Take control: Make your product marketing team indispensable

This article is based on Larry’s talk at the Product Marketing Summit in Denver, 2023. To watch this talk in its full glory from our sister community, product marketing alliance, click here.

Let’s start with a quick introduction. I'm Larry Goldman, and I'm the Director of Product Marketing for one of the business units at Progress Software, a company better known for its brands like Sitefinity, Chef, and Telerik.

I’m also a proud husband and father, which, I warn you, makes me prone to cracking dad jokes. Have you heard about the restaurant on the moon? Great food, but no atmosphere!

I thought I'd add a few more jokes into the mix, specifically product marketing jokes, so I went to the PMA site and found more templates than I'll need in my lifetime, but no dedicated product marketing jokes section. So, I had to make up my own and you’re just going to have to deal with it. Here's one:

Knock, knock.

Who’s there?

Product marketing.

Product marketing who?

Exactly.

That's what this article is all about. If your company's response to 'product marketing' is 'who?', then you're in hot water and far from being indispensable. We’re going to look at how you can change that.

Here’s what we’ll cover:

Why your PMM team is being overlooked
Six strategies to amplify your PMM strengths and become indispensable
How to maintain prominence once you’ve achieved it

Why your PMM team is being overlooked

Have you ever felt uneasy about your standing within the company? It's okay, you can admit it. It happens to most of us from time to time, particularly during periods of change.

Why your product marketing team is being overlooked

So, why might you be feeling overlooked? There are a bunch of possible reasons:

You might be chasing the wrong priorities.
Maybe you don’t know your customers as well as you should. Has a salesperson ever asked you for a customer contact, and you were at a loss for a quick answer? That might make you feel a bit out of touch.
Are you consistently late in delivering tasks, making people question your reliability? Or maybe you're too engrossed in day-to-day tactics, losing sight of the bigger, more strategic picture.
Do you have a champion in your corner, someone within the organization who advocates for product marketing? You're lucky if you do.
Could it be that your team is chronically understaffed or lacks the necessary skills?
Or perhaps you're involved in long-term projects that make it difficult to demonstrate immediate tangible results, so others fail to see the value of your work.

These are all potential factors that could make you feel slightly uneasy, and that uneasiness tends to be amplified in times of change. Change is a constant in the business world, and I tend to categorize it into two types.

First, there's sudden change – the kind that hits you out of nowhere. Maybe your boss leaves unexpectedly, or you wake up to an email announcing that your company has either been acquired or has just acquired another business.

Or maybe a competitor releases an unexpected product and surges ahead. These abrupt shifts can be disruptive but they need to be navigated effectively.

And then there’s creeping change. This is the gradual, almost imperceptible shift, like the proverbial boiling frog, that slowly transforms the status quo until one day everything’s different.

An example of this could be that you notice that you're not being invited to meetings anymore. Or maybe you're seeing people take over activities that are traditionally handled by product marketing. These are the slow, creeping signs of change you need to keep an eye out for.

Remember, change doesn't have to be bad, but is inevitable, so you have to be prepared and ensure you're protected from this constant ebb and flow.

So, how can you overcome these challenges and make yourself and your team indispensable? By following the six steps below and amplifying your strengths as a product marketer.

Let’s dive in.

Step one: Define your role and responsibilities

First, you need to clearly define the responsibilities that fall under product marketing, let others know what these are, and own them. Here's a list of tasks that we usually undertake as product marketers. Some of them might not apply to your role, but most are non-negotiable:

Go-to-market strategy (GTM)
Customer segmentation
Positioning and messaging
Competitive intelligence and differentiation
Product launch
Pricing and packaging
Analyst relations

Now, tasks like pricing could be negotiable. Depending on the company you work for, pricing could be the responsibility of product marketing, product, or even sales. I’ve seen all those permutations.

If someone else is claiming pricing, you need to decide whether it's a non-negotiable for you. Is it worth fighting for? If you decide sales should handle it because it affects them more directly, don’t remove yourself entirely. Always stay engaged, always have a hand in it. Make sure they know you're interested and that you have valuable insights to contribute.

However, you should be careful not to overcommit. Tempting as it can be to say yes to everything, it's far more important to perform the tasks you do take on exceptionally well. Balance is key.

Step two: Build exposure for your team

The magic of product marketing is that we're at the heart of everything, like the mortar between bricks or the sand amongst the rocks. We interact with all departments – sales, customers, product, executives – we're an integral part of the mix.

But here's the deal: if people aren't seeing you as the customer expert, the voice of the customer, it's high time you change that. Familiarize yourself with customer personas, speak their language, and share their stories.

Ever thought about creating a playbook? If not, get on it. It's an incredible way to consolidate all your knowledge in one place. Being pestered with queries? Point them to the playbook. Want to wow leadership? Showcase your playbook. It's a single source of truth that amalgamates your messaging, positioning, competitor analysis, customer personas, and all the nitty-gritty of your work.

Step two: Build exposure for your PMM team

And don't limit yourself to demand generation; involve yourself in the entire lifecycle. Yes, leads and revenue are crucial, and everyone's chasing those, but don't forget about your existing customers. Sure, there might be a dedicated customer marketing group, but be proactive in collaborating with them.

Lastly, don't wait for an invitation to crucial meetings or sessions. If there's a customer advisory board, be there. If sales is conducting a demo and you want to learn from it, get involved. Is a branding team meeting happening? Join in, because you know the customer, and that knowledge is power.

Let me share a story. A few companies back, I was deeply involved in the development and promotion of buyer personas. HR approached me to be part of the onboarding process, where they conducted a comprehensive week-long program for new hires. They wanted me to present the personas and competitive landscape to newcomers. I was more than happy to step in, so I jumped on the opportunity.

For about a year, I found myself in front of every new employee – be it executives, support staff, product or sales teams – explaining our key personas, who we're selling to, why, and how our products meet their needs. Not only did this provide a valuable introduction for new employees, but it also positioned me as a go-to for information on these subjects.

Finally, always make sure to share your wins. Celebrate your achievements, and don't forget to acknowledge those who contributed. When you finish a set of data sheets, share it with everyone, thank your team, and use it as a chance to highlight your accomplishments.

Step three: Build your network of allies

Knowing who your partners are within the company is key. These could be internal teams like product or marketing. If these teams are saying “Product marketing who?” you're not integrated enough. You’re going to need to put in a little extra work to build those relationships.

Sales leadership is also invaluable. Winning them over can massively boost your initiatives, as they can help push your agenda to the sales team. In my opinion, they’re your best partners.

Building connections with executive assistants, community leaders, or the person in charge of tech support can also be very powerful. I call this the "influential periphery." These are individuals who might not be the most obvious allies but wield significant influence within the organization. By connecting with them, you can extend the reach and perception of product marketing.

There are also groups like customer marketing, lifecycle marketing, branding, and legal that you might interact with on occasion. Maintaining good relationships with these teams is crucial. I’d also recommend finding out who the big idea generators are in your company and aligning with them.

Leverage your external network for objective feedback too. And don't forget about the unknowns – that guy in the corner may just turn out to be an invaluable ally. Always keep an open mind about who can influence and assist your role in product marketing.

In my previous role, I developed a close relationship with the CTO, which might seem unlikely for someone in product marketing. However, thanks to that relationship, I got to know all about the company's direction at the executive level. My point is, anyone can be a valuable connection.

For those of us working remotely, it's vital to maintain these connections too. I recommend reaching out to three or four people a day, even if it's just a quick chat or message. These small touchpoints help build and maintain relationships, which can be a challenge when you’re working from home.

Step four: Build respect, promise by promise

Paul McCartney famously said, "The love you take is equal to the love you make." However, I believe it's about giving more than you get. There are people – I’m sure you know a few – that just ask and never give. Don’t be one of them.

In my experience, a 60:40 or even a 70:30 ratio of giving to asking works well. And be selective about what you ask for. If it's something you can easily find out yourself, don’t bother others with it. This respect is crucial to fostering strong relationships.

Step four: Build respect for product marketing

Also, remember that your word is your bond. If you promise to do something, you need to follow through. And be careful not to overpromise, a lesson I've learned the hard way. Disappointing someone by saying no right off the bat is much better than failing to deliver on a promise later on.

Collaboration is also key. This may sound like a buzzword, but in practice, it's vital for building relationships with teams and individuals. Show initiative and volunteer for tasks or projects. Building respect is not just about accomplishing product marketing tasks; it's about driving the company forward.

For instance, I recently volunteered to mentor someone at Progress next year, and I'm excited about that. I've also taken the lead in public speaking and coordinating events, like running one of our Sales Kickoff days in December. These things not only build your reputation but also help you build relationships within the company.

Another important tip is not to take yourself too seriously. If every meeting you run is intense and focused, people won't enjoy being there. Relax, have a sense of humor, and exude confidence. When you do, people will want to work with you because they feel good around you and know you're capable.

Now, let's talk about a tactic I love: quarterly success reviews. Gather your team, invite leaders and others, and in the first 10 to 15 minutes, have everyone put up on a board every single thing accomplished in the last quarter. It may start slow, but as people recall their achievements, the board quickly fills up.

The result? A sense of awe and pride in what the team has accomplished. Others may also be surprised by the breadth and depth of your team's work. It's a powerful way to boost respect for your efforts.

Next, be open to feedback. Respecting others means being receptive to their input, even if it's wrong or poorly presented. Embrace the opportunity for growth and improvement. Remember, no one is perfect.

Step five: Measure as much as you can

It’s essential to align your metrics with the executives' goals. While we all have our favorite things to do – me, I love getting stuck into storytelling – we have to pay attention to the metrics and ensure they are aligned with the overall objectives.

I won't delve into specific metrics here since there are ample resources available on the PMA website. However, it's crucial to select a finite number of metrics that you can control. For instance, if one of your goals is, say, conquering the Peruvian market, your activities and metrics should reflect that.

Sometimes the most relevant metrics may not be obvious at first, but it's essential to identify and track them to measure success accurately – take metrics for product launches for instance. When I joined Progress about a year ago, I made it a point to define metrics for every product launch and present them two months later.

People loved this approach because the metrics we used focused on meaningful indicators. We tracked web page views, video engagement, and the number of attendees at kickoff webinars.

We also conducted surveys with channel partners and the sales team. By asking open-ended questions such as “What were the top three new features?” we got a sense of how well our messaging resonated with sales, channel partners, and customers. That valuable feedback helped drive further improvements.

It’s also key to continuously track your metrics and be proactive in addressing any downward trends. Rather than waiting for someone to question any downturns, take the lead by highlighting potential concerns and initiating discussions. If you want to be indispensable, you have to stay ahead of the curve, whether you're analyzing lagging or leading indicators.

And don't hesitate to share both good and bad news. By taking control and sharing the information, you position yourself as a reliable source of insights and solutions.

Step six: Build for speed of service

I have a Lego philosophy when it comes to product marketing content. I view our content and materials as Lego blocks. That means when someone from the sales team approaches me needing a deck for a specific product and market, I can quickly assemble the necessary components because I have a vast collection of content pieces saved.

I also recommend having a marketing repository for your team to store and share draft content. While external content management systems are useful for collaboration with outside groups, an internal repository boosts the speed and efficiency of your team.

Prioritization is another essential part of building for speed of service. Keep refining your prioritization strategies to ensure your team focuses on the most important tasks and initiatives.

If you use Asana or a similar platform, let other people see your boards and tasks. That way, when someone, especially a leader, comes to you with a new idea or request, you can have an open conversation about prioritization. You can show them all the great things you're already working on and ask which tasks should take precedence.

Now, let's discuss skilling up, but not just in product marketing. I'm talking about professional skills that are essential regardless of your role. Strong writing skills are paramount. If you're not a good writer, it's worth considering a different career path. The same goes for editing – those skills will make you so much more efficient.

Being able to present and advocate for your ideas is crucial too. Mastering the art of creating persuasive business cases and reporting metrics is invaluable. You'd be surprised how often even basic graphic and web skills can come in handy too.

These not only but also enable you to navigate processes more efficiently. By continuously developing and honing these skills, you position yourself as a capable and versatile professional. Others will recognize your ability to get things done, and you'll have more autonomy to streamline and expedite various workflows.

These are the fundamental business skills that you should be good at. They’re going to help you demonstrate your competence and free you from some of the slower processes that you have to deal with.

Maintain your prominence once you’ve achieved it

Congratulations! You've reached the pinnacle of prominence in your product marketing journey. Yaaaaaay! It’s easy to rest on your laurels; however, it's important to remember that this is a continuous journey, one involving a series of phases.

Making your PMM team indispensable is a journey.

In the first phase, when you're starting or joining a product marketing group, focus on securing quick wins. Show people that you can deliver results. At the same time, establish the boundaries of your role and make it clear what you bring to the table. Let others know about your expertise and responsibilities.

This phase is about building a solid foundation, just like assembling Lego blocks, by immersing yourself in the products, getting to know key individuals, and conducting informational interviews to gather insights.

As you move into the next phase, it's time to start delivering consistently and quickly. Strengthen your alliances with the groups and individuals we discussed earlier and let them know just how reliable you are.

By phase three, if you're committed to staying at a company for an extended period, you should have solidified your position as an essential player. You’ll be a recognized leader who imparts wisdom, possesses historical knowledge, and teaches others. This level of expertise is powerful and rewarding – and it makes you indispensable in the eyes of your colleagues.

At the summit of your journey, there are a few key indicators that you’ve truly become indispensable.

You’re invited to meetings without hesitation, entrusted with increasing responsibilities and budgets, and have successfully built and expanded your team. Leadership recognizes your contributions and values your expertise. Most importantly, you find joy and fulfillment in your work.

Now, confession time: I lied a little bit. You’re never truly indispensable. Indispensability is like infinity – you can never fully achieve it. However, by insulating yourself against the changes that will inevitably come and adapting to new circumstances, you can continue moving closer to that elusive state.

Key takeaways

Let’s summarize our key takeaways. These are the seven points to keep in mind:

Recognize and embrace change: When you’re faced with significant shifts like acquisitions, proactively make plans and navigate through them.
Become an evangelist: Dive deep into the details of your product, become the expert on your customers, and passionately advocate for your product's value.
Deliver on your promises: That’s how you build trust.
Forge networks and alliances: Stretch yourself to be more outgoing and build valuable connections that support your work.
Align with business OKRs: Understand the priorities of the company and ensure your efforts are driving measurable impact on the bottom line.
Hone your professional skills: Continuously improve your abilities in writing, editing, presenting, and other essential business competencies. They’re going to make you so much more efficient and productive.
Leave a lasting impact: Strive to make your product marketing function better than when you joined it. When you reflect on your career, you want to look back and see the positive change you brought about.