This changes everything! - B2B Ignite USA 2020

Audio Transcript Auto-generated

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  as BTB marketers.

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  We are certainly no strangers to change.

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  You. Look at all of the change that we've had

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  to deal with in the last few years.

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  There's taking on more responsibility for technology.

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  There's customer experience.

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  There's working with HR with developing brand purpose and employer

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  branding, and it just keeps getting bigger and bigger.

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  Our customers change our employees, change our markets, change, our

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  companies change.

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  And now we're in the midst of incredible change with

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  a pandemic.

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  The advice that we've gotten for many years is that

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  we have to focus on the process.

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  Is the people in the technology now?

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  I know a lot of companies have invested a lot

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  of time to really be meticulous about the processes they

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  developed so that they're certain to be responsive and to

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  be able to get input.

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  And they're effective for the B two B marketers who

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  use them.

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  Then we look at technology and really what we do

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  is professionals is significantly different because of all the tech

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  stacks we have and the insights that it now gives

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  us about how customers behave and the things that they

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  dio. But the one thing that has been grossly neglected

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  is the people part.

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  And when we look at how things are changing for

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  B two B marketers, it's certainly true that we all

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  feel like we're in a pressure cooker and I don't

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  work for HR.

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  But I do have a lot of clients who asked

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  me to review resumes of the people who apply for

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  the positions that we have.

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  And there's an interesting thing that I see, as marketers

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  are trying to show that the more creative that the

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  more innovative that the more able to respond to all

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  of this change that we have going on around them.

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  And one of these things is how they talk about

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  the work that they dio.

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  These job titles come up that are really different and

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  sometimes pretty obscure, like this one.

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  For a marketing Jedi to describe work as a marketing

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  manager or you look at this one for the new

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  media guru who's a digital marketing manager.

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  There's this one for the director of fun, and I

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  always think I see this on resumes not too infrequently,

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  and I think that these people probably have never worked

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  in marketing before.

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  If this is what they think marketing is about.

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  Then you look a job titles like the Digital Overlord

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  for the website manager or this one.

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  The part times are you know, I'm never really quite

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  sure what kind of work either are they looking for,

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  or do they think that they're getting into?

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  So with all of these, what's happening with these job

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  titles and what marketers air trying to dio is that

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  there's so much focus on the project and there's not

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  enough emphasis on the people.

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  And this is really crucial as we look at, how

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  do we start to deal with all of this pressure

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  that we're in right now?

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  And one of the things that we absolutely have to

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  start to Dio is that we have to look at

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  the teams and how we architect him differently.

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  We have to rethink how we look at teams, so

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  I want to clarify something here that's pretty important as

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  we start out and that's the difference between a role

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  and an archetype.

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  And now, as you can see here, I define a

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  role as this is behavior that's assumed by a particular

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  position. So if you're a digital marketing manager, there's certain

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  behavior that's expected of you in that position.

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  If you're a chief marketing officer, definitely different behavior.

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  Ah, content marketer demand gen Marketer.

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  You can see that each of these labels thes roles

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  implies that there is specific behavior that we expect from

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  now. On the other hand are archetypes and archetypes.

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  Our behavior that's natural to all of us.

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  It's just how we show up in the world.

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  So one is behavior based on a specific position, and

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  the other is behavior.

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  That's very natural to us now.

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  This is important as we look at building our B

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  two B marketing teams because when we have an open

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  position, what do we dio we call HR and we

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  say, Can you send over that job description for the

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  whatever job you're looking to fill and you go through

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  it, you updated, you add a few things to it,

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  and by the time you're done, it's this really long

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  list like you can see here, and the reason that

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  we do that is because we're trying to throw as

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  many things into ah, job description as we possibly can.

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  That way we can guarantee or, you know, tried to

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  ensure that in six months the person who we hire

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  doesn't come back to us and say, You know what?

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  This isn't the job that I thought it was going

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  to be, and I'm going to give my notice because

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  it takes a lot of time and a lot of

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  effort to bring people onto teams.

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  But look at what we're doing.

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  Look at what we're putting candidates through all of these

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  things that we expect them to live up Thio and

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  you look a TTE job title Our job description after

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  job description and what do we see?

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  Emphasized? It's the role.

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  You can see that right here for this digital marketing

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  manager, front and center.

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  There are things that are highlighted about the role.

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  The role is an important leadership position.

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  We're looking to drive all aspects of digital demand.

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  Generation will have ownership delivering adapt digital content, these air

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  all behaviors that are expected of the person in this

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  role. Now here's another one.

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  For a content marketing manager you can see again here.

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  Towards the end, there's an emphasis on the role.

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  What behavior are they expecting the person to exhibit once

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  they're in this position?

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  But when we look at what happens when we continue

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  to focus on people based on job titles.

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  And just on the roles is that this is a

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  huge contributor to why we have silos in our organization.

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  Now, if you look at just some of the main

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  areas that we have in marketing, you look a TTE

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  the digital team.

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  And if you go to the digital team and you

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  say I want a landing page, I wanna change some

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  copy on a Web page they say, like, No, this

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  is our area that it doesn't match our criteria requirements.

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  You can't have it done.

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  And then you look at you know, the content team

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  and the content team will say, Well, it doesn't fit

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  into our editorial calendar.

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  It doesn't follow our story format.

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  No, that's, you know that that just doesn't work for

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  us. You look at the demand Gen team and the

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  demand gen team.

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  Oh my gosh, Sometimes those people are like wolves.

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  They are so serious about making sure they get all

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  of their qualified leads in, and the campaigns that they

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  have going, they don't have time for anybody else, and

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  then you look at the product team, and I know

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  I talked Thio.

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  I would say dozens of marketers who say we had

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  a product team who launched something and we never knew

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  anything about it until it was already out the door.

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  You know, that's crazy.

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  They're all in their own little silo.

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  And then we get Thio, the brand team, the brand

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  team who are the people who say yes or no

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  to everything that has a company name or logo or

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  tag line on it.

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  And I kid you not.

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  I have a friend who went in to sit down

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  with the head of Brand.

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  He worked in content, but he went toe to meet

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  with the head of Brand about some things he was

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  wanting to try, and when they both went into her

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  office and sat down, he looked at her across the

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  desk and she looked at him and said, This is

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  where dreams go to die Now we look at all

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  of this in these attitudes in these territories.

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  In these job roles, it's no wonder that we have

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  such a struggle with the silos within our organization, but

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  what we have to start to do is understand that

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  there is a different aspect and additional aspect, and that's

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  about the archetypes and how people show up.

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  Because this is how we start to align teams around

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  bigger goals, bigger purposes and bigger things that were able

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  to accomplish, because when teams are truly aligned, they become

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  absolutely fearless.

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  And here's one thing I know is that I know

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  everybody. All of you have been on a team at

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  one time or another when everybody just really sink and

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  you loved going to the meetings.

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  You love going to work every day because you were

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  excited about what could be done, and you were proud

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  of the quality and the challenges that your work was

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  able to deliver because of this team.

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  Now that doesn't mean that the work was easy.

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  It doesn't mean there wasn't pressure with deadlines.

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  But when you are together and lined as a team,

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  you are significantly more creative and in the long run

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  you are so much more successful.

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  So that's why we need to start to look at

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  how do we rethink teams now as we do this,

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  an important aspect that is really coming into the work

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  of B two b marketers is innovation and we look

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  at innovation and there's lots of times where we say,

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  Well, that's somebody else's job or that's not what I

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  dio or you know, I'm not a design thinker.

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  I'm not an engineer.

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  I'm not a lot of other things that people associate

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  with being part of the innovation team.

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  But to be honest, if the only thing you do

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  is look at a specific group to be the innovators

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  in your organization, you will always struggle.

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  And especially for B two B marketers, we are that

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  voice of the customer and we have so many opportunities.

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  Thio innovate the processes that technologies how we work with

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  each other, how we surprise and delight customers, and what

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  it's important to do is start to look at.

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  How is it that people do actually innovate?

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  And now, in the research that I've done, I've discovered

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  that there are six different types of innovators and that

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  everybody is an innovator.

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  It's just often we don't understand how we come up

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  with ideas, how we work things through in our heads

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  and how we like to see work executed.

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  So in looking at these six archetypes.

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  Let's start with the Strategist.

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  Now The Strategist is a job title that isn't unf

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  Amillia er to marketers.

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  You know, we have digital strategist content, marketing strategist demand

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  Gen strategist.

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  What's behind the natural talent of a strategist is that

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  they are naturally except excellent at planning and executing the

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  work they love to get things done.

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  They readily accept accountability for innovating the things that are

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  going on because they are able to really know and

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  understand the big picture.

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  And they have this knack for being able to just

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  shepherd work through the process and out the door because

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  they understand how important it is to deliver value.

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  And that's really what they look for in every aspect

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  of the work that they dio.

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  And when you look at you know who can we

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  get to help us launch this new idea, you know,

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  see all the details through and help us plan.

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  People always go to the strategists Now this is something

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  that is very positive, their ability to plan and execute.

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  But sometimes when they get blinders on, they can get

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  so focused on that that they forget that there's another

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  aspect and they become too rigid in the work that

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  they dio.

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  And when that happens, a strategist needs to look for

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  a culture shaper toe, help them partner to move innovative

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  ideas and concepts through the organization.

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  Now ah, culture shaper.

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  They are natural at communicating change.

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  So these are the people who really are able Thio

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  architect. How the brand shows up and oversee its expression,

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  especially, is your morphine or iterating the brand and making

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  sure that it's, um, current and relevant to the work

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  that you're doing and into customers.

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  So they sculpt that image and the perception of innovation

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  both for marketing and organization organization itself.

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  And they're able to see across the company this big

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  range of what people know and what's important for the

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  company to share.

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  Now, with the culture shapers comes the rise of the

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  storytellers. These are the people who are able Thio really

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  build and sustain this story arc over a long period

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  of time.

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  Now they understand how to take that narrative and infuse

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  this into an organization, so it helps usher in change,

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  so employees are less, uh, threatens.

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  They see it as less of a risk, and it

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  activates their trust and their participation.

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  They wanna be a part of change, and it really

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  brings up the courage in them.

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  Now. Culture shapers are amazing people, storytellers, but sometimes they

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  get so focused on communicating the change that they lose

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  sight of what the change is all about.

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  And that's the people.

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  And that's where the psychologist really comes into play.

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  So the psychologist is so natural at being bringing empathy

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  into the equation, and especially for traditional approaches to innovation,

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  that air really highly rational, with lots of data and

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  lots of models and things like that.

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  They completely smash that point of view because they understand

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  the idea of unstructured innovation where they look at, how

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  does everybody perceived this idea from every different direction?

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  You know, what's it like to be the customer of

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  this idea?

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  And they really pushed to understand that emotional implications.

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  And they know what this evolving role of trust means

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  not just in innovation but also in business itself.

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  One of the things that psychologists hate thio here is

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  it's not personal, it's just business, and it is true.

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  Sometimes psychologists can get so hooked up, hooked on the

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  people part that they need help moving.

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  Thio get ideas executed, and so what they need help

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  with is looking for someone who can help orchestrate the

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  work. And that's where the orchestrator comes in.

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  Because their natural geniuses that they are fearless leaders, they

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  are able to choreograph the process and really keep things

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  coming. Um, they see things from the customer's point of

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  view and are always looking at it and advocating.

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  For that perspective.

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  They know how to establish relationships earlier in the process,

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  whether that's internally, to maneuver things and help with the

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  political stepping stones or externally, with customers with prospects, prospects

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  with partners, whoever it may be, they really drive relationships

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  and the reputation of innovation within a company.

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  And these are the linchpins who know how to build

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  consensus and really get things done.

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  But again, I mean, everybody has a downside of how

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  they show up in the world and for the orchestrator,

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  they can focus so much on the fearless leadership that

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  they don't realize that it really is about bringing people

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  together. And that's when they need to look for help

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  and support from a collaborator, because a collaborator knows how

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  to integrate all of the parts and pieces they love

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  to get involved with the process and help improve the

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  idea, improve the ideas and then get behind them in

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  champion, um to show other people the value and and

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  the potential that's there.

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  They know how to capture the attention of other groups

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  and really look for blind spots.

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  And they could do that because they know how to

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  nurture relationships and get people to open up and share

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  their opinions.

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  Now they're able to help create more powerful ideas, and

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  that increases the chances of their success.

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  And they could do that because this is an archetype

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  that really cares less about getting personal credit for an

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  idea, and they're really looking about how can we build

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  more bonds?

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  But they can focus so much on making sure that

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  everybody agrees, and there's alignment and consensus and everything that

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  they're working get kind of flat.

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  And when that happens, they need to look for those

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  provocateurs that people who are always challenging the status quo

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  and these are people who are nonconformist thinkers.

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  And there they look at these long held assumptions and

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  they say Why?

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  Why do we do this, why do we believe it?

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  What's behind all of this?

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  And they're really great and generating a lot.

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  They're prolific at generating highly original ideas and looking at

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  how the business can be transformed in all areas, not

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  just marketing.

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  And we know that marketing seeps into so many other

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  areas of the business, and they're very good at that.

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  And it's their ability to have this unconventional way to

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  solve problems and their novel thinking that helps fight the

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  organizational inertia.

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  And they can push past the obvious things and just

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  continually i d eight things that solve problems.

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  Now there is the one thing that provocateurs hate Thio

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  here is that's good enough like, let's let's just move

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  on. It's it's okay because they know that there's always

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  something better that could be done, but it drives everybody

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  else crazy because they're all full of ideas.

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  But they never get anything done.

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  And that's when we come back and we're full circle

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  and we start right back up here with the Strategist

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  because what provocateurs need help with is the strategy, somebody

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  who can help them plan and execute so that ideas

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  go through to execution.

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  Now you can see this was a kn easy circle

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  to follow the way around to see how everybody has

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  their strength.

• 17:34 - 17:35

  That helps pull people forward.

• 17:36 - 17:39

  But everybody else also has a strength that they can

• 17:39 - 17:40

  reach back and help somebody with.

• 17:41 - 17:43

  To bring cohesion to a team, to make an idea

• 17:44 - 17:46

  stronger, to make coming up with ideas a lot easier

• 17:47 - 17:49

  and to make the chance of success much higher.

• 17:50 - 17:53

  Now everybody always asks me, Can I be more than

• 17:53 - 17:54

  one archetype?

• 17:54 - 17:56

  Because I really see myself in a couple of them.

• 17:57 - 18:00

  And the truth is, everybody has one main core archetype,

• 18:01 - 18:02

  one primary archetype.

• 18:03 - 18:06

  There are some people who have may may have a

• 18:06 - 18:09

  secondary one that's very close to it and sometimes on

• 18:10 - 18:11

  occasion, maybe just a hint of a third.

• 18:12 - 18:15

  But for the people who say I really see myself

• 18:15 - 18:18

  in all six of those, this is What's going on

• 18:19 - 18:21

  is that you have been able to become so flexible

• 18:22 - 18:26

  and you are able to recognize situations when there is

• 18:26 - 18:28

  a gap in one of these archetypes and you have

• 18:29 - 18:31

  stepped in and fill that gap.

• 18:31 - 18:33

  So you know how to think like that archetype to

• 18:34 - 18:37

  perform like that archetype to really help shore up ideas

• 18:37 - 18:42

  and make concepts stronger and bring more innovation, bring more

• 18:42 - 18:43

  creativity to the work that you dio.

• 18:44 - 18:46

  Now I have people who will ask me.

• 18:46 - 18:50

  Okay, I don't have any idea how my team all

• 18:50 - 18:52

  look, so I'm going to give you a little hint

• 18:52 - 18:55

  into what what this research has looked like for me

• 18:55 - 18:56

  for the last 18 months.

• 18:57 - 18:59

  So I've had marketers B two B marketers from all

• 19:00 - 19:00

  over the world.

• 19:00 - 19:04

  Thousands of them take this assessment and this is how

• 19:04 - 19:06

  the breakdown is coming out right now.

• 19:06 - 19:08

  And I'll tell you, it doesn't matter how many take

• 19:09 - 19:11

  it and how long I wait and I look at

• 19:11 - 19:11

  the results.

• 19:12 - 19:15

  They're always within about one or 2% of these percentages.

• 19:16 - 19:20

  So let's walk through these really quick, um, the strategy.

• 19:21 - 19:24

  So as we said, we know the strategists are the

• 19:24 - 19:26

  people were familiar with having on a team.

• 19:26 - 19:28

  We know what they dio, and it's it's familiar.

• 19:28 - 19:29

  We know why we value them.

• 19:30 - 19:32

  We look at the culture shapers, and I think, especially

• 19:33 - 19:37

  since we have more marketers focusing on the storytelling and

• 19:37 - 19:39

  the rise of the storytelling we can understand.

• 19:39 - 19:42

  We can understand why this percentage is what it is,

• 19:43 - 19:44

  you know, almost 1/4 of marketers.

• 19:45 - 19:47

  Then we look at the psychologist, especially as we look

• 19:47 - 19:48

  to bring more empathy.

• 19:48 - 19:51

  Mawr emotion into the work that we do is be

• 19:51 - 19:51

  to be marketers.

• 19:52 - 19:53

  We see this percentage here.

• 19:54 - 19:57

  But an interesting thing is that between the culture shapers

• 19:57 - 20:01

  and the psychologists, we have 48% of the B two

• 20:01 - 20:03

  B marketing population who have been surveyed.

• 20:04 - 20:05

  That's, Ah, heavy amount.

• 20:06 - 20:09

  Now, do you think that you are actually seeing that

• 20:09 - 20:12

  much storytelling, that much empathy coming out in the work

• 20:13 - 20:13

  that you're doing?

• 20:14 - 20:17

  It's an important question to ask whether it's you individually

• 20:17 - 20:19

  or whether it's you.

• 20:19 - 20:20

  As a B two B marketing team.

• 20:20 - 20:24

  Across, however, many different groups and departments and sizes that

• 20:25 - 20:26

  you have in your B two B marketing team.

• 20:27 - 20:29

  Now the one thing that was really interesting was moving

• 20:30 - 20:35

  into the orchestrator because only 6% of people are registering

• 20:35 - 20:38

  as these orchestrators or these fearless leaders.

• 20:39 - 20:41

  Now, this is an important thing for B two B

• 20:41 - 20:44

  marketers to pay attention to, because even if this isn't

• 20:44 - 20:47

  your natural way to show up in the world.

• 20:48 - 20:49

  It's an important characteristic toe.

• 20:50 - 20:51

  Understand, that's very important.

• 20:52 - 20:54

  We've heard for a long time that marketing has a

• 20:54 - 20:57

  marketing problem, and perhaps some of that is because marketers

• 20:58 - 21:00

  aren't quite as fearless as they would like to think

• 21:00 - 21:04

  that they are about having conversations about having them earlier

• 21:04 - 21:06

  in the process about talking things all the way through.

• 21:07 - 21:10

  This is where orchestrators really come in and help our

• 21:11 - 21:13

  case. Now we move on to the collaborators.

• 21:14 - 21:16

  These are the people who help us be more successful

• 21:17 - 21:20

  with the teams with HR, with finance, whoever it may

• 21:21 - 21:22

  be. And then we look at the provocateurs.

• 21:23 - 21:25

  I mean, we know the provocateurs in our world because

• 21:26 - 21:28

  they're always the one in a meeting who won't quit

• 21:28 - 21:31

  talking. Now we look at this and it's very interesting

• 21:32 - 21:34

  because what I want you to start to pay attention

• 21:35 - 21:38

  to is how often do you see each of these

• 21:38 - 21:40

  archetypes show up on your team?

• 21:41 - 21:43

  How often, regardless of what architect you are?

• 21:44 - 21:47

  Are you really stepping forward and bringing forth thes positive

• 21:48 - 21:49

  characteristics in your archetype?

• 21:50 - 21:51

  Because here's why it matters.

• 21:52 - 21:55

  People want to be themselves when they come to work

• 21:56 - 21:57

  no different than when they're not at work.

• 21:58 - 22:00

  And when they don't when they feel like they have

• 22:00 - 22:03

  to suppress these conversations that come naturally to them.

• 22:04 - 22:06

  Or they think that they have to subdue part of

• 22:06 - 22:09

  their personality like it's not okay to be that person.

• 22:10 - 22:13

  Wherever you work, it really hinders things because you don't

• 22:13 - 22:16

  get input into conversations that would be very beneficial.

• 22:17 - 22:20

  And there could be times where these same people start

• 22:20 - 22:22

  to undermine the work that's being done.

• 22:22 - 22:23

  Maybe they don't work is hard.

• 22:24 - 22:28

  Um, you know, you could put ah traditional corporate label

• 22:28 - 22:29

  on it and call it disengagement.

• 22:30 - 22:33

  And we've seen this Gallup statistic for many years that

• 22:33 - 22:38

  disengagement costs companies 400 to $500 billion a year.

• 22:38 - 22:41

  And I would say 2020 of all of the years

• 22:41 - 22:43

  is when we need to make sure that all of

• 22:43 - 22:48

  our employees, particularly our marketers, are highly highly engaged.

• 22:49 - 22:50

  Now you're probably looking at this going.

• 22:50 - 22:53

  I don't have any idea where my team is, you

• 22:53 - 22:55

  know, in my doomed what is it that I have

• 22:55 - 22:55

  to dio?

• 22:56 - 22:58

  So there are three things that you can do right

• 22:58 - 23:02

  now that will help you understand how to uplevel your

• 23:02 - 23:05

  team to make them so much more creative with just

• 23:05 - 23:05

  a little bit of effort.

• 23:06 - 23:09

  The first thing is to benchmark where your team is

• 23:09 - 23:09

  right now.

• 23:10 - 23:12

  How many of each of the archetypes do you have

• 23:13 - 23:13

  on your team?

• 23:14 - 23:15

  You know, and you can start to break it down.

• 23:15 - 23:16

  How? Maney on the content team.

• 23:17 - 23:19

  How maney on the digital team demand Gen brand.

• 23:19 - 23:22

  Whatever your marketing group looks like, you may be a

• 23:22 - 23:26

  marketer of one marketing department of one That's totally fine.

• 23:26 - 23:30

  But understand where you are right now and then The

• 23:30 - 23:33

  second thing is, look at you know who can I

• 23:33 - 23:36

  start to partner with to fill in these gaps that

• 23:37 - 23:37

  I have?

• 23:37 - 23:39

  It could be marketers from another team.

• 23:40 - 23:42

  It could be archetypes from a completely different department.

• 23:43 - 23:46

  And the interesting thing is, once you start to identify

• 23:46 - 23:50

  them, you see how they bring these positive aspects forward

• 23:51 - 23:54

  into the teamwork and the idea work that you're trying

• 23:54 - 23:55

  to do as marketers.

• 23:56 - 23:58

  Now, the last thing that you do is you look

• 23:58 - 23:59

  at how can I partner with these people?

• 24:00 - 24:03

  Because the important part of knowing who these people are

• 24:03 - 24:06

  is to begin toe work together with them because this

• 24:07 - 24:09

  is how you bring more ideas that are better ideas

• 24:10 - 24:10

  to the table.

• 24:11 - 24:13

  And this is the key to being able to design,

• 24:14 - 24:18

  to nurture and truly lead Ah, highly creative and highly

• 24:18 - 24:22

  successful B two B marketing team, because that ability to

• 24:22 - 24:24

  start out to understand what kind of an architect you

• 24:25 - 24:28

  are, what kind of an innovator you are, gives you

• 24:28 - 24:29

  a lot of understanding about your behavior.

• 24:30 - 24:32

  And then as you start to look at the other

• 24:32 - 24:34

  people on your team, Ah, lot of things begin to

• 24:34 - 24:37

  click, and the whole dynamic of how you interact and

• 24:37 - 24:40

  how you succeed becomes completely different.

• 24:40 - 24:45

  So this one degree of change can make 180 degrees

• 24:45 - 24:48

  change in the outcome of your success as a B

• 24:48 - 24:48

  two B marketing team.

• 24:49 - 24:51

  Now, this is what we need to start to do

• 24:51 - 24:52

  because it's on Lee.

• 24:52 - 24:57

  By truly aligning who we are as people into a

• 24:57 - 25:00

  team environment that we're able to turn ordinary teams that

• 25:00 - 25:02

  kind of plod along and are still in that pressure

• 25:03 - 25:06

  cooker and move them into extraordinary teams.

• 25:06 - 25:08

  This is what we have to dio.

• 25:08 - 25:11

  If we are truly going to start to create change

• 25:11 - 25:14

  as B two B marketers, your team is not doomed.

• 25:15 - 25:18

  I guarantee you that you are filled with amazingly innovative

• 25:19 - 25:22

  people. You just don't know how to recognize them and

• 25:22 - 25:23

  to bring forward their strength.

• 25:24 - 25:26

  But this is why you need to start to rethink

• 25:26 - 25:29

  the teams that you that you design and how you

• 25:29 - 25:29

  build them.

• 25:29 - 25:31

  It's not on Lee about roles.

• 25:31 - 25:34

  There's a big part about how people naturally show up

• 25:34 - 25:37

  in the world with their archetypes, and this is how

• 25:37 - 25:39

  you will pull yourself out of the pressure cooker of

• 25:40 - 25:44

  change. This is how you spark instant spontaneity with more

• 25:44 - 25:46

  ideas that are better ideas that are very creative.

• 25:47 - 25:50

  If you are interested in finding out what your archetype

• 25:51 - 25:53

  is or to understand more about your team, I'll point

• 25:53 - 25:54

  to it right here.

• 25:54 - 25:56

  You can go to this u R l If you're

• 25:56 - 26:00

  in the United States, it's carla johnson dot c o.

• 26:00 - 26:01

  There's no M.

• 26:01 - 26:04

  It's not a typo dot c o slash b two

• 26:05 - 26:08

  b ignite, and you can take the assessment for yourself.

• 26:08 - 26:09

  You can share it with your team.

• 26:10 - 26:12

  And if you dio, you know you can tweet it

• 26:12 - 26:14

  out and let everybody in the B two b ignite

• 26:14 - 26:15

  community know.

• 26:15 - 26:17

  We'd love to hear how it turns out for you.

• 26:17 - 26:21

  I'm Karla Johnson, and it's time to start changing how

• 26:21 - 26:23

  we look at the work that we dio as B

• 26:23 - 26:23

  two b marketers.