Quais são algumas maneiras eficazes de treinar e capacitar sua equipe de marketing para usar sua pilha de tecnologia de marketing?

Start with a structured onboarding process for new team members that includes hands-on training with the marketing technology stack. Ensure they understand not just how to use the tools, but also why they are important.Create a culture of knowledge sharing where team members can share successes and learnings from their experiences with the stack.Pair less experienced team members with marketing technology veterans to facilitate one-on-one learning and support. Lastly, Implement a feedback loop where team members can suggest improvements or report issues with the marketing stack, ensuring continuous improvement.

It is extremely important to understand your teams’ current skills + knowledge and dig deeper into aptitude + strengths before mapping out trainings or tools. By creating a flat training program, you might set some team members up for failure where as they might be a very effective resource if their skills are utilised in the right direction. So figuring out the right skills for the right tools’ stack aimed towards the right desired results is the first and foremost step a manager/leader should undertake.

As Marketing manager you need to understand what level of knowledge is possessed by each member. Take them through the tech stacks used one by one. Encourage a learning atmosphere. Encourage peer to peer discussion and learning to level up cross platform skills. Understand what each member is lacking in and create a training content accordingly.

In my experience, one of the most important things to do to ensure that the training 'sticks' is to ensure that the team understands why and how using the tool will benefit them personally. You'll see much better adoption this way. Otherwise, no matter how compelling and engaging the training is, you won't get the reaction you're hoping for. It's also a good idea to plan for ongoing enablement. Doing a single training and expecting everything to be good to go is unrealistic. An easy way to do this is to have a few open-ended office hours sessions in the weeks after the training to allow team members to come ask questions, get a refresher, etc. Also, always record and distribute the training for people to reference on their own.

Create Standard Operating Procedures (SOPs) for repeatable tasks. SOPs need to be thorough and include plenty of visual aids. A well crafted SOP will take anyone from 0 to 1. Skip the assessment and start with a SOP. Overtime team members will gain knowledge and skills that they will use to improve their SOPs for future team members. Think of it as your business' knowledge flywheel.

Understanding your teams learning style is important to verbal success not just marketing stacks. Often, it can be overlooked and can cause tension, aggravation, and ultimately a waste of time. Once you know their learning style you can give them the solutions to best meet their needs. This increases engagement, decreases downtime and improves your employee’s quality of life significantly. Then, if you can then to buy into its benefits and be transparent about challenges, updates, and changes during implementation you can have your best chance of success.

Everyone learns differently. If possible, support every learning method. My two go to methods are: • written • video Every training document includes a written SOP with plenty of images and direct links. It also includes a video of the entire process (straight through) with a short summary at the beginning. I add timestamp links throughout the document to specific parts of the video. Some people learn by asking questions. Comments are your friend. Ask your team members to comment whenever something is unclear and tag the directly responsible individual (DRI). DRIs should be included at the top of every SOP. Comments allow for the team member to internalize the information. It's also a great way to identify areas of opportunities.

Driving on-going usage and adoption of a tool is where you really start to see a return on your investment. The purchase decision and implementation get all of the excitement and fanfare, but I've seen so many tools that don't have any active users less than 6 months after being implemented. The tools and the methods are unique to your organization. I'd recommend using whatever generally available wiki or central document repository is available to you. Listen to the questions you get during onboarding, and build out walkthroughs for those processes. Utilize video as much as possible for async training and updates. Allowing users to see the entire process end to end live is a huge benefit.

Training is never done. Just like SOPs, you're constantly improving them over time. Create a ritual to notify team members when SOPs change. The team member's responsibility will dictate the frequency for when these notifications are delivered. Some warrant real-time notifications while others can be distributed via a monthly digest.

IMO, marketing team's compensation should be tied to KPIs. In a big way. This way, the marketing team has no choice but to learn and use martech and CRM wisely. Because martech and CRM kick out the metrics needed to chart performance indicators. No metrics = lower comp.

Each new project the team takes on is an opportunity to improve on operational efficiency as well as the skills of everyone on the team. I find that even with tried and true processes and procedures in place, there's always something new to learn with MarTech constantly evolving and other people in the community sharing interesting and innovative ways to do things. As such, especially while rolling things out in sandboxes, etc., it's a great opportunity for everyone to experiment and expand on the best way to accomplish the task at hand. There's no need to completely reinvent the wheel on every project, but so long as time allows, new ideas and approaches can always be considered and tested before rolling out your solution to prod.

Similar to above - nothing is ever done. Just because it's written in the SOP, does not mean it's that way forever. Empower your team members to improve and simplify. I've done this in the past by assigning team members as directly responsible individuals (DRIs) of SOPs. The DRI owns their SOP.

My favorite workflow here is to subscribe to industry newsletters then feed them into AI content tools for summarization. I'll then distribute the industry newsletter links along with a short summary of key points in a weekly digest to the team via email. Slack and chat tools get to crowded. Email is often the best. A couple of companies I've consulted have opted into creating a Slack thread for each digest for the team to discuss asynchronously. You can do this automatically with Zapier and Make.com.

This is most effective when you have a really solid understanding of how your team gets things done and what the current gaps are. With this knowledge, you can have a focus to the types of tools and functionality you're looking for. Otherwise, you're stuck with the unenviable task to trying to keep up with everything, wilhich is essentially impossible. Another thing that has helped me is being intentional. Actually setting aside time to research tools, view demos, ask my peers for input and to just generally explore what is new and trending. The last thing is to be curious. Having an open mind will help you see possibilities in tools and connect features to use cases more easily.

I have a rule of Why-What-How when it comes to new MarTech tools or adopting current platforms. 𝗪𝗵𝘆: Why can't the process be done in the old way? Why should a company alter a well-established process? 𝗪𝗵𝗮𝘁: What can be achieved by using this tool? I'm a strong advocate of minimizing MarTech and selecting the right tool that can be used for several purposes. 𝗛𝗼𝘄: How will this tool contribute to the company's success? How will it streamline daily tasks for your team?

In my opinion, prepping for training a team on a tool all starts before the tool is even purchased. Understanding if your team needs and new tool and which tool to buy are the hard part. If you've done the work there, putting a training together should be pretty straightforward. If you find yourself struggling with the content, you may be in a situation where you don't have great alignment between the tool you're training on and the use cases you're trying to support.