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For heads of marketing out there, how do you set quarterly goals for each of the people on your marketing team? Especially want to make sure they feel empowered but also aligned with sales.

  • TD

    Tiffany Dasilva

    almost 3 years ago #

    Hi there!

    As a head of your marketing team your job is to take the main objective of the company and break it down into bitesize attainable goals. First, take the goal your company as a whole sets to achieve that year, then break that into objectives that you'd like to see your team accomplish in that year based on those goals.

    Go to each team member and let them know the annual goal you are planning. Keep in mind this has to be specific, measurable, attainable, realistic and timely. (ie: In 1 year we are growing our customer base from 100 to 10,000 users.) Then break down for your team how many leads/emails etc. you would need to attain that goal. From there, you can break up a yearly goal for each member or your team.

    Every quarter, each member of your team will set their quarterly goal based on the annual one. (Instead of breaking this up evenly, it might be based on seasonality or other factors, so let them set it.) They should also come up with 1-2 major initiatives they want to accomplish that will work towards this goal. It is your job to make sure these initiatives are realistic and that they will work to your annual goal.

    Every Monday, bring everyone together for 10-15 minutes to talk about the 1-2 things they want to accomplish that will bring them closer to their goal. On Friday, bring everyone together again to go over the weekly metrics/KPIs and how close they are to their main goal. Everyone can go around the room to say whether or not they accomplished the things they set out to do, and how those metrics/KPIs apply to work they've done that week.

    Some things to remember:

    1. When coming up with your quarterly initiatives it is important for you to work with the members of your team to make sure that what they are setting out to do is realistic, and somewhat attainable. If they are biting off more than they can chew, ask them for specific tactics that they need to do to achieve this. It is your final decision if you think this is a good idea, or whether you need to work with the member of your team to make it better.

    2. Always leave room for testing. Every month try to test 1-2 things. This will help your team stay a bit more agile, and be learning along the way.

    3. Set the minimum bar at delivering on at least 70% of the planned improvements each quarter.

    4. Celebrate the wins along the way. Don't be so focused that you can't enjoy the initiatives that were completed or the people who came up with great results along the way.

    Hope this helps!

    Tiffany

    • AG

      Alexandra Gibson

      almost 3 years ago #

      Thanks so much, Tiffany! Yes, I've previously based everyone's goals on business goals and worked backwards up the funnel to opportunities created, MQLs, new leads. Is there an even closer way to tie marketing goals to revenue in your experience without making people feel that their fate is out of their hands?

  • DC

    Douglas Cook

    over 2 years ago #

    Especially if you want them to feel empowered, the objective setting for an individuals needs to be driven by the individuals themselves, not by you setting goals for each of them (Apologies if this is the case, it may just be how your question is phrased).

    The individuals in my team are ultimately responsible for setting their own goals, I am responsible for ensuring the business and team goals are clear so they know what we collectively need to achieve (note that this goal setting itself is also a collaborative effort involving the individuals in the team). Generally the majority of these align, if not then sometimes there's things that individuals want to achieve that we can't or won't deliver as a business and they have to alter their objectives accordingly, however often these can be accommodated through development opportunities elsewhere in the business, if we agree that there is a strong personal development need that their team can't help them achieve.

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