(upbeat music)
- It's not easy to find these people.
These are the people that aren't just driving clicks.
They're not just driving followers,
they're actually producing revenue.
When you have them,
do everything that you can to keep them and paying them more.
All right, so we're going to talk about
how to build an organization of top marketing performers.
But Neil, what do we mean by top marketing performers?
- People who kick butt and produce results?
I'm not talking about just people who are there
who are producing reports for you.
I'm talking about top performers.
These are the people that aren't just driving clicks.
They're not just driving followers
they're actually producing revenue.
In marketing, your job isn't to optimize a quality score,
your job is to drive revenue.
Your job isn't to optimize search engine rankings.
Your job is to optimize revenue.
Now, if those efforts drive more revenue,
you should do more of those tasks,
like improve the quality score,
or improve your search and rankings.
But if they don't,
then you should spend your time on something else.
Great example of this is my team started optimizing
for random terms and start getting traffic
for the term Discord on Google.
Eric, you want to guess how many visitors we got
from that term Discord?
- Many.
- Hundreds and hundreds and thousands
over a four month period.
And how many conversions did you actually get?
- Zero.
- So what do we do?
We stopped caring about that and we started squashing some
of those pages and reduced our traffic and our rankings.
And on the flip side, we are talking about quality score.
A few episodes ago, Eric's first job in e-commerce,
you were working on Google ads,
this is your very, very first job.
And what quality score did you get that ad to?
- 10 out of 10?
- How much revenue did it drive?
- Zero.
- And what did the owner of the company or your boss say?
We got in an argument and he was like
how many conversions did you drive?
I was like, it doesn't matter
because the quality score was a 10.
And Eric and I are laughing because when
we were both young, we made a lot of mistakes like this.
But that guy who told Eric that it doesn't matter,
if it's not driving revenue, he's a hundred percent right.
- He was right.
- Yeah, and we're not saying this to make fun
of Eric or making fun of me, because we've all made mistakes.
We're just trying to prove a point that in marketing,
if you want to be a top performer,
it's not about metrics like followers and traffic,
unless those visitors or followers are driving revenue.
A top marketer or top performer in general,
you have to be driving something really close to revenue,
like directly affecting revenue.
So you have to be a rainmaker.
That's the first one.
The second one is, if you're like top, top, top,
you better be good at having a network of people.
And you better be able to recruit these people in
because these people know how to build teams around them.
One of the highest leverage things is having great people
around you so they know how to hire other top performers
under them as well.
And then the third thing is they also know how to motivate
and drive a team as well.
And so you have to be someone that is,
that will not only point out the problem
you'll offer a solution
but you're going to offer to solve the problem as well.
When those people come and they're just like,
"Hey, can I do this?"
"Hey, I have this idea."
"Can I do this for you?"
They take a big load off your shoulders
and that's what a high performing marketer is.
Now let's talk about how you can actually
build an organization of those people.
Go ahead Neil.
- So the first thing is,
is usually most top performers specialize
in a specific channel.
So have them focus.
The second thing is, is once you get one,
ask them who else should we work
with that you've worked with in the past
that is amazing.
because top performers usually don't like working
with crappy people because it makes their job harder
and they're going to have to pick up the slack.
The third thing, and this is actually,
the first thing that you should look for.
The third thing though is go look who is in your space
who has done that job before?
Not once, not twice, but ideally three times.
Two at the lowest.
And if they've been at competing companies in your space,
and they've been very successful
with that marketing channel,
and they've continually gotten promotions
the promotions part is the key.
Everyone says they did well,
everyone says they were the reason a company drove a lot
of revenue or traffic, but you really never know.
But the moment a company promotes someone
and continually gives them more raises
and promotions in different and better job titles,
it means that company found them to be valuable.
Forget what their job title is.
It means the company found them to be valuable, right?
And it doesn't even matter what they say.
Yes, that's important in an interview.
But if a company's willing to give them tons of promotions
like three or four, and they've been there
for a while and then another competitor did the same thing,
that means they're good at what they're doing.
They're producing results.
They're a top performer because multiple companies
in your space keep promoting them and paying them more.
- Yep, and on the flip side of that,
we've had people that we've hired that have been at a job
for five plus years or so, but they were not ever promoted.
And what happened?
When we hired the people
and they couldn't figure things out.
It was like they were only good at the original role
and they couldn't elevate to the next level.
And so take it for what it is.
But the promotion piece is actually a big factor.
Yeah, and it's not easy to find these people.
When you have them, do everything that you can to keep them
incentivize them, give them some options, some stocks,
some ownership in the company.
Give them, talk to them
let them know when they're doing a good job.
Sometimes a lot of people just want that attaboy
and acknowledgement that they're doing amazing work.
But in essence, the way that Eric and I broke
down is how you find top performers in marketing.
And to summarize, they need to specialize.
Top performers typically know other top performers,
look for people who worked for multiple of your competitors,
stayed there for a while and continually got promotions,
because it means that they're not just good based
on what they're saying,
other people also felt they were good
and saw results they at least should have.
Hence they kept getting promotions.
And when someone goes to works for a competitor
they get one promotion, eh, that's all right.
But if they're getting two or three promotions,
that means they're doing a really good job and then they hop
to another competitor, they get two or three promotions,
again, means that they're doing a really good job.
Now, if you have any questions, leave a comment below.
I'm here to answer them and help you out.
If you enjoyed the video, like it, share it,
tell the people about it.
Thank you very much.