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How to Be an Amazing Mentor in 10 Ways, according to HubSpot Managers

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How to Be an Amazing Mentor in 10 Ways, according to HubSpot Managers

Take a minute to think about the best mentor you’ve ever had. It could be your manager, a colleague, a parent, a friend, a coach, a college professor.

Then, you reach a point in your life where you have the chance to do the same for someone else. It can be both exciting, and a little confusing.

In this article, you’ll get tips from both mentors and mentees on what it takes to foster this successful relationship.

What does it mean to be a mentor?

At its core, being a mentor is being a trusted advisor. It all boils down to making yourself available to support and advise someone when they need it, delivering that support in a way that makes sense to them, and always keeping that person’s best interests in mind.

So, what value does a mentor bring? It depends on who you ask.

For Vrnda LeValley, customer training manager at HubSpot, it’s a shift in perspective.

“My mentor provides a perspective that isn’t riddled with the same self-doubt and stereotype sensitivities that I desperately want to avoid and handicap me,” she says, “and a broader view of the implications of action versus inaction because they have a better vantage point from their upstream position within the company.”

She adds that her mentor has been able to step in and correct narratives that muddy her ability to make the most strategic decisions.

For Legal Specialist at HubSpot Jason Perry, one of the benefits of mentorship is the opportunity to extend your network.

“I most value the trust and confidence they extend to me by granting me access and recommending me to their broader networks,” he said.

Beyond that, there’s a certain freedom that comes with having a mentor.

“I think it allows for an open space to be vulnerable with someone who is more senior in their career but does not have direct control over your career growth,” said Chloe Washington, chief of staff to the CMO at HubSpot. “You can be more transparent and ask questions you may not feel comfortable asking your manager or another co-worker.”

With that said, the mentorship doesn’t just benefit the mentee, it’s a two-sided relationship.

“I am constantly inspired by what my mentees are doing, their ambition, and their goals,” Washington said. “It motivates me as I continue along my career journey. It also allows me to form relationships with people that I may have not otherwise been able to speak with as much or as often.”

1. Understand what you want out of the relationship.

As we’ve mentioned, mentorship isn’t a one-way relationship. This means that just like the mentee, you should know the type of relationship you’re seeking and what you want to gain.

Charlene Strain, marketing manager at HubSpot, serves as a mentor and suggests asking yourself these questions to get started:

  • Do you view it as a two-way street, player-coach relationship where you learn from them as much as they learn from you or something else?
  • How can you sharpen your area of expertise?
  • Do they have connections or gaps of knowledge for you as well?
  • How does taking on a mentorship role strengthen you as a leader in your personal and professional life?

Knowing these answers will help you frame your mentorship strategy and start with clear intentions.

2. Set expectations together in the very beginning.

Once you know what you want out of the relationship as a mentor, setting expectations is the next natural step.

Every mentor-mentee relationship is unique. So, when you first start out, discuss expectations with your mentee and determine if you’re ready for that commitment.

“Everyone works and receives feedback differently, so it’s important to understand if the relationship is a fit for both parties [based] on what they’re looking for,” said Strain.

Here’s what Strain recommends discussing:

  • Is there a time limit on when the mentorship ends?
  • How often should you meet, and why?
  • What resources can the mentor provide for the mentee to do some work on their own?
  • What metrics are being used to measure success?
  • How hands-on should the mentor be?

You should come to these answers as a duo and it’s OK if it takes a little bit to figure it out. The time you put in at the beginning will pay off in the long term.

Some expectations are pretty straightforward, Perry says: professionalism, punctuality, clear communication, and organization. However, some expectations will be shaped by the mentee.

“A mentee should be able to tell me as the mentor exactly what they’d like me to do for them, whether it ‘s to provide information, make an introduction, write a recommendation or provide advice,” says Perry. “The relationship is theirs to shape and build and that starts with a clear, direct ask of some sort.”

When Washington works with mentees, her first session focuses on goal setting, setting up a meeting cadence, and discussing ground rules.

“For example, if there is a big topic to discuss, I request that they give me a heads up a few days before so that I can come fully prepared to discuss my point of view and not waste their time formulating my thoughts on the fly,” she said.

From there, she creates a running agenda doc to keep track of notes and have a place they can refer back to once the mentorship ends.

3. Take a genuine interest in your mentee as a person.

A mentor/mentee relationship is a very personal one.

You can give mediocre advice without really knowing a person, but to stand out as an amazing mentor, you’re really going to have to get to know your mentee on a personal level.

You probably have some of the more career-oriented questions down: what their working style is, their dream job, goals for their current job, and so on and so forth. But what about the stuff that makes them … them?

Getting to know your mentee on a deeper level will help you build a strong relationship, and it’ll also help you understand who they are as a person and how they interact with others, and so on.

One great way to get to know someone? Become an active listener. This is easier said than done: It means making a conscious effort to really, truly pay attention to what your mentee is saying, instead of thinking about what you’re going to say next.

“Two traits that are helpful for someone to be a successful mentor are good listening skills and the ability to connect like-minded people,” said Strain. “Our professional lives are not in a silo, they’re a web. So, anyway I can truly listen to a mentee’s goals, their journey, and where they see themselves will help me connect them with other people or businesses with the same mission.”

You might worry that you need to come up with something helpful right away, when in fact, the best thing you can do for your mentee is to listen closely to what they’re saying, ask open questions to dig deeper and act as a sounding board.

4. Build trust.

In the last section, we stressed the vulnerability that comes with mentorship. To continue fostering a safe environment in which your mentee can share their concerns and challenges, you need to build trust.

That can happen in a few different ways. For Solutions Engineer at HubSpot Jeremy Sagaille, it’s transparency.

“I feel like I can really be myself in front of my mentor and I don’t feel like I have to do the typical corporate political BS,” he said, “which is something that I’ve definitely had to tiptoe through in the past and haven’t done well with.”

For LeValley, it’s the ability to see beyond the circumstance to assess the core issues, challenges, and opportunities.

“Those can get cloudy when you are on the road to a destination you have never visited before,” she says. “It makes all the difference when avoiding pitfalls and finding solid shortcuts.”

She adds that truth-telling is another valuable trait in a mentor.

“Many people haven’t been given the hard messages required for growth, due to lack of investment or lack of courage from those around them,” she says. “Personally, the best thing my mentor told me was to check in with my growth mindset and read a book. Not what I wanted to hear but it was 100% what I needed to hear.”

Once you build trust with your mentee, your relationship will be able to go that much deeper.

5. Know when to give advice.

When you’re mentoring someone, you might feel pressured to give them advice straight away. But not all feedback is helpful feedback, and knowing the difference is key.

A good mentor knows when to hit ‘pause’ during a conversation, says Rebecca Corliss, former director of marketing at HubSpot.

“If you don’t have the right information, experience, or emotional state to react to a scenario properly, hit ‘pause,” she said. “That will give you a chance to get more information, talk to your resources, and come back with a clear and valuable response.”

Here’s what that might look like in a real conversation.

“Thanks for sharing this with me. I’m going to take some time and give this some serious thought before we continue. It’s important to me that I’m giving you the best possible solution. Why don’t we continue talking about it [tomorrow/next week/next time we meet]? I’ll book some time.”

6. Don’t assume anything about your mentee – ask.

Biases cloud our judgment whether we realize it or not. While we can work to uncover and dismantle them, some are so ingrained that they peak out without us realizing it.

To combat this issue with your mentee, breakthrough common assumptions by asking questions and digging deeper. This is especially important if you’re mentoring someone who’s in the early stages of their career

Say you’re mentoring someone who’s having trouble getting through to their manager. Instead of launching into a story about a time you had communication issues with a manager of yours, spend time asking questions that draw out the important details of their problem.

“Your job is to facilitate advancement and movement, not just chat,” says LeValley. “Your words can change their lives so you must choose them carefully.”

Only once you’ve gotten an honest background on a problem can you share helpful, relevant feedback – without making decisions for your mentee.

7. Share your journey.

Being open to sharing your own mistakes and failures is one of the best gifts a mentor can give.

Not only is it helpful information for problem-solving purposes, but it also builds trust and strengthens the relationship.

“Junior employees don’t always feel comfortable owning up to a mistake or admitting that they’re struggling in a certain area,” says former Managing Director at HubSpot Emma Brudner. “If you cop to your failures and struggles, you make it OK for them to chime in and help them share with you.”

Sagaille says that before his mentor, he often thought the struggles he faced were unique. However, he was reassured by his mentor, who had experience in his exact role.

“I’m just excited that I have a window into the future a little bit because she’s dealt with similar issues and she’s had some setbacks because of those issues,” he says, “so, she’s able to steer me in the direction so I can avoid those pitfalls.”

Leslie Ye, content designer at HubSpot, suggests reflecting on the roadblocks you faced when you were in your mentee’s stage in life or career.

“Hearing how someone else approached a challenge is always helpful for someone going through it for the first time,” she says. “Even if you don’t solve problems the same way as your mentee, it’s always useful to hear multiple perspectives.”

Perry echoes this sentiment.

“Take time to tap into your own story,” he says, “Especially for Black mentors, it’s important to relate and establish an interpersonal bond that fosters real talk – be a true resource in all facets.”

He adds that adversity of any kind our response to them is a foundational way to create relatability. Strain agrees, pointing to her non-traditional tech background before transitioning to the B2B Saas space.

“I’m extremely transparent about my own journey with a mentee. As I climb up the ladder as a Black woman in tech, it’s important for me to continue reaching back down and helping others up as well,” she says. “If it wasn’t for some of my own incredible mentors throughout my career, I wouldn’t be a mentor now as well.”

8. Celebrate their achievements.

Because people often look for or call upon a mentor to help them with tough situations, many mentorship conversations revolve around the stressful stuff.

When you take the time to highlight and even celebrate your mentee’s successes and achievements, you’re also building your mentee’s confidence and keeping them motivated.

“I’ve worked in a lot of places in the past that were very reserved with positive feedback and very lavish with constructive or negative feedback,” said Sagaille. “So I think that’s something my mentor does really, really well – it’s a nice balance.”

Some mentees also seek approval from their mentors. Acknowledging their success is a way to satisfy that psychological need for recognition.

If you’re wondering how to celebrate their achievements, consider asking them what their love languages are. Those aren’t just helpful for personal relationships, they also work for professional ones as well.

For instance, you may want to congratulate your mentee on a win by sending them a gift. However, if they value words of affirmation more, that’s the better way to go.

9. Seek out resources to help your mentee grow.

Great mentors look for situations – and some even create situations – to help their mentees get closer to their goals.

It can be anything from connecting them with someone with experience in their dream job to recommending a conference they might be interested in. Take note of the areas in which your mentee wants to grow, and always be looking for opportunities to point them in the right direction.

If you work at the same company as your mentee and have some involvement in their experience, Corliss suggests introducing new projects to them over time as a way to build a strong foundation.

“First, start with something that gives context. This could be something that requires research and is genuinely valuable,” she says. “Then, handoff something small that you normally do for your intern or mentee to own. This will help your mentee learn how to develop ownership over something, including how to execute and reach a goal on his or her own. Then, build upon that foundation.”

10. Be sure you have the bandwidth.

LeValley believes mentorship is best when it’s approached as a calling instead of a task. With that in mind, it’s important to consider if you have the bandwidth to take it on.

“Be honest with yourself about what extent you are willing to give of your time and expertise,” Strain says. “This will help you manage your own workload and personal life easier without guilt or stretching yourself too thin.”

Washington echoes this sentiment and adds that it’s OK to bow out if you realize you don’t have the bandwidth.

“The relationship needs to be mutually beneficial and if you feel like you would be burdened by taking on the relationship, then be respectful to your prospective mentee and tell them that you’re not able to take on the relationship,” she says. “It’s better to be upfront than to waste anyone’s time.”

At the end of the day, being a great mentor takes practice and patience. The more you work with a given mentee, the more you’ll learn a lot about them: their communication style, how they process feedback, how they go about pursuing their goals.

The best part? It will likely be as rewarding an experience for you as it will be for your mentees.

Editor’s Note: This post was originally published in Jan. 2016 and has been updated for comprehensiveness.

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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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