Revenue & Features Editor, Co-host of Content Lab, 15+ Years of Writing and Teaching Experience
July 28th, 2020
IMPACT’s Digital Sales and Marketing Coachingprogram is one of our most popular offerings, as it gives businesses the opportunity to fine-tune their digital efforts to achieve the growth they’re after.
While our expert consultants work across industries and with companies of many different sizes, there are some organizations that are not a good fit for our services.
Here, Digital Sales and Marketing Coach Jennifer Munoz explains how the program works, which clients see the best results, and why the right CEO mindset is crucial.
What is IMPACT’s Digital Sales and Marketing Coaching program?
John: Explain the Digital Sales and Marketing Coaching (DSMC) program. What does it entail?
Jen: The Digital Sales and Marketing Coaching program is a strategic program that identifies all the things that clients could be doing better, and helps them to improve. We do not identify things people are doing right and congratulate them.
The duration will depend on the client's ability to execute on initiatives and problem solve for things internally, given resources and coaching.
Oftentimes we will find systemic or structural challenges that clients really need to address before we can move on to the next steps, and this can make the process take longer. Programs usually take a minimum of 12-18 months.
Basically, the duration is dependent on how fast and how agile a company is and the amount of resources a company has in order to solve for the problems that are discovered during the engagement.
John: Is it intrinsically finite, or is it supposed to be perpetual?
Jen: I believe that every businessperson trying to achieve a goal should have a mentor. Innovation is not created in a vacuum. Similarly, we strive to be an external source of coaching and assistance for as long as we are needed.
Our job is to hold clients accountable to their own goals and keep everyone on track.
We're going to do what's in the best interest for that client, as we see fit. The DSMC wing of IMPACT is run like its own organization, and we have a fiduciary responsibility to our clients to make sure that we're doing the right things at the right time for them.
At the end of the day, the only way we are successful is if our clients are successful.
John: Describe the scope of what you're working on with these clients.
Jen: We have DSMCs working with clients at all different phases.
Many clients come to us without any knowledge of inbound marketing — maybe they've just gotten a referral or they've just found us and are just starting to get educated on inbound marketing, or maybe they don't even have a marketer on staff.
So, depending on when a client comes to us, we'll determine what those projects with us look like and where they are in the They Ask, You Answer roadmap.
Some clients could be working on something as foundational as getting buy-in from each member of their team.
We have other clients that are considered fully transformed, who are kicking out three videos a week, three articles a week, and we're going to go through and see how effective those content pieces are, if they are being used properly by the sales team, and if there are things we can tweak to make them more effective.
Who’s a good fit?
John: Who is a good fit for these services? What metrics do you look for? What sort of company culture is best?
Jen: The short answer is it's easier to get buy-in and to create change in a smaller company than it is in a larger one.
Now, I can contradict myself by saying it doesn't matter the size of the company. What matters is the culture — having a culture of agility and radical candor.
If you have a company of 2000 people who are all agile and are ready to switch and change, with everybody pulling in the right direction, you can move mountains. At the same time, we also have this program running in companies as small as three people.
I’ve found that the more people you get in the room, the more people you have to convince, the more people you have to continue to train, and the more resistance you deal with.
They have the financial resources to be able to hire the right people, and we don't have to go across ten layers of decision makers to get those things done. We don't have to protect ego in order to get things changed. We can move very quickly.
Usually in SMBs there is a culture originating from the CEO, originating from the top. Thus means we're not dealing with a frontline manager who is trying to protect their job, we're working with the CEO directly, who can more effectively lead a culture shift.
John: Does having a CEO reach out mean that that company is going to be a good fit for DSMC?
Jen: We’re talking about a change in philosophy in your company, so no matter what there's going to be growing pains.
But if you know that the pain is going to lead to higher revenue, profitability, and success for your company, then you’re willing to power through it.
Having a CEO lead this change means that they've seen something that they like in They Ask, You Answer, and that they possibly may have the resources for it. But still, we need to determine whether any potential client will be a good fit.
Our team has limited bandwidth, and we need to preserve our ability to work with clients who we feel have the best chance of moving forward and who really need us.
If we feel that they are not ready, we will not press forward, but we will continue helping them until they're ready. We can leverage IMPACT+ and our educational content to help them prepare for the cultural shift they might be desiring.
Becoming a good fit
John: If companies are not ready for change, are there steps they can take to become a good fit?
Jen: That depends. If there is the heart to do it and the open mind, and they have a company culture and a leadership team who live in the solution, then yes, there are.
However, in the few cases where there’s a company who is harboring a bit more ego than they are even aware of, and might have resistance to other ways of doing things, then there is no amount of education or teaching that we will be able to do to truly get their hearts into this project and to gain their trust.
In order to grow, we must trust each other.
We’ve developed our process from 12 years of case studies. And when it’s put in practice with a team that’s ready to grow, we can accomplish amazing goals together.
But in the case where we have a team that is extremely resistant, even with the most willing CEO, then it's all for nothing. And now they've wasted a lot of money.
Why “bad-fits” don’t always become good fits
John: If a “bad-fit” company starts this process, what happens?
Jen: Well, sometimes they may look like a good fit and talk like a good fit, and then we get into it and they are not a good fit. And it is the responsibility of the DSMC to make decisions in the best interest of the client.
But when “bad fits” do happen, they will happen within the discovery process.
Just like in any relationship that may start out as rosy and look great on paper, there will be red flags that the DSMC will identify very early on that may not necessarily fully disqualify the client forever, but may require some building on their side before kicking off their They Ask, You Answer journey.
In short, until those red flag items are remedied, what we would be doing is taking their money and not getting anywhere and — worst of all — not providing value.
In the case of a “bad fit”, the goal for the DSMC is to specifically identify red flags and determine in an open conversation with the client if there's a way to overcome them.
As I mentioned earlier, we are only successful if the client is successful, and not every company is going to be a good fit.
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