one of my biggest lessons of the last year is that when sales/marketing think "personas", they are thinking:
"we need to teach people how to sell"
"we need the fastest way to close deals"
"I need to teach a junior salesperson who to prospect"
1/n
...their goal is actually the *least* amount of complexity/information needed to do their jobs.
IOW, say one message will resonate everywhere, or one qualifier will get you "buyers"
....well, one "persona" will do
When you understand this ... 2/n
...it makes sense why product/ux and sales/marketing often butt heads when it comes to research.
There's a tendency to couple
Research
with
Artifact/Tool
3/n
...showing up at the table with a lot of in-depth research on the journey, the complexity of customer environments, the nuances of different people in mind...
actually causes dissonance
"WAIT. I CAN'T USE THIS TO SELL"
This was my AHA...
4/n
...when you are doing research for sales in marketing you are actually doing TWO things
Research
and then:
creating simplified models (internal products, on some level), that help people do their jobs faster internally
The latter will be by definition lossy/incomplete
5/end
...
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something I've learned, and re-learned over and over -- at @Amplitude_HQ especially talking to so many teams.
It is vital -- absolutely vital -- to understand your product in the *broader landscape* of a customers workplace.
Why? 1/n
...when talking to a customer about your product, you will always trigger the instinct for them to be helpful and provide information about YOUR product. Which is good...
...but also a challenge.
The reality is that your product is a tiny part of their world. 2/n
"What problems are you having?"
Customer: "Um, well, [some task related to your product]"
(remembering to focus on goals)
"Oh no, what is your GOAL?"
Customer: "Um, well, [some goal related to your product]"
All good, except, again, this is a tiny part of their world. 3/n
when you've found your team prematurely converging -- jumping to specifics too early -- what were some contributing factors?
...this is a weird one, but often it seems to happen when the bulk of the team is tied up with something, and a smaller group -- e.g. designer and PM -- are under pressure to "tee up" the next thing
...when the team lacks psychological safety? people just want to get it over with, so they just go with whatever seems like a reasonable deal to make the need to collaborate go away
we often experience situations where we are faced with overlapping problems
it looks a little like this ... 1/n
...except, often no one really takes the time to define the problem(s). Instead they brainstorm a bunch of ideas predicated on implicit perceptions of the problem(s)
the danger here, of course is that... 2/n
...if you bring three people together they might each see different things
One person sees one problem
One person sees two slightly overlapping problems
One person sees a parent problem with three child problems 3/n
Funny thing is that I both agree some people are really good at certain things
AND I also believe that certain environments are conducive to elevating everyone such that one person being really good at something doesn’t mean much (though it is helpful)