G2 Crowd Chief Marketing Officer Ryan Bonnici shares his five steps for figuring out and advancing along your career path.
- Two core principles for mastering your craft
- How to get good at giving and receiving feedback
- Two LinkedIn tricks that make all the difference
Ryan Bonnici is the Chief Marketing Officer of G2 Crowd, where he’s driving growth of the world’s leading B2B technology review platform that’s helping more than 1.5 million business professionals make informed purchasing decisions every single month. Prior to G2 Crowd, Ryan held several leadership roles in some of the most well-recognized companies in the tech industry. He served as the senior director of global marketing at HubSpot, where his efforts led to triple-digit growth for the company’s marketing related sales.
Items Mentioned in this Show:
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- Event: HYPERGROWTH
- Tool: HubSpot
- Tool: Asana
- Tool: Joovv
- Book: The Power of Now: A Guide to Spiritual Enlightenment by Eckhart Tolle
- Book: Radical Candor: Be a Kick-Ass Boss Without Losing Your Humanity by Kim Scott
- Previous episode: 150: Expressing Radical Candor with Kim Scott
Ryan, thanks so much for joining us here on the How to Be Awesome At Your Job podcast.
Thanks so much for having me, Pete. It’s great to be here.
Well, I’m looking forward to getting into both your story and your tactics. Maybe you could orient us a little bit to your career journey as it started as a flight attendant and then how that kind of progressed to a really cool trajectory.
Yeah, absolutely. Look, I was kind of one of those kids going through school that was just always told that “He has real potential. He just needs to work harder.” For some reason, I’m not sure what it was exactly, but in kind of year nine, back in Australia, something just flicked in my head and so years ten, eleven and twelve I worked really, really hard, got a really good GPA, a 4.0, worked my ass off.
Then I started doing university in Sydney, Australia and I was just super not interested in it. I, over the holidays, applied for a job at Qantas Airways because they were taking on international flight attendants. There’s huge interviews. It’s a really long process. Long story short, I got the job.
I did that for a couple years. It was always a short term thing for me because I ultimately just wanted to travel. I wanted to save up money, which allowed me to buy my first investment property when I was like 19. I was kind of really focused on traveling and just starting to make savings.
Always knew I’d get back to university and get back to my marketing degree. I had always kind of known weirdly from the age of maybe 18 that I wanted to be a CMO before the age of 30. Just after my 29th birthday, I actually joined G2 Crowd as the CMO, so it was really timely. I’ve been really lucky. Everything has gone to plan fortunately.
But, yeah, that’s kind of the background really on the flight attendant thing, bit of an odd job. Then I then went back to university and did flying on the weekends and did university throughout the week. It was kind of hard to juggle it, but it was fun. I learnt a lot. I’m someone that gets bored easily, so I need to be doing lots of different things, so it worked well.
That’s cool. While working as a flight attendant, did you form some connections or some skills or some insights that helped lay some good ground work for your future success?
I think I did. Qantas – for anyone listening – Qantas is actually the world’s oldest and most experienced airline. They had the first kind of commercial airline up and running. It was set in Queensland in the Northern Territory, which is what Qantas stands for.
I think one thing I learned that Qantas does incredibly well is customer service and just how your customers are the life blood of your business. Qantas did a really amazing job at training their staff and their flight attendants because at the end of the day, they’re really the main people that the consumers are interacting with.
I think I learned a lot about customer services and I learned a lot about word-of-mouth marketing and just the importance of having a cohesive message. That was one thing I think I learned from that early experience.
But then I also was able to eventually start to move and work more in our business class and first class cabins. I just started having fascinating conversations with different executives that were travelling different places for work. I had the CEO of Qantas on at one point in time. I had different celebrities on. I just had different executives and learned a lot from them.
Actually, I moved then from Qantas to Microsoft into my first kind of marketing role offer, kind of the insight from a marketing executive at Microsoft that mentioned to me that they were hiring. I learnt about that and then went through the hiring process and stuff and started my marketing career at Microsoft. It all worked out really, really well.
I’m just one of those business geeks that just loves to chat with executives and business people and learn ultimately about what gets them up in the morning, what they love about their business, what are they doing. I’m just innately fascinated by it.
Well, that’s really cool. I’m imagining when you say you picked up some insights from these executives, during the course of those interviews, you probably had some real smart things to say, like, “Whoa, we weren’t expecting that level of strategic insight from this kid.”
Yeah, maybe. I’ve kind of always been one of those kids that I’m an only child. I think I was always around adults from a really young age. I’m not afraid kind of I guess to share my opinion. I have lots of opinions on different things and I’m really passionate about those opinions and those thoughts. I equally love to discourse and learn about other people’s opinions and kind of argue about our opinions.
I think that’s a little bit of an Australian cultural paradigm. That’s just something that’s kind of been in me from the get go. I think that’s probably helped me throughout my career, but definitely back then I was quite a bit younger and as I was getting to know these people.
I think it kind of made me a little bit more memorable and also it allowed me to stand out from everyone else because most other maybe flight attendants that were speaking to these executives probably felt like it was too personal maybe to ask them about their work or what they were doing for business, whereas I was just genuinely interested.
That’s really cool. That’s cool. Well, so one of your other passions beyond business and strategy and marketing is helping young professionals figure out their path and move forward and progress. You did a real nice job as I reviewed your slides of crystallizing some key principles and perspectives on that at the Drift HYPERGROWTH 2018 event.
I’d love it if you could kind of just walk us through some of the greatest hits with regard to the five steps you shared there.
Yeah, sure thing Pete. The five kind of I guess high-level things that I talked through at Drift conference – I’ll just run you through them quickly first. The first one was mastering your craft. The second was solving big problems. The third was building your brand. The fourth was getting good at feedback. The fifth was just some advance hacks that I have kind of learned throughout the years that I wanted to kind of give folks as takeaways.
I think it’s worth maybe mentioning that I’m a big believer and I think you and your audience are fans of this too, but I’m just a big believer in really practical advice, so things that are really tactical that someone can immediately go and do themselves straight after listening to this.
That’s how I guess I built out my presentation for Drift conference, that’s how I build out all my presentations regardless of what the topic is because I think there’s so many people that can talk about the fluffy strategy. I really like to kind of marry that with really tactical things that anyone can do right now.
If we get to jump into a few of those, I think some of the things that I try and teach my team at G2 Crowd, and I have a team of about 30 marketers at G2, is that every single person on my team really needs to own a number and it needs to be an important number for the business.
It’s really my job and my leadership team’s job to help those team members actually know what their numbers are and to help them understand how those numbers actually roll out to the bigger business.
An example here might be if you’re a social media marketer and you might have been given a number of “Grow our followers from 10,000 followers to 20,000 followers a year.” A lot of social media marketers will be given a target like that.
It’s a pretty normal kind of thing, “Grow your followers,” and they will never ask for understanding of “Okay, cool. Yeah, I can grow my followers from 10,000 to 20,000, but how is this going to help the business?” A lot of people just do what they’re told and they never kind of stop and question why.
In an ideal world if they asked their boss, their boss would say, “Hey, look, we find for every 10 followers we have, every time we post that increases the number of likes that we get on those posts by 10% and that increases the number of people clicking through then to our site, which helps us drive more leads and MQL. By doubling the followers, we’re doubling the amount of traffic we’re going to get from social referral traffic over the course of the year, which will help us.”
Now, that’s just an example. But that’s, again, helping that social media marketer understand how their follower count ties into traffic count and that traffic count ties into leads and leads ties into MQLs and MQLs ties into sales revenue. I think it’s just really, really crystal important that everyone actually be able to know what their number is and how it rolls out.
Can you give us some examples of some additional numbers? I’m thinking maybe outside the marketing function, particularly I think a lot of time we think about “Oh man, owning a number, that’s for directors and vice presidents,” in order to sort of own that sort of thing.
But I like it sort of the social media follower count is an example of a number that someone maybe in the first few years of their career might have ownership of. Can you give us some other examples of numbers that aren’t too senior and are different functions?
Yeah, yeah, absolutely. Everyone in every role can have these numbers. I think that’s the key is to work out what they are.
You might be a junior recruiter and you just joined a company as a recruiting associate and it’s your job to run into these for example, right? Or to maybe source candidates for roles that you’re hiring, whether you’re an intern or whatnot.
The company’s role or the recruiting team might have a goal of say, “We have 50 open roles that we need to get filled by the end of this quarter.” Then they might divvy out all of those jobs across say their recruiters. Regardless of how senior you are or how junior you are, you kind of need to chat with your boss and work out “Okay of that big team number, what portion am I responsible for.”
If you’re really junior maybe you’re not responsible for that high level number, but you might be responsible for a leading metric that ties into that. An example might be-
Number of applications.
Yeah, exactly. Number of applications or the number of calls that you run with people or the number of kind of approved candidates that you hand through to the recruiting manager or anything like that. If you’re a BDR, so business development rep, your numbers might be the number of calls you do a day, the number of meetings you set for sales.
I’m just trying to think on the fly what different roles are in our team. If you’re in accounting and you’re a junior in the team, the accounting team’s metric might be, “Hey, we need to close out all of our invoices by the end of the month and get payment on 90% of them.”
You might have a metric of “Okay, I’m going to send three emails over the course of four weeks before the accounting payments are due so that we increase the number of people that pay us.” I would be monitoring “Okay, last month 80% of people paid us on time. Let’s change it and do a few more activities to try and get 85% this month and then 90%.”
It doesn’t really matter. There’s a number that you can apply and connect to everything. I think that really connects in with kind of the second big kind of core thing that I talked about with regard to mastering their craft and that was reverse engineering your funnel.
We just talked through some funnels then, like the number of people that apply for a job, the number of people that then do interviews, the number of those interviews that make it through to stage one, two, and three, and then other people you hire. Everyone has a funnel in every element of the business.
What I think most people don’t do a good job of is actually knowing what are the average conversion rates for my funnel and then working backwards. Let’s say your boss says, “For next month, hey little Jesse who does recruiting or is our recruiting intern, next month you need to generate five times as many people into jobs.”
Then when you would say, “Okay, well if I need to generate five times as many job fillings, then I probably need to run through five times as many different LinkedIn profiles at the top of the funnel.”
I kind of gave a lot of different examples of how you can think about reverse engineering your funnel, whether you’re an email marketer or a PR person or a sales rep. Everything can be reverse engineered. That’s just one of those tactics that not enough people in business do.
It sets them up for failure by not doing that because you might be trying to achieve something, like that 50 different heads to fill in a month might be really unrealistic, but you’ll just accept it and go after it and then you’ll fail.
But if you would have reversed engineered from the get go, you might able to then say to your boss, “Hey, I just ran the numbers for this and if we want to hit that number, we’re going to do 5X the number of applications. How are we going to get that? We might need help.” Does that kind of make sense Pete?
Absolutely, yes. What’s really nifty is – I’m taking a look at your funnels right now, and, I’m curious, you’ve sort of laid them out in the world of the email and PR and social media. How would you recommend – what would be some good sources that we might go to in order to identify what are some appropriate benchmark ratios in other fields?
I’m a big believer in there’s no such thing accurate benchmarks
Just because I think every single business is different. Every single role is different. If you’re a recruiter and you’re trying to recruit C-level executives, that’s going to take a lot longer. The funnel is going to be very different to if you’re trying to recruit junior entry level positions. If we change industries and look at a finance executive versus a marketing exec, it might be different again.
Those funnels in my deck that I ran through are more so kind of the methodology for how someone should think about … this for their own business. They would need to input their own metrics and then look at what their conversion rates are for themselves because I think you really just can’t apply standards here because a lot of these funnels, they’re purpose built for very specific things.
Well, I guess it’s interesting if we’re talking about solving big problems here, one big problem could be “Wait a second, we’re converting at half of the rate somewhere that we should. This is broken and it needs to get fixed.”
I’m wondering if you have any intuition on how you might get a sense for if – you can know the way sort of that the ratios have unfolded historically. That’s very helpful in terms of kind of planning out, “All right, well then just how much activity do we need at each of these phases to get our end goal,” so that’s really cool. But I’m wondering further, any pro tips for zeroing in on, “Hm, this part is broken and needs to get fixed.”
Yeah, I definitely think you can zero in once you’ve laid out the numbers for your funnel for whatever it is, whether it’s a recruiting funnel or an email marketing campaign funnel or it’s an anything funnel ultimately. It could even be literally a simple funnel of generating employees completing the monthly net promoter score.
Every month I send out a survey to my team. It asks them a really simple question from one to ten, how happy are you at work? I know if I send four reminder emails to them versus two, I’ll get probably double the amount of people that fill it out at the end of the month.
Regardless of whatever the funnel is that you’re building, I think you need to just map out what are the different activities throughout it and what are the conversion rates. Then you need to start to look at some of the drop-offs.
If it’s that employee net promoter score survey and you’re sending lots of emails and only five percent of people are opening, but then of those people struggling that open you have like 50% of people completing it, then you’d probably say, “Okay, well the message in the email obviously is engaging people because anyone that opens is completing it, but we’re to get people to open it in the first place.”
Then we have to look at is it the time of day that we’re sending it, is it the subject line? What factors could be affecting that? Are we sending it on a busy day when they’re doing other things? That’s really how you then start to work out “Okay, where is my funnel leaking?” is how I would think about it. Where is water falling out of the funnel?
That’s good. It’s just sort of the absolute number ratios can give you some hints. Then in some ways I guess you might think for like a cold email, you can be like, “Well, hey, we don’t really expect a whole lot of opens on a totally cold email to strangers.”
But, in the context you presented there, it is internal and that might get you thinking about having some sort of benchmark ratio in terms of “Well, hey, when you look at the other emails that get sent around our company, the open rates are triple this. What’s wrong?” It’s like, “Oh.” I think that’s where things get interesting.
100%, 100%. I think whenever you’re comparing funnels to marketing funnels, which there’s been lots of research done into them and you have a high volume of data that you can look at. Emails is a really easy example. Web traffic conversions is an easy example. Yes, you can definitely find some benchmarks. Again, I don’t know how important I would be leaning on those. I’d still be looking at your own data.
But once you start to get – most people aren’t marketers. That’s just one role in a company. Once you get out of those roles, the methodology and what I’m trying to help teach people to understand is you should just be reverse engineering whatever it is that you’ve been asked to do to work out how you can most successfully do it.
Certainly. I think that within your own data, you can grab some good stuff. It’s like, “Hey, the other emails we sent internally, how do those compare here?” I think that gets really exciting when you discover, “Oh wait, this tiny little thing we’re doing is dumb. Let’s fix it. It turns out we’re using a tiny font that is really hard and obnoxious to look through. Let’s cut that out right away,” and boom, there you have it. It’s pretty thrilling, at least for me.
Absolutely. I think it’s when you actually stop and actually start to analyze the impact of the different things that you’re doing in a business that things get really interesting.
I find so often that businesses and employees never actually stop and properly analyze their activities to look at the impact. Everyone is running around. Everyone says they’re busy. No doubt they are, but being busy and working on unimportant things is very different than being busy and working on important, critical projects.
An example that I can think of that comes to mind from when I joined G2 Crowd is I noticed when I first joined that the company placed a lot of emphasis on having every employee do social sharing of content that we were creating as a company. Let’s say there was a news article about G2 Crowd or we created our own content, a lot of people would post it to Slack and everyone – every manager would say, “Hey, John, Jesse, everyone, please share this to your social channels. We want to get this news out there.”
I was doing some analysis when I joined and I basically was seeing that there was all of this activity being done. Everyone was taking out people’s time on their team to have them just share content on social. I understood why. Naturally you want to share happy news about your business. That makes your employees feel good. It’s an exciting thing.
But because most people at a company don’t really have many followers on Twitter or on LinkedIn, we were getting a very insignificant amount of net new traffic and engagement on this content purely because most employees are junior, most employees don’t have big networks. No one is clicking on their content.
It was just an interesting thing that I saw when I came in and I noticed wow, we spend so much time getting everyone to do this and no one has actually stopped and looked at how much traffic does it actually drive for us and it’s driving nothing, so let’s stop wasting everyone’s time. Does that make sense?
Absolutely. That’s great. All right, so you mastered the craft, solving big problems. How does one build a brand?
Yeah. I think this is a really interesting one that a lot of people sort of don’t really think enough about. I think to build your own personal brand at work is really, really key because that personal brand that you build, it doesn’t just help you today and in the future, it helps the company that you’re working for.
I always try and preface this hack or this tip with people on the basis of there’s no point trying to build a strong personal brand if you don’t actually have a unique point of view because if you don’t have a unique point of view, you’re not going to develop a strong brand. You’re just going to be sharing your opinion.
If your opinion isn’t unique or different or interesting or complex or has something unique about it, you’re just adding to the noise. No reason why you maybe shouldn’t do that if you want to and get that out there, but it’s probably not going to give you the effect that you’re hoping for.
I’d say that’s the key thing is to work out what is it that’s a unique angle that you have a unique perspective or insight into that you can share content of authentically. Once you know what that is, I think for people that are junior in their career or even more senior, the easiest place to start is with your company blog.
Most companies are doing content marketing or inbound marketing today, most of those content and inbound marketing teams don’t have enough time to create enough content, so they always welcome someone willing to create some content for the company blog.
My step one recommendation is reach out to your content team or your blogging team or your marketing team, if it’s a team of one, and literally say, “Hey, what’s a topic that you’ve been wanting to write content for on the blog that I maybe could create for you.”
Go ahead, do that, write it really well, have them edit it, and start to get some content up and live on the internet from your company because that’s automatically then starting to help you build your reputation and build a bit of an online footprint for who you are.
Then what I recommend people do is after they’ve done that a little bit, I’d suggest they start to reach out to maybe very kind of junior or small tier, low tier kind of press and media outlets in their city or in their industry and write a guest post for them.
In my slides – which if you head over to my Twitter account, it’s Twitter.com/RyanBonnici, just my name, you can download the slides that I’m running through because I have some templates … emails that I recommend sending to the editor of the different publications and what my follow-up emails look like.
But basically once you get a piece mentioned in one of those publications, then you reference that. Then you reach out to a tier two publication. Then once you get a few of those published, you mention those and then you reach out to a tier one publication.
I have done this myself over the last few years and worked my way up from small industry press in Sydney that no one in the US would probably know about to then being a regular contributor for Entrepreneur and now more recently I’m writing for The Telegraph and for Harvard Business Review and I think I have a post coming up for MIT’s journal tomorrow.
I’ve only done that through just working my way up and creating content. I wouldn’t have been able to work my way up if a) I didn’t start small, but b) most importantly, I had a unique opinion on different things. I think building your brand is key.
Can you give us a bit of an example in terms of what does it look, sound, feel like to have a unique point of view versus just to be everything else. Could you give us a couple examples of “Hey, not unique sounds like this, whereas unique sounds like that?”
Sure. I mean, look, I did an interview recently for The Telegraph. Basically it was all about how I kind of network on planes. An example of a boring article that The Telegraph wouldn’t have written is if I wrote them a piece of content that said “Here’s what you should do on a plane: go to sleep and watch a movie.” Everyone does that.
Instead I said to them, “Hey, I do something that’s different that no one else does on planes. I have a set of questions that I like to ask my neighbor. I’m good at gauging if they’re interested or not. I work out who they are. I research them on LinkedIn if I can see their name from their boarding pass,” blah, blah, blah, a little bit stalky. That’s different. That’s unique. Naturally now they want to write about that.
That was a flight example with regard to networking, but similarly I write a lot about marketing. A boring article that is not unique and no one would write would be an article for me saying digital marketing is important. No marketing industry press is going to publish that because obviously everyone that follows them knows that.
But if I wrote an article about how digital marketing is dying and here are some data points to back that up or digital marketing is transforming and here’s why, etcetera. Now we’re talking about something a little bit more interesting.
A unique angle really comes down to just building out what is the interest with the story and are you sharing something that’s new that people don’t know or is a different take on something.
If you look at the way Trump does media, he’s obviously very good at trying to have a unique angles for things that are very different, very I guess confrontational. That’s kind of a big part of what hooks press and gets them interested. You need to try and adapt that in the same way if that makes sense.
Yes. I think in many ways it’s almost like you know it when you see it at the onset. It’s almost sort of just refusing to write something just because you should, like, “Oh, I write a blog post every month,” as opposed to, “Oh, now that’s something. Okay.”
Totally. Exactly. I take – throughout – I didn’t have a regular cadence because just to exactly your point, these ideas come up throughout the day, throughout the week. I find the best way to start for people that are new to this that are still trying to get their heads around what’s their unique angle is I always say the best place to start is think about what frustrates you the most at work.
You might do a regular meeting – you might be in a meeting and you might just be frustrated because meetings are always unproductive. That could be a unique angle, like saying, “Hey, most meetings are horribly unproductive and these are the five reasons why they’re unproductive. Here are the three easiest things that you can do right now to make your meetings at work more productive and to help you be better at your job.
Those things are a) require that there’s always an agenda written into the meeting invite, 2) if it doesn’t need to be a brainstorm and they’re just sharing content, it doesn’t need to be a meeting, and 3) blah.” That could be one example of the way you kind of find an idea through that frustration at work.
Or you might just have a regular meeting where you’re told in that meeting, “Oh, that’s a really good idea. You have a good viewpoint on this topic.” Whatever that topic might be, you then need to kind of quantify and kind of build out what that view is outside of just an opinion and formalize it and share it with people.
If we use just my presentation form HYPERGROWTH last week, I’ve been told by lots of people that I’ve moved up in my career pretty quickly to become a CMO by 30. I just thought about what has made me successful. That was what I got to kind of these five kind of key things that work for me.
A lot of that came from me just reflecting and working out what actually was it. What are some things that I do that most people don’t do? I think everyone can do that for their own domain, their own part of the business or their own skillset.
I dig that that that when it comes to the frustration, it means it’s resonating for you in the sense that your frustration kind of equals something is happening and it’s wrong.
Yeah, exactly. If you’re getting frustrated, then other people probably are too in those similar situations. You know you’ve got a hook, an interesting topic that’s going to be relevant most likely.
Then I think the next step is – this actually ties funnily enough really nicely into my fourth tip that is like get good at feedback is one thing that I always try and teach my team is it’s one thing to get frustrated with something, but if you’re just getting frustrated and you’re complaining, you’re not doing your job. You’re failing and you should be fired.
Great employees and people that get good at their career and move up is they give very good constructive feedback.
Instead of someone being frustrated because the meeting is unproductive, a really amazing employee would say – they might send an email around to everyone after the meeting and say, “Hey gang, I’ve been thinking about the agenda for our regular weekly meetings and I wanted to put together a potential draft agenda that we can use moving forward that I used maybe with a previous team that worked really, really well. Here is the agenda that I was thinking. What do people thing? Should we try this? Would it be worth doing or not?”
I’ve been in those meetings before where someone on my team has stepped up and been a leader and actually created a new agenda. It’s been brilliant.
A) that’s kind of a little bit of a meta example, but being able to kind of pull yourself out of the frustration and work out what could be done to fix it and then to drive that change is really key to moving up in your career and being a leader and just key for life really.
Okay, so that’s part of the feedback equation is delivering it, stepping up, finding some actionable improvement nuggets and courageously putting it forth in a kind of an appropriate, diplomatic way. How about on the receiving feedback side of things?
Yeah, I’d say this is probably where most people struggle. Everyone says they want feedback, but it’s like until they get it about something that they weren’t expecting it for that they really struggle to accept it and then they push back and then it defeats the purpose because the person giving you feedback now can see that you’re defensive and just breaks the relationship down.
The first thing that I like to try and help my team kind of be more aware of is that when someone’s giving you feedback, you need to remember that they’re taking a risk in giving you feedback because people typically don’t like to receive feedback, but feedback is the only way we grow. We need to kind of a) remember that, but b) just like stop the first reaction that you have.
The first reaction that 99.9% of people have is to disagree or to give an example for why you did that or just to start to rationalize what happened. I think what people don’t realize is whoever is often giving the feedback doesn’t really care for why you’re doing it. They probably already know why themselves, but they’re giving it to you just so that you can be clear that this is something that needs to be improved on.
Let’s say as an example you give someone – someone gives you feedback that “Hey, you talked to fast in that meeting and that made it hard for people to follow, which meant that people left the meeting without really understanding what the goal of the meeting was.” A typical person might say, “Well, I had to rush because we had limited time.”
That’s not the point. The point isn’t that you had limited time. The point is that “Well, because you rushed because there was limited time, now the message was lost. The people don’t know what it is.”
Instead of refuting the feedback and arguing with it, the lesson there is “Oh, great. Thanks so much for that feedback, boss. What I might do next time is that if I see that we’re running out of time, I might just say ‘Hey guys, let’s take the 20 minutes back in your day and I’m going to schedule a new meeting to run through what I was going to run you through because we need more time.’” That’s how you respond in a proactive way and you learn from something.
Anyway, back on track, first thing to do I guess is stop that reaction. The second thing I recommend people do is remember that you asked for feedback. Feedback is something that you want. Third or fourth thing is just to say thank you. Thank the person for the feedback.
If it’s complex feedback that you really need time to deconstruct, then I always recommend my team just say to the person, “Hey, I really appreciate your feedback. I’ve taken down notes,” and actually write them down, say, “Hey, if it’s okay with you, I’m going to get back to you maybe tomorrow because I would love to really digest this info and get back to you with a full response. I hope that’s okay.”
No one’s going to say to you, “No, it’s not okay. You need to respond to my feedback immediately right now.” That will give you time to cool down, to think about it more properly and to realize that actually this is helpful, this is good.
Once you start to get into the good habit of doing that, a few ways I recommend people get better at this and get better at getting more feedback so they grow faster in their careers is just telling them that they need to ask for feedback regularly.
Some of my best employees, after every single one of our one-on-ones, they’ll just say to me, “Hey Ryan, thanks for this. This is really helpful today. What’s one more thing that you would like to see me doing more or less of?” Notice the open ended question there.
I’d say, “I can’t think of anything this week. You’ve done a really good job.” Or I might say, “Hey, yeah, you did this thing really well this week, although I felt like when you did this thing it kind of slowed you down and maybe next time you can do this.” Just teaching team members to not be afraid to ask for feedback is key.
Even if you’re meeting with like an executive or you’re in the elevator with the boss or someone more senior, maybe don’t ask them for feedback on yourself because they probably don’t know who you are or they probably haven’t been working really closely with you and so they can’t give you really helpful feedback.
But for those sorts of people what I would recommend asking is saying something to them like, “Hey, you obviously have an amazing leadership team. I’m curious when you’re building that leadership team, what qualities do you look for in those leaders or what are your best direct reports, what do they differently than everyone else?” At least that way now you can get insight from an executive that maybe can’t give you specific feedback. Does that make sense Pete?
Yeah, I really like that. What you said about that – just note that the person who is give you feedback is taking a risk is excellent in terms of reframing the whole thing because your first reaction indeed can be like, “That jerk. Oh, spare me. Does this guy have a clue,” whatever, insert the defensive reaction or whatever as opposed to note that – unless of course, there’s a few sociopaths out there.
But for the most part, for the most part, when someone shares an observation about how you could improve, that is a kind act. I went to a leadership conference, it was called LeaderShape. They said feedback is love. I thought that was well said.
It’s a kind gesture. It does require risk because the person on the other end may very well think less of you for having provided it. If you start there, that just kind of puts you in I think a much more receptive place like, “This person cares enough about me to take the risk that I’m going to be mad at them. That’s pretty cool even if I don’t really like or agree with what they’re saying to me right now. I’m going to chew on it a little more.”
Exactly. Trying to think I think about the intentions behind the feedback is key. If it’s feedback that’s coming from your direct boss, out of everyone that gives you feedback, that’s the one person that you just shouldn’t push back on most likely because they know you intimately, they probably work with you very closely. If they’re giving you feedback, they’re only giving you feedback to try and help you, otherwise what’s the point?
But I’d say if you get feedback from someone else in the business and you disagree with it or something like that, maybe you chat with your boss about it. But also at the same time, I still don’t think you change the way you respond to it. I think the response is still, “Hey, thanks so much for that feedback. I really appreciate it. I’ll be sure to think about that and think about how I can respond differently next time.”
Whether or not you actually do it or not if you think it’s a load of crap, doesn’t matter. The way you respond is key. If you respond in a defensive way, you’re basically kind of voiding that relationship growth opportunity with that person.
If you respond in a really good way, regardless of whether you actually implement the feedback or not, you kind of by doing so showing and telling the person that you’re benefiting from the feedback and it was helpful. That will only help you in terms of your relationship with them and what’s the point in calling out to them that their feedback sucks or it’s inaccurate. Is it going to really help you? Sometimes you have to think about that.
Absolutely. And just that notion that if you make it really difficult, they’re like, “All right, not worth it. I’ll just keep my mouth shut and not share any useful tips in the future.”
Yeah, yeah, Exactly. Then that person might also think that you disagree with them or now you don’t like them because they took that risk and gave you that feedback or a bunch of different things. Yeah, I’d say that’s kind of how I think about that.
Then I think to wrap it up, I guess, Pete, with my presentation where I then went to kind of towards the end was really I wanted people to better understand what are some really small hacks that you can do really quickly. One of the things that I mentioned was helping people grow their network.
Something that I always do on LinkedIn and some people will probably disagree and don’t think this is the best strategy, but it works for me and I’m a big fan is whenever someone kind of looks at my profile on LinkedIn, I always add them to my network.
I just basically on my commute home or if I’m on the boss or if I’m doing – I’m bored and I’m somewhere, I’ll open up LinkedIn and I’ll just look at who has looked at my profile. Every single person that looked at my profile that I’m not connected with, I just tap the Connect button on them. All of those people always connect with you because they’re looked at you first.
They started it.
Yeah, exactly. They started it and they were interested in you.
The reason why that’s important is it helps you grow your network so the next time you change jobs or you share an article about yourself on LinkedIn or share anything, there’s more eyeballs that can potentially see your posts to then help like it and help perpetuate more people seeing it. That’s one thing I always recommend.
That’s worked well for me to the point where now I think I have something like 33,000 followers and connections on LinkedIn. …
Do you have a particular message that you send them when you click, like “Hey, saw you looking at me,” or what is it?
I don’t send anything.
I don’t have time for that to be honest. Also, if that – yeah, some people do that and I think if you have the time to send a message, awesome, more power to you. I just haven’t gone down that path.
That would be the one thing I recommend. The other thing with regard to LinkedIn is what I’ve always done in my career is I always kind of work out what’s the company that I want to work for next. What I’ll do is I will basically do a search on the LinkedIn app and I’ll search maybe recruiter and then I’ll tag the companies that I want to work for.
Let’s say if you want to work at Facebook and Amazon and Snapchat, you would search for recruiter. Then you would search those companies in LinkedIn. Then I would then tap on the plus to all those people.
Now, what that’s doing is a) recruiters never say no to people that add them on LinkedIn because naturally their network is what makes them good at their job. The bigger the network, the better they are typically. They’ll always accept.
But the other great thing is not only have they accepted and you’ll probably get their email address and potentially their phone number through their LinkedIn profile, but they will now also be seeing your content.
As you do that tactic I mentioned about building your personal brand, where you’re creating that unique content for your company blog and for other articles, when you start to share that on LinkedIn, you’ll start to become more known as a thought-leader in whatever your space is.
Now recruiters that might in the future see you and recruit you for a job will start to recognize your name and know that you’re good at marketing or accounting or recruiting or whatever it is that you do. That’s just a very easy way to build your network.
That’s helped me now get to the point where I probably receive three to five different in-mails a day maybe on a good day from recruiters offering me board roles or interesting CMO roles at different companies. I don’t need to engage with them if I don’t want to, but it’s nice knowing that there’s options available if the time should ever arise where I need that.
There, yeah, I think it would be kind of broad set of really – some of those lessons that I think I’ve learned, Pete, over the last decade or so of my career. As you kind of mentioned as we’ve been talking about, I just think there’s so many things that you can do in your career to help you move faster and by doing so it helps your company move faster.
I think those two can always be aligned. That’s really the sweet spot. You shouldn’t be doing stuff that’s just good for your company and not good for you, like try and do stuff that’s good for both sides.
That’s awesome. Well, Ryan, tell me, anything else you want to make sure to mention before we shift gears and hear about some of your favorite things?
Gosh, no, I think that’s good background. For anyone that wants to connect with me obviously, my details I’m sure are listed in the podcast. Feel free to just search my name online. I’m very accessible via any social network really.
Awesome. Now can you share a favorite quote, something you find inspiring?
I think something that I find really inspiring is just leaders that aren’t afraid to fill leadership voids. I don’t know if this is necessarily like a quote, but it could be.
I think of businesses as just being these organizations with holes within them kind of like Swiss cheese. I think a really strong leader starts to see those different deficits in a business and isn’t afraid sometimes to actually fill the gap and maybe step on someone’s toes that wasn’t filling the gap, which would have been filling the gap.
I think that’s been something that’s been an important thing that’s helped me grow in my career. It’s not easy to always do, but it’s worked for me. I’d say filling the leadership voids within the business is the fastest way to move up in a business and drive impact in the business would maybe by my self-created quote right now on the fly.
Oh sure thing. How about a favorite book?
The first one that I’d say probably, let’s focus on business, but I think there’s impacts that to me from a business perspective is The Power of Now by Eckhart Tolle. Absolutely love it. I think it’s a really good book. I try and reread it at least once a year if not more than that.
But it just kind of helps you really focus on what you can do right now and what’s important in the moment. Really good book I think for folks that sometimes suffer with feelings of depression or feelings of anxiety or feelings of trying to always achieve more and need more and not have enough. Really amazing book. Big fan of mindfulness and all of Eckhart Tolle’s work.
Maybe the other book that’s a bit more business focused is a book called Radical Candor by Kim Scott that I absolutely love. Kim published the book I want to say last year, maybe early 2017. It’s all about basically how to give you feedback to your employees so that you challenge them really directly, but while at the same time they know that you really care about them personally. That’s helped me I think become a better leader, but I’m always trying to improve.
That’s awesome. We had Kim on the show. It’s definitely powerful stuff.
How about a favorite tool, something that helps you be awesome at your job?
Favorite tool. There’s a ton. I’m a massive fan of HubSpot as a marketer, so HubSpot would probably be my favorite marketing tool. Then Asana would probably be my favorite productivity tool, like my whole team, our whole company actually at G2 Crowd, runs HubSpot for marketing and Asana for productivity and task management, so massive fan of Asana. Yeah, love that.
And a favorite habit?
Favorite habit. It’s kind of this is like a semi-tool slash habit, but I’m a big fan of light therapy actually. I’m a geek when it comes to bio-hacking and neuro-hacking.
For anyone that’s interested in trying to have more energy in the daytime or to work better throughout the nighttime or better attention, I tell them – I use a device called the Joovv, J-O-O-V-V.com. It’s basically kind of like this wall unit that hangs from a door. It’s got red lights and infrared lights on it. I will literally every morning and every night stand in front of it for ten minutes.
It’s good for resetting circadian rhythms. It’s really good for your skin. It’s good for kind of inflammation in your bones. I’m obsessed with it. Red light therapy/infrared light therapy is my biggest favorite habit knack.
The technical term for what it is for anyone that really wants to geek out, it’s called photo-bio-modulation. There’s a lot of research now coming out of Harvard and MIT that shows the benefits of what near infrared light and red light therapy can do for your brain and for your cells and your mitochondria. That’s probably my big habit and favorite fun thing.
Intriguing. Thank you. Do you have a final challenge or call to action for folks seeing to be awesome at their jobs?
I would say, gosh, the one thing I never see enough of in business is people just really owning their outcomes and committing to their growth. I think I’ve always had to throughout my career, I’ve never been given a promotion just because.
I’ve always – I earned it, but be like earned it and then told my boss that I’ve earned it and said, “Hey, this is what I need. If you want to hold on to me and you want me to keep driving impact in this company, this is what I want.”
I think more people can do that because there’s so many amazing people in business that are driving impact. It’s not that their bosses or their businesses are trying to intentionally overlook them and not give them that raise or that promotion or that new business opportunity. A lot of the time it’s just everyone’s busy and no one sometimes realizes it.
I think my one big thing in addition to kind of what we’ve been talking about all about this is just speak up and if you’re unhappy, tell your boss. If you want a new challenge, tell your boss. If you think that you’re undervalued, tell your boss and frame it in a way in which that it’s not a complaint, but that it’s a constructive thing.
Explain to them how much you love the business and how you want to drive more impact, but you don’t feel like you’re valued. Here’s why and here’s what you need to change. That would be my one big challenge and … for people.
In addition to just follow me on Instagram, on Twitter, on Facebook, on Snapchat, and all the channels. Feel free to connect with me and share your challenges or your thoughts and feelings with me on this. If you agree/disagree or anything, I really am super sociable and I respond to everyone that messages me assuming they message me with nice messages that are constructive.
That’s awesome. Well, Ryan, thank you so much. This has been a lot of fun. I wish you tons of luck at G Crowd and all you’re up to.
Thanks so much Pete, really appreciate your time. Thanks everyone for listening.