Be a ‘Rock Star’ Marketer
Successful marketers and business developers do three things consistently well.
To achieve lasting success, credit union marketers and business developers must be more than good.
They need to be “rock star” good, business performance expert Ryan Estis told CUNA Marketing & Business Development Council Conference attendees Thursday morning in Orlando, Fla.
One constant among the most successful marketers: They embrace change.
“When the world changes around us, we must change with it,” he says. “A lot of what got us here today won’t get us where we’re going.”
Rock star marketers, Estis says, do three things consistently well:
1. Collaborate. “Success today is a team sport,” he says, adding that collaboration builds high-trust, high-value organizations.
Successful collaboration requires marketers and business developers to “master the art of active listening,” Estis says, which involves asking insightful questions.
Without collaboration, people miss opportunities to build connections. The goal, he says, is to “first understand, then be understood.”
2. Serve as change agents by being open-minded, sharing best practices with others, embracing continuous learning—and learning to be uncomfortable.
“When you’re uncomfortable, that means you’re growing and getting better,” Estis says. “Ask yourself: Am I learning and getting a little better every day?’”
He advised conference attendees to become change agents by implementing and executing three new ideas in the next 30 days. “Use this moment to decide where you’re going and take action.”
3. Champion the organization’s culture by connecting with its purpose and aligning their actions with its values.
Doing so—and not doing so—has a direct impact on an organization’s performance. “Culture is a catalyst,” Estis says, “for either growth and success or a barrier to achieve goals.”
The Mayo Clinic is one organization where employees truly embrace the culture, which boils down to seven words: The needs of the patient come first.
The clinic maintains this culture focus by using it to decide who’s hired, promoted, or fired.
“When employees understand the company’s core values, they’re much more likely to be engaged,” Estis says. “This isn’t a big cost. It’s about being inclusive.”