Some of us should not be chained to the one-to-one marketing yoke. Many of us need to talk to teams about what they all need.
As most of Mortar’s work is in activities defined by group decision making (tourism, technology, education and healthcare) a call to develop individual target personas can leave us scratching our heads. Understanding the fabric that connects teams can be more useful.
Consider the rise of the DevOps movement in IT. DevOps teams boost productivity by eliminating the gap between creator and executor. To ignore the conversation between these two as they move through their day is to fail to grasp what they agree—and what they need to succeed. (Hence Slack “the messaging app for teams” and Atlassian’s Jira “the software development tool for agile teams” positioning as group-based collaboration tools).
And it’s not just tech that is rediscovering the importance of targeting teams. As the Cleveland Clinic’s Dr. James Young sees it, “health care’s no longer a gladiatorial sport with one person — no matter how smart — going up against the challenges. Instead, it’s a team effort, and today’s medical education has begun to reflect that trend”.
In some categories, persona development can be too blunt a tool for exploiting motivation. If you need to target team decisions, look hard at riding the wave of group dynamics. Here are five ways understanding connective tissue can bring your marketing back from the dead:
Even if the reason people work together is the same, how they see their work will vary substantially. Simple one-on-one interviews (by phone) with team members is a good way to map the contours of a committee. For another perspective, see Deloitte’s Kim Christfort on their (fresh) approach to personality profiling here.
2. Groups talk. So connect to what they say to one another.
What is the nature of the conversation on the team? Who talks to who and about what? Ask them. Gather them together in groups of two and three and listen to what they say to one another. Pay special attention to the words they use. The roles they assume. And be especially conscious to of the topics they avoid.
3. Groups decide. So figure out how they make a call.
Miller & Heiman write convincingly about the buying roles of complex teams, counseling Sales to pay attention to “buying influences” and identify a coach who can help pluck signals from the noise. Despite apparent similarities, different groups will draw radically alternative conclusions from the same data. Charting the path they might follow is a useful marketing strategy especially in big ticket sales.
4. Groups analyze. Winning is as much a team sport as an individual mark of accomplishment. Goals are the primary connective tissue.
Give some time to considering shared goals. Goals always have three dimensions: quantity (amount, numbers, clicks), quality (feelings, perceptions, vision) and time (you want it when?). How many digital marketing teams are so focused on the clickstream that they ignore the other two dimensions? Addressing goals can be an effective way to cement disparate people and bring them closer to buying your product. Make sure you address all three categories.
5. Groups feel: how does the group change when they use your product or service? Every group can be unified by insight about their customer.
What happens to their customers—and how does that impact the team? Teams that succeed feel different than those that don’t. Pride and accomplishment are attractive and viral because success has many fathers but failure is an orphan. Demonstrating how your product can help everyone on the team win, can work to motivate individuals and groups.
We chose the name Mortar because we are obsessed with the importance of connective tissue. Our business is differentiation–yours and ours. Applying the same tools to the same problems rarely yields fresh answers. If you are having trouble convincing the world what you are doing is indeed special, take time to dig under the cushions for the connections that spur action.