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I just got an offer for Accenture’s consulting development program and am wondering if I should negotiate my initial offer as a new grad with little consulting experience. I got another offer for EY business transformation but it pays less.
How do I ask ACN for more money and should I mention my other offers?
Any advice is appreciated!
House oversight report highlights that “ III. CERTAIN CORPORATIONS’ STATEMENTS DEMONSTRATE THEIR INTENTION TO RAISE PRICES AS HIGH AS CONSUMERS WILL ALLOW AND KEEP THEM HIGH”
*insert shocked pikachu meme here*
https://oversight.house.gov/sites/democrats.oversight.house.gov/files/2022.11.04%20ECP%20Staff%20Report%20re%20Excess%20Corporate%20Profits.pdf
Hi everyone, I'm currently a BDR at SF for the french market. And I'm questioning my next steps. One of the two possible path ahead of me are:
- SmB AE
- Enterprise corporate sales ("Little AE" working in large account with a senior AE)
Which way seems to be more profitable for my next career plan ? (I'm a little bit tired of cold calling all day though.)
Should I stay at SF more few years or switch elsewhere ?
Thanks for your help ! Salesforce
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ISO Marketo expert to lead a team.
SEO or PPC what tickles your fancy the most?
A live google doc with all edits made to be visible to others and sent to all reviewers in one email! This way it doesn’t go back and forth with one person changing something one way and another a different way since everyone can see all changes. Also note that you will take all comments to create a final version that will be uneditable at that point. I have found this works pretty well!
Yes. And a clear deadline. Speak now or support. Inclusive for those who truly care, but manageable for your sanity and schedule. Depending on governance, the final version then just goes to the one approved for what should hopefully be a simple sign off at that point.
Subject Expert
In this case I would creat an “O.A.R.P.” (Owner, approved, reviewer, participant) agreement (interchangeable with RACI model).
This makes departments commit to who actually needs to be involved (and why) then holds those people accountable.
It also makes I effective processes clear and easy to remove.
Ask for some general feedback but say that extending the process is inefficient
I would recommend developing a framework of approvals. Also communicating that what type of input you will use from your stakeholders is essential.
In my organization, we have pre-approved templates for the content in emails, so we needed to communicate that critiques on design and layout were not helpful.
I love the advice given here.
I should note there is a review process in place with the lead of the team for which the emails are sent.
I don’t think it’s ever a good idea to send something like that without another set of eyes on it - no matter how good at it you are.
One approach I took that worked well was referring people commenting back to the approver. Say “thanks for the feedback, but so and so approved this for their department. If there is something you feel is wrong, please let them know.”
I found that people who like to complain to marketing won’t take it up once they find out it is someone outside the department offering final approval.
Hi! Having a clear standards and agreement on tone of voice would help you
Thanks for all the great advice! I really appreciate it!
To provide a little more insight, these emails are mostly simple product announcements / restocks / promotions. The cadence depends on when our Purchasing and Inventory team gets items on the menu. But I try to keep emails to an average of 1-2/week. The turnaround is pretty quick and usually has to go out the day it’s started, so not a lot of time for opinions.
I should also note that my patience is thin with unhelpful personal opinions on designs. The last critique I received was “can you make it pop more?” …. Still laughing at that one!
*doesn’t even sign off
Though I did just see that there is a tight circle and these are extraneous opinions, fully agree with D1 below. Get the approver’s input and go. Send “helpers” to the approver.