This adds another layer of complexity. But I think a lot of the principles remain intact.
I am a big believer in collaborating on a vision , rather than telling the team “here is who we are and how we will operate.” It is important to involve the team in the process of defining this shared vision. Seeking their input helps ensure that they are committed and that there is a sense of ownership. Team members must therefore support this shared, unified vision.
Another way is to set clear expectations . It is important to define goals, responsibilities, expectations and barriers for each team member so that they know how to operate within certain boundaries where they can have more freedom.
I also believe in a culture of recognition . You have to create opportunities for that: celebrate team successes armenia mobile phone numbers database but also individual successes. That boosts morale and strengthens the culture of cooperation. All of those things are really key to building a team.
Finally, as a manager, you need to be empathetic . Even though we’re all in the same “storm,” we’re all in different “boats.” So we need to understand that remote work can present unique challenges for each of us. We need to be empathetic to each of our personal situations.
In college, one of my professors, Tsedal Neeley, talked about his research on in-person and remote meetings. The gist was that they can still be very effective even if everyone isn’t in the same room. Studies show that hybrid models are the most effective for employee productivity and job satisfaction.
But there are times when being physically together is important, especially when it comes to collaboration and building culture. We need to think of offices as tools, just like any digital tools that will enable us to work remotely. And if we think of offices as tools, we think of them as tools for collaboration and innovation.
We recommend reading:
blog-small-preview-5-myths-hybrid-work-62768547deaf9585854749.jpg
Article
5 Myths About Hybrid Work
Read
When it comes to building culture, if there are opportunities to build it in person, that certainly goes a long way, especially since we’ve been lacking that in the last few years. But for things like updates, all-hands meetings, and FYIs, they can be just as effective remotely.
Is there a company that demonstrates what great collaboration between sales and marketing can do?
One of them is Hubspot – a leading provider of inbound marketing, sales and CRM services. What I admire about them is the way they are able to communicate and align around common goals and KPIs.
Their sales and marketing teams have a common understanding of their goals and how they work together to achieve them. They set and share KPIs at the manager level, then implement them. They do this to ensure that both teams are accountable for their role in driving revenue. In this way, they align goals.
We recommend reading:
preview-6409e6f1748b2030460502-6436724e3e772338947541.jpg
Article
How to align financial goals with business strategy?
Read
They do this in a few ways. First, they have integrated technology . They’ve developed their own sales and marketing toolkit that allows both departments to work together seamlessly. Their CRM, marketing, automation, and sales enablement tools are all integrated, giving both teams visibility and the ability to use a unified platform to manage leads, campaigns, and customer interactions.
They also have a content-driven strategy . HubSpot’s inbound marketing approach is based on creating high-quality, valuable content to attract leads. So their marketing team works closely with their sales team to develop this content to solve customer pain points, support the sales process, and help move leads through the funnel.
It's similar to what we did at Procter and Gamble and now even at Meta. We work very closely together so we can both understand what the customer pain points are. And also understand the strategic brand initiatives and the messaging that we want to deliver on the marketing side.
Can you tell us a little more about how you do this at Meta?
This is very similar to what other successful companies do. We align on Objectives and Key Results (OKRs). This is a goal-setting framework that helps teams align their efforts with the strategic goals of the organization.
Goals are qualitative statements that say what you want to improve . Key results are quantitative, measurable outcomes that show how close you are to achieving them .
Goal success is measured by progress in achieving key results.
What is “leading through change”?
Leading Through Change is about how we can be catalysts for change as leaders. In other words, how we can turn critics into champions of change.
The most important element here is understanding that things will definitely get worse before they get better. As a leader, how do you bridge that gap and accelerate change?
One thing is to set clear expectations with the team. Clarify expectations and timelines to mitigate resistance. You need to make sure team members understand what their roles are in delivering the change. And then communicate that change and the expected results.
Constant and regular communication is key. So you need to be transparent in your communication when implementing changes. Employees want to know what is changing for them, why, and what will it look like later?
For example, right now, with the banking crisis and layoffs, it’s really important for us to provide transparency and regular communication. And also to provide support and resources to help deal with stress and anxiety, because change can be overwhelming.
