As I wind up my eleven years at Ignite Advisory Group, and wrap up a 30-year career spent in B2B technology marketing, I am reminded of the late, debatably great talk show host, Jerry Springer. Jerry would always close his show with his quiet “final thoughts” segment where he conveyed sincere life lessons and advice that contrasted his often-chaotic show.
Thus, as I head off into a welcomed retirement, here are my final thoughts for anyone managing a customer advisory board (CAB) or involved in B2B customer marketing.
1. Advocate for the big picture
CABs usually have a solid, well-established foundation upon their initiation. At the beginning, program goals are formulated, the CAB theme is created, the program charter is published and executive management is (or should be) on board with the program and their own roles.
As time goes on, however, busy and often distracted management can lose sight of your CAB program’s mission, value and accomplishments. After several years, CAB planning sometimes devolves to be “checking the box” of simply holding a meeting, and logistical items (social activities, dinner menus, giveaways, etc.) can dominate planning meeting discussions.
Thus, CAB managers should always remember and point to their CAB program founding documents, keep planning meetings on a strategic high level (and steer away from meeting logistics) and communicate previous program achievements and successes so management remembers and remains committed to the program.
2. Remember that CABs are different
CAB meetings are opportunities to learn from your CAB members – not just communicate to them. That means meetings and sessions should be established with the end in mind: what are its goals, what are the questions we want answered and where do we need member input?
Too often, especially in established programs, meeting agendas are focused around the latest product versions, corporate developments that should have been communicated elsewhere (e.g. company newsletters), or worse, mere “updates” to previously communicated sessions where, again, member feedback is an afterthought.
Remember that any content that does not focus on CAB member feedback and is merely informing them could (and perhaps should) be an online webinar where travel is not required and all your customers can listen in.
3. Communicate the power of CABs
At the conclusion of every well-run CAB meeting, I’m always struck by the energy and enthusiasm of all participants – customers and host company executives. The positive vibe and meeting feedback ensures all the efforts invested in creating a strong meeting were worth it.
I refer to this dynamic as “the power of CABs,” and CAB managers should feel empowered and confident to communicate this result internally to their management and colleagues who were not present at the meeting. This should be done through a strong meeting report and action tracker document, to communicate what was heard from customers, ensure next steps are taken, progress is communicated to members and the program momentum does not evaporate once the meeting ends.
4. Foster personal relationships
While I’ve had many great accomplishments throughout my career, what I am most pleased with are the relationships I created and developed over the years. For many years, my proudest achievement was the numerous flattering recommendations I received (and gave) on my LinkedIn page from colleagues and direct reports; many of whom I am still friends with and communicate with to this day.
Remember that people (including management) like to be around people they like – they will be more likely to promote or keep (i.e. not layoff) those they like – even above better performers who may be less personable or more difficult to work with.
5. Roll with the changes
Remember that nothing (especially in the tech world!) lasts very long, and things change very quickly. The project you are focused (stressed?) on today you may not doing in a year or two. Management changes, companies get acquired, goals and priorities change. Remember that your CAB or marketing program can be eliminated at any time.
I’ve done great jobs and was still laid off more times than I care to remember. Be ready for such changes at any time; have your materials for your next job at the ready and a healthy emergency savings so job changes do not endanger your finances. (Speaking of money, in my experience, raises companies give are usually paltry; big advances in salaries come when you change jobs.)
6. Know thyself
As I head to retirement, I’m amazed at (and perhaps a little confused by) those older, way more successful and presumably much richer professionals who continue to work into their late 60’s. While I admire that they may simply be good at what they do, enjoy their roles and their well-earned success and status, I wonder if they simply derive too much of their personal identities from their careers, perhaps at the expense of their personal lives.
I, for one, am glad I never moved for a job, which would’ve likely been gone in a few years, as was the case for those I knew who did. I also wonder if many of the successful execs I know will ever spend the riches they’ve acquired, or are they simply enriching their heirs, who likely will be unaware of (or even disinterested in) the work and personal costs it took to create these fortunes. Did communicating my family-first, career-second mindset limit my career growth? Perhaps. But I wouldn’t have changed or compromised that, no matter the professional reward. It’s up to everyone to know thyself and determine how much (or how little) their careers define their identities.
Until Next Time
I wish all my readers the best as they continue their careers. But remember it does end one day, and that’s a good thing. As the great Ferris Bueller summarized: “Life moves pretty fast. If you don’t stop and look around every once in a while, you could miss it.”
Until next time, remember to take care of yourself; and each other.
Ignite Advisory Group is the leading global authority on Customer Advisory Boards and Customer-Led Boards. Ignite’s proven methodology for managing and evolving Customer Advisory Boards includes a 4-stage process, encompassing 48 deliverables and measured by 20 metrics to deliver a clear ROI. To learn more about Ignite, visit our website, read our blogs, and follow us on LinkedIn. To find out how your company can benefit from Ignite’s CAB methodology and process, contact us today.