How to align all departments in RevOps projects

How To Run Account Based Selling For Your B2B Company [GUIDE]

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One of the things that we always see when we're looking at particular teams is that everyone has a desire, right?

We're all here because we have a particular skill set.

  • Sales need to close, right? Commission-based, gotta close a client, gotta have success, gotta create as the minimal amount of friction possible to marry that client together with my product.

  • Marketing's looking at driving that early part of the funnel, getting leads in, optimizing them, and seeing high conversion rates.

  • Finance needs numbers, they're report driven. They have to be factual, they need to have all the statistics.

  • Customer success in most organizations comes in more towards the end. You know, what happens after you sell? How's that deployment procedure? How's their satisfaction? How are the usability, the NPI scores, and what kinda upsell do I have?

And each of these particular stakeholders in the revenue conversation is consistently looking through that lens because that's what they're being judged on.

That's what they're being scored and paid on. But what really happens is that we're all working together. We're all trying to do the same thing.

So teams have their own view of data reporting metrics what are they judged on, what are they reported on, and oftentimes those particular predispositions can sort of mentally stick the conversation perhaps in a segmented direction when you take, the human aspect as well.

Some individuals could have louder voices, could have, you know, more power in a conversation.

So, if you have four different teams in a room, and let's say for argument's sake, your marketing person has a more powerful conversation than your finance person, perhaps you're reporting lens more in a marketing favor.

Perhaps you're not looking at the entire conversation. Perhaps you're, you know, adding things to your CRM segmented more towards the loudest asker,  not the quiet person.

What RevOps does, is it allows you to look at this holistically and sort of more evenly weigh those responsibilities so you can get that end result with all teams involved.

The important thing I'd like to also point out is that when you are looking at individual teams and you're not looking at them in, a solidarity approach is that you leave intelligence on the table.

And I think that's a missing factor for many teams.

And the goal of RevOps is to prove through our actions and through the results, that we do work for everyone.

RevOps doesn't work for our own metrics. We're not commission based. We're not there to try to make some metric faster for our own team.

We're there to facilitate others. So in the same way that operations teams in general are the glue between main departments and they're there to provide that sort of, that service bus layer, right?

We're there to sort of streamline the pain points, and the commonality between different teams so they could be more effective. And we're there to support all others in the conversation.

And in doing so, we need to ensure we are inclusive. All of the stakeholders we take into mind, you know, what does their role typically entail?

What are their positives and negatives? You know, are we having conversations with stakeholders on a weekly basis? Are we working in a mutual fashion?

Do we understand, what is important to them and how they communicate?

You don't have to be, you know, one single way of communicating to everyone. It's not, hey, let's put out this, this text. Everyone's going to consume it and we assume we're all robots and everyone's got it. Nod ahead. Great. Let's go forward.

It's really more about massaging the conversation, making it unique to the team, building that engagement in, in some areas RevOps is sort of a sales group.

We are working to market and sell to our stakeholders for the success of their own teams.

And it's sort of like a little hidden underneath part that we don't talk about too much is that there's a lot of conversation in a balloon that trusts to enable us to go make those kinds of changes.

about the author
Joe Aurilia - Seasoned VP of Operations, with 20+ years of diverse experience in executive, technical, business, corporate, and startup positions. Scaling-up startups and transforming corporate departments under the umbrella of strategies crucial for business growth and expansion.