Attribution works (it’s the math), but building consensus and operationalizing marketing attribution requires three incredibly important keys which need to be followed.
Matt DiAntonio shared at the C3 SUMMIT how he led his organization thru the shift from ‘last click’ to fully operationalizing attribution by adopting this strategy.
(In fact …. these 3 keys could be used for moving forward almost any agenda within any organization.)
If you want to be seen, noticed, make a real impact and move up in your org …. you don’t need Tony Robbins, just keep reading and watch Matt’s talk.
1) Adopt an executive strategy. Take ownership of the conversation and be concise.
What does that mean?
I’ve sat in enough board meetings and I can help you all through this.
Don’t come to the table with a ream of paper.
If I had a nickel for every time I saw the marketing team show up with every click-through and, stop.
2) What’s working? What’s not? What are we doing about it?
There’s three questions that you should answer at every one of these meetings. One is more important than the other.
What’s working? What’s not? Don’t run away from what’s not.
Executives and leaders, they don’t want cheer leaders. They don’t want doom sayers, your job isn’t to nit pick every possible thing that sucks.
Your job is to say what’s working, what’s not and what are we doing about it?
That last point is the absolute most important piece.
When you start talking about what you’re doing about it and you keep an active log of it and say, “Listen, we had this conversation. As a team we’re driving change in the organization. Is it going to work? I don’t know, but we’re doing something that shows that we have ownership and accountability in this company.”
All of a sudden what you’re going to see is the entire C-Suite start showing up at these meetings.
We saw it.
3) Make other people successful … but don’t lose the paper trail of who you’re empowering and how its changing the company.
Literally, we have a Thursday meeting and our entire C-Suite sits in the back of the room because they want to hear what’s going to happen next.
They want to see who’s playing ball and who’s owning it and that’s the most important part. If you leave this out, the value that you’re bringing to the organization starts to go.
I hear a lot a lot of people say “we have this awesome system there’s all sorts of good stuff coming in here but we don’t see any change happening.”
When was the last time you actually helped someone else own some of the chains so they look good.
If I’m the one to ring the bell, other people are going to say, “f*ck you, I’m here to do a good job.”
Make the other people in your company successful, but don’t lose the paper trail and what we’re doing about the paper trail, who you’re empowering, and how it’s changing the company.