This week I had the privilege of attending the Sales and Marketing 2.0 Conference in San Francisco (thank you to the conference team for the invitation!).
While this edition focused on social selling and marketing (as expected), it also focused heavily on what leaders need to manage a social selling or marketing team.
This is my view of the most important lesson learned this week, and what I think is the missing link to making all of these new ideas in sales and marketing work. First the data.
For the past five years or more, I have been hearing conference presenters, pundits and all sorts of others talk about the new way to market and sell in a social world. While some of it is just hype (isn’t it always?), when you sort through all of the information out there, you reach a few simple conclusions:
- Technology has and will continue to disrupt how products and services are marketed and sold
- Social technology has shifted the balance of power to the buyer, so that sellers now have to work not to sell, but to help buyers buy
- Most corporate organizations and the systems by which they measure their people have not adapted to this new reality at all, meaning we are all essentially doing what we used to do, just with new technology (yep, I wrote that five years ago!)
The focus of the conference for the past two days offers some hope for addressing this last point. Much of the focus was on managing in what they call a “sales and marketing 2.0” or “social” world.
Speakers showed us how they are helping their people do certain things differently – or do entirely different things. They showed how they are figuring out what those things should be. And – since we know what gets measured gets managed – they showed how they are measuring success in the social selling and social marketing process, and how they are rewarding people for that success.
These management practices are all based in what we have come to call big data. For example, you have to merge and interpret data from your company’s traditional systems (e.g. CRM), your other internal data (e.g. email communications, chat and other interactions), customer data, social network data and other public data to gain a deeper understanding of how a Facebook campaign or a sales rep’s blog helped generate revenue and specific deals. And yes, this can be measured. But no, it’s not easy.
We saw examples of how every aspect of management from governance to measurement to evaluation, to hiring to leadership and coaching (yes, coaching) can be improved when driven by the effective use of data.
Here’s what I think was the elephant in the room: In order for individuals to succeed at anything at all in a corporate organization, they have to know what success looks like.
Your sales leadership can be the best at understanding and directing a social selling organization. but does your newly hired rep know what to do when she is on the phone (excuse me, web conference) with a hot prospect? Do they know how to use the social tools at their disposal to make that a more successful call?
Your marketing leadership can put in place all of the social tools and programs, and even hire people to manage the various social channels. But when your demand gen manager executes a new campaign, do they know how and when to incorporate those channels?
Do your people know it when they see it?
What leadership needs is a way to institutionalize the knowledge, learning and assumptions needed to become a social sales and marketing organization. We need not only a way to not just communicate to our people what this is all about, but also a way to make sure that when our people do their work, they know – intuitively – how to do it in this new way.
Do you give your people the knowledge and skills to be able to do their jobs in whatever new way your organization is adopting? Does it work?
Add your story to the comments below. And I’ll see you at the next Sales and Marketing 2.0 Conference.