
I took a look at a couple of stocks that are part of many marketers’ ways of life. ON24, the B2B webinar platform that made its debut on the market last year has drifted steadily around $16 to $20 over the last few months, but has shown a large decline since the heady days following the IPO. And Zoom? The poster boy for COVID success? A drop in value of over 70% from its 2020 peak. A rational market correction? Perhaps. Or perhaps it means we’re opening up again, in investors’ perceptions at least.
Quote of the day. “If LinkedIn ever creates a metaverse I hope it’s called LinkedIn Park.” Conall Laverty, founder and CEO, Wia
About The Author
Kim Davis is the Editorial Director of MarTech. Born in London, but a New Yorker for over two decades, Kim started covering enterprise software ten years ago. His experience encompasses SaaS for the enterprise, digital- ad data-driven urban planning, and applications of SaaS, digital technology, and data in the marketing space. He first wrote about marketing technology as editor of Haymarket’s The Hub, a dedicated marketing tech website, which subsequently became a channel on the established direct marketing brand DMN. Kim joined DMN proper in 2016, as a senior editor, becoming Executive Editor, then Editor-in-Chief a position he held until January 2020. Prior to working in tech journalism, Kim was Associate Editor at a New York Times hyper-local news site, The Local: East Village, and has previously worked as an editor of an academic publication, and as a music journalist. He has written hundreds of New York restaurant reviews for a personal blog, and has been an occasional guest contributor to Eater.