Alison Groves You are the expert. No one is going to know this product in this environment better than you do. So just take a deep breath, let it all go, and go help people.
Jen Weaver Welcome to Live Chat with Jen Weaver. Today we talk with Alison Groves at one of my favorite companies, Help Scout.
Now, if you've been in support for a while, you probably know Help Scout as the incredible person-centered help desk that it is. And you may not know Alison, who is behind their amazing customer classes. Alison is customer education lead at Help Scout, where she runs live classes for customers to learn how to use their product, with 10-plus years of experience across support, success, and onboarding at companies like Zapier and Highrise.
In this episode she's going to break down her entire system behind Help Scout's wildly successful one-to-many education program. And remember, this podcast is sponsored by Supportman, which connects Intercom to Slack and uses AI to give agents feedback and surface problems in real time. Let's get going.
Alison I am Alison Groves, I'm the customer education lead at Help Scout. I've been at Help Scout for over six years now, but have been doing this kind of work for 10-plus years. So, long time.
Jen Has customer education lead been your role for those whole 10 years, or did you start as a customer success or customer support specialist or something like that?
Alison I started just in support at a very small company. I actually took support over from the CPO. Help Scout's actually the largest company I've ever worked at, so because of that I've picked up a lot of these things that I do now just out of necessity — there was no one else around to do them. I think that's the story for a lot of people in our space.
Jen For sure. Picking up just what needs to be done, especially for people who are good at many things.
So one of the things you picked up is demos — one-to-many demos, and that's what we're going to teach people today. How did that end up being one of those things that needed to be done?
Alison I went from that first sort of support person to the company's only extrovert, or person that could actually talk to people — and this has kind of been my role since birth, my mom would say.
It just kind of was born out of necessity. I was doing email support, but the company was maybe less than 10 people, and we didn't have a sales team either. So basically my boss would do the bigger demos, or those for his friends in the industry or whatnot, and I was doing the rest of them.
There was one point where I did eight one-to-one demos in one day, and I said, this is not sustainable or scalable in any way, shape, or form. Even at a company that's small — and our customer size was really small — that one-to-one interaction, the rate at which it becomes unscalable happens much faster than I think people would imagine.
Jen Was this your first Help Scout tech job?
Alison No, like four or five before Help Scout. Again, it was just out of necessity, being a very small team. My first company I did this with, I was the support team. And I know that a lot of us have been there as well.
Jen How would you manage 10 demos in a day and still answer your support inbox? That seems outsized.
Alison I didn't know the word no. I'll just put it that way.
Jen For sure. So it sounds like it came from you starting to do this in a place that was not working, and by necessity you then had to take these one-to-one demos and do maybe one of them in a day for 10 people, instead of 10 of them for one each.
Alison Exactly. And I've been reflecting on this a ton — I wish I knew now what I didn't know back then, because there's so much I would have done differently.
But yeah, I turned those one-to-ones into one-to-whoever. At the time this company was so small, we moved into a bigger office space and the CEO built me a recording studio essentially, even got one of those on-air signs that would turn on and off. And I would just go into my little windowless room and crank these things out.
That's where this all started for me, so this would have been 10, 12 years ago. And I think, combining all of them that I've done across all the companies I worked at, I bet I've done more than a thousand one-to-many classes.
Jen That's a lot.
Alison It's a lot.
Jen But that's great, because we can learn from you — like you said, those things that you wish you had known. So if you can walk us through the steps to do this ourselves?
Alison I'm just going to make an assumption that we are talking to a primarily support-based audience here.
Jen Absolutely.
Alison In theory, you're already kind of doing the work. If you're answering emails or creating knowledge base articles, which is the crux of what we all do, you're already starting that work.
And I will say, learn from every interaction that you have with the customer, and those learnings start to pile up in your head. And then all of a sudden you're the arbiter of knowledge, and that knowledge is: these are the areas where a large amount of people get stuck. That is the spot where you can really start to lean into that one-to-many class type of thinking and structure and implementation.
Jen So what you're saying is, if I'm in the queue and I'm answering emails or chat, then I could just sit down with a notebook and say, what are the top five sticking points that my customers have? And right there I've got my curriculum for a one-to-many course.
Alison Totally. I mean, your data will tell you that. Much to my bosses' and everyone else's chagrin, I am not a data-driven person — I am a "talk to a thousand people and then it's just your gut instinct" type of person, which I don't recommend. But it's still there. The longer you do this, the more you can trust your gut and lean on your gut, and that knowledge is there. Now, that data that you should also be looking at can back that up.
You can look at whatever tooling you're using, look at the last six months' worth of data, and very easily identify: these are the problems that people are having. And I'm not even talking about trial customers or whatever that might look like for your business — I mean customers that have been with us for years.
A couple of months ago a teammate of mine brought this to my attention. They were like, someone watched one of your YouTube videos, and they've been customers for five years and didn't know about this one really cornerstone part of the product that we just assume everyone knows about.
So it's that sort of mentality. The data and your gut, it all kind of comes together to say, well, no matter where this person is in their lifecycle with you, there's always room to learn more.
Jen And would you say too, if someone is hesitant to get started, they could go with their gut or go with data, or one point of information, and start — and then you can pull in, oh by the way, this customer didn't know this particular thing, let's add this one thing in, just to get a foundation.
When you say one-to-many, are we talking about webinars, or courses? What's been your most successful thing to do?
Alison Technically you could call them a webinar. I don't like using that word — we use the word "class" instead, because it feels a little bit more warm and interactive, and like we're not here to sell you anything, or whatever nasty connotations the word webinar might have in your head. We're here to just help you learn.
Jen Okay, cool. You've decided to teach a class. What's your next step? You've got your course, you've got your plan.
Alison This is where you get to stretch your cross-functional mindset, and it's something that I am a staunch advocate for, because one of the best ways that you can grow your own career is learning how to work cross-functionally.
So you have this idea, you're like, I'm going to go teach this 20-minute class about this specific thing. Well, unfortunately you can't just go do that. You have to start with most likely your marketing team or your web team or whoever that is, and go to them and say, hey, I need to build out a landing page for this particular class that I want to host, can you help me do that?
You do need to have those relationships with those people on other teams to help you pull this off, because unfortunately for a lot of people certain areas are gatekept by other departments — like emails and things like that that you need to communicate these types of things. So you just have to work with those other folks.
Jen And it sounds like you're building a bit of a foundation to save yourself time later. If you are going to have a form where people sign up, you kind of want it to automate them through their signup process for the course, they can put it on their calendar, you can have a class roster and know what you're walking into — if you have the right tooling, and if you've set that up with your web team or your marketing team.
Alison I'm happy to talk through how our line works.
Jen That would be amazing.
Alison And please feel free to steal everything I'm about to tell you, because I genuinely believe we are all in this together, we all learn from each other, we all support each other. Let's all share and learn together.
It's so funny that we're having this conversation today, because I was just having to update this process with our RevOps team just yesterday. So that's another team you have to have interactions with.
Essentially the way that we do it — and everyone might look a little different because of the various tooling that you already have in place. You probably want to use what teams are already using.
For us we use HubSpot to run all of our marketing arms. So our CRM, all of our outbound marketing emails, everything runs through HubSpot. So what we did is we built a form in HubSpot that is connected to Zoom, because we use Zoom as our class platform.
I've looked at using others in the past and I've always come back to Zoom because it's so ubiquitous now.
Jen So people won't have to learn something new.
Alison Right. Parents can use Zoom, and once your mom can do something, you just kind of stick with it. So there's no extra learning curve. I just want that person to be able to focus on what we're going to talk through together and not anything else.
Jen So your priority is, whatever you have to do on your end, the customer just signs up, clicks a button, and it just works.
Alison Yep. So all they have to do — we have a landing page that has all of our upcoming classes on it, that again our marketing team built, it's powered by a HubSpot form. So they click on the date and time that works for them. And in fact our website CMS displays the class time in the person's proper time zone.
Jen Oh, I love it when that happens.
Alison Does an IP lookup and all that. And all the customer has to do is enter their name and their email address. Once they hit submit, those wires are tied together behind the scenes, from the HubSpot form submission over to Zoom, which happens in the background of Contentful, which is our CMS.
I will say, I wrote a very long blog post about this that has all of this lined out, so if at any point anyone wants to reference it, because there's a lot of moving parts.
Jen We'll make sure that's linked in the show notes.
Alison Essentially at its highest level it's just: use the tooling that you already have, work with your marketing team and your web team, and get that flow going. So it's landing page, to form, to Zoom. And then Zoom actually handles all of the outbound email to that customer — the signup confirmation email, there's like a one-hour reminder email, and a follow-up email, Zoom handles all of that as well.
So once you get those core basic pieces together, that leaves you alone to just do the teaching, and that tooling handles everything there for you.
Jen That's fantastic. So you've got these people signing up with their email addresses. You may not necessarily know whether they are the end user for one of your customers, or whether they're a lead, because people probably don't always use their work emails.
Alison That was the problem I was working through with our RevOps team literally just yesterday. I can always just needle in and find a problem.
In the past I have not cared who signs up and attends class. Even though we do have years and years' worth of conversion data, and the class converts at close to 60% — it's our second biggest conversion lever that we have — but it's multi-purpose. It's not just people who are new to the product or maybe in trial. We also use it as a learning mechanism for new users who get added to existing accounts, or anyone who wants to come brush up on their Help Scout skills.
Jen Like you said about the customers who don't necessarily know about all the features.
Alison Right. So in the past I haven't really cared about who was signing up, because it's the right thing to do — we're going to do right by everyone by offering this learning resource.
But recently there's been, even for my own personal career growth, let's actually take one tiny little extra step here and see if we can break down exactly who is coming to the sessions. So we are adding that as a self-select in the form.
Because like you said, there's no way to truly make that connection — they could use a different email address. So the signup form used to be just name and email; now it's going to be name, email, and there's a dropdown with three options: you're either just here to look around, you have a trial account, or you're already a customer. We're going to have them self-select and then use that as our guiding light to see really truly deeper who exactly is coming, and what we can tweak and change to make that better for the majority that are coming.
Jen Do you think you'll look ahead before you hop into teaching a class and get a sense of whether everyone is new or everyone is an existing user who just may have questions, and think about that as you're leading it? Or are you using that more for reporting?
Alison It's more for reporting. I know that it's a pretty 50-50 mix — again, that gut feeling.
I tried to lead two separate classes, one for pre-trial and trial customers and one for new users who just got added to existing accounts. And what I discovered is that no matter what copy you have on the website, people only care about signing up for the day and time that works best for them. So it didn't matter how I was tailoring the class, people just saw "March 6th at noon, that's the time that I'm available" and weren't reading the copy to make sure it was the right thing for them.
Jen That's a really difficult thing to overcome. It's an important lesson, but it kind of frees you to just do one class.
Alison Yeah, that makes sense. It removes a lot of the complexity.
So we do those, and then we also do from time to time specific classes for a new product release. I did a bunch in the last couple of months regarding the updates that we made to our UI. So there are those other opportunities for people to self-select and come learn.
But for that main demo — the thing that we've done for longer than I've been around, I took it over from someone when I joined the company — that's pretty much stayed the same for this many years.
Jen Regarding tooling and how you've been doing it all these years, would you say the primary way people find the class is through the website? Or is your marketing team blasting these on a schedule before they happen?
Alison Because it's such a giant conversion mechanism for us, we kind of paper the internet with it essentially. It's in our onboarding sequences, it is a part of a lot of saved replies that we use when we're talking to customers.
Jen Whoa. So your support team — somebody writes in and has a problem, and your support team is going to send them a snippet, and in it is "oh by the way, take this class."
Alison Yep.
Jen I love that.
Alison So we just work it in as many different places as we can, because we know it's so helpful and we want everyone to come. When you're added as a new user on an existing account, you get an email that has that information in there. So all those little tiny places — which again we didn't do for the first few years. That's just that iterative process of, something comes along and you're like, this would also be helpful there, so you add it in those spots.
Jen So if I'm looking at starting this the first time, these are things to keep in mind for the future, but I can just start and I don't have to have this fully developed ecosystem of the class.
Alison Correct. And I've seen other companies do this — Zoom will actually provide you a landing page for your session. So you can build something out just with Zoom, which will also handle the emails for you, completely on your own without having to rely on anyone else. That's how you can MVP that out.
If you were my boss and you came to me and you're like, "Alison, we just really need to think about scale" — if we go back to my earliest years, these one-to-one demos, it's just not working any more, you've got to scale it up — then within a couple of hours you could actually have the whole thing set up just through Zoom.
And it doesn't have to be perfect. There are plenty of ways where you can just start, and it won't be pretty and it won't be polished, but customers don't care about that. They just need the help.
Jen And if you did that just using Zoom, is there a way through Zoom to get an export of the people who attended, so you can save that data for when you do scale?
Alison Yep, and you can get that at any moment. I went back to get 18 months' worth of class data just last week because leadership was asking about it, and Zoom has it all. They have your registration data, your attendee data, they'll store every question that was ever asked in your Q&A, any surveys or polls that you do. All of that data is stored in your Zoom account for as long as it's active.
So you could just use them for however long you needed to before your company grew enough around you to polish it up a little bit more, and never have to worry about that data, because it's there.
Jen And you could go back and use that to prove the value of your course. You have shown the 60% conversion rate — you could just start your courses and then next year go back and go, these are all the people who attended, let's see who converted. And look, it's going great, I need to staff this even further because it's a good thing.
Alison I do it a little more sophisticated than that, but that's essentially what you — in fact I don't do it, our RevOps team does it for me, so I cannot take any credit for this. But if I didn't have them, that is exactly what I would do. I would export all that data and just run it against my own database, and then you average that column up and that'll tell you what your conversion rate is.
Jen So then you could say to leadership, hey, this is a huge revenue driver and it's really helping in these areas. And if there's really a need for it and it's growing very quickly, you're probably going to need to bring in other people to teach also.
Alison Yes. I did it alone everywhere until just about 18 months ago, because I was going away for a month and someone else just had to do it. So we looked at my sabbatical as that moment where we had to very quickly make a decision and grow the program. For us it was just putting it out on the support team: who was looking for their own growth opportunities?
Jen It must have been a big sea change, to take people who have never done it before from the support team and train them up in preparation for your sabbatical.
Alison It was. We really debated how to handle it internally. We spent a lot of time trying to think, do we just have everyone get on board, do we let people self-select, how do we handle that? At the end of the day we decided to let people self-select.
And since everything was already done — the script was written, the Zoom thing already existed — I would just say, hey, here's the script, here's how to set it up in Zoom, do a trial run, record yourself, send that to me, I'll give you feedback, and we'll do that until you feel comfortable. That's how we scaled it.
So it went from one to three, or four if you still count me, very quickly, because the groundwork had already been done. I probably got that scaled up in like two weeks.
Jen And the scripting you had done before you were trying to teach someone else to do it?
Alison In fact I inherited the script at Help Scout from someone else, and I pared it down, and I just kept paring it down and paring it down until it got to the point where it is today. The only thing that's changed in the last four years is product updates that we have to work in, but the structure hasn't changed.
And because we have these very almost strict rails that we have put ourselves on — it's so methodical at this point — I think that's how my three teammates were able to just walk into it, because it was already an existing organism that was very well oiled.
I was actually just giving this pep talk to another teammate of mine this week, because she had to do an in-person demo somewhere. And I tell this to everyone: you are the expert, no one is going to know this product in this environment better than you do. So just take a deep breath, let it all go, and go help people.
Jen Was there some hesitation on their part to move from a situation where I'm taking in emails or chats and nobody sees me, I can pass it off to somebody else, I can just push hold — and now I'm moving to a situation where if someone asks a question I have to answer right now?
Alison That is a real concern. People feel like they're going to be caught out, so to speak.
And I really drive it home with folks that you don't have to know the answer to everything. In fact, the person that asks you that question is going to respect you even more if you say, you know what, I don't know the answer to that question, let me go research that and get back to you as soon as I am able — than for you to just BS your way through something that's wrong or partially wrong, and then they're automatically off on a bad foot with you.
So yes, I'm very adamant that if you don't know the answer, you tell someone that. And that has never failed me in 10-plus years. No one has ever written in and said "this instructor had to check on the answer and get back to me later and it was bad."
And it happens more than you would think, especially in our software world where every customer is on some different form of a plan and every plan type has slightly different rules than the other. A lot of times people will ask really specific questions to their account and we just don't answer them, we just tell them we're going to get back to them later.
I think if we wanted to help people with this, that would be some of the more important information I would want to impart: you can just let it go, and you don't have to answer everything that happens. You can take a step back, you can get back to that customer later in the day via email. It's all totally acceptable. The harder you try to force that live environment, the worse it's going to get for you.
Jen I think I'm hearing an undercurrent of focus. We want the customer to focus on the screen and the tool, and we want the speaker, the teacher, to focus on the script and getting through that. And then other questions, other content, gets put off and answered later.
Alison We don't do Q&A until the very end, because nothing will kill your flow faster than that. The second that you veer off course — which is why we have this. I've tried to do a handful of them unscripted, just as a challenge to myself, and it never ends well.
Jen Is it too easy to get off track?
Alison It's really easy to get off track, because — maybe it's just me — but you'll get excited about getting into one portion and then you just float off into the ether talking about this thing, and then the next thing you know your brain panics because you're off track, and you can never get back.
And that happens, I think, if you do Q&A anywhere in the middle of what you're trying to teach. That's the same thing as wandering off into the forest, and finding your way back to the main trail becomes more and more difficult. And a lot of the time the question that you're going to answer is probably only applicable to one human. The second you lose the room, you're not getting them back.
So if you keep everyone, including yourself, focused all the way through, then at the end you can hang out for as long as you want and ask questions, and people can self-select in and out at that point. But by then you've already taught them everything that they need to learn.
Jen I just wanted to quickly go through the steps. We've already talked about identifying what needs to be taught, and then finding your tooling — just Zoom, or if you want to make it more mature from the beginning, going through with your marketing team and all of that. Then staffing it.
I think what I'm hearing you say about staffing is it can be just you from the beginning, but be prepared to scale and know where you're going to pull additional teachers from.
Alison If you think about it from a very selfish perspective, eventually at some point during a year you're going to have to take a break, whether you go on vacation or your kid's out sick.
Jen You need somebody — a partner or a support team member who can do that.
So you've staffed it, and then step four, scripting it. And making sure that even if you adjust that script, making sure that it's paced correctly, maybe practicing it so you know how long it takes for you to read this while you're clicking through.
And then working with your team to build out a landing page, but also however marketing or customer success wants those metrics — and like you said, putting it into your support help desk so the support team can also know what's going on with customers.
And then, I don't think we touched on this yet, we have eight steps — this is step six, practice sessions. So once you have your script, I guess that's the heart of making sure the timing is right.
Alison Yep. And I will — I just had to create, and I'm about to create, another new class because we have some app updates coming up — I will time it on my watch. I'll just start the timer and read through the script and see how long it is. Anything over a half hour you really want to cut down.
But yeah, those practice sessions are really helpful for that, just to make sure that you're hitting everything you need to hit. And I learned, with your script and your practice you can make sure that things flow in the right way, because you might not be telling the story properly. There are many times where I'll be midway through — if I've created something new — midway through and be like, this doesn't flow well, this needs to go before this. So those practice sessions really help you with that storytelling as well.
Jen And if you're doing a practice session to work on flow, you're reading it aloud, but do you also click through the tool as you would?
Alison Yes, that's where you find out about flow problems.
In fact I joke with our product design team, I'm like, y'all should write things out before designing them. Because if you can't tell the story well, if you have to go up and then down and then back up — that's not fun. So there are a lot of applications of that.
Jen You're working through the product and kind of minimizing clicks and changes of screen.
And so then if you're prepared, you've worked with the other teams, and now you're going to ship it. Do you have advice on how to schedule the times when you have people all over the world and time zones can be an issue? What are your learnings there?
Alison It's going to vary for everyone. We're not only a global company in team, but we're also a global company in customer.
So I make sure we do three classes a week — Tuesday, Wednesday, Thursday — every time at a different time to cover as many time zones as possible. We do one later in the afternoon to try to get APAC, which is really tough. But it is literally noon Eastern, 3:00 p.m. Eastern, and 11:00 a.m. Eastern, and those three times will generally get most of the globe covered.
Jen That's really helpful information. So like you said about data — how do you measure your success?
Alison That is something that we are still to this day asking a question of.
I have that conversion data, which I still feel really proud of and feel is a very strong indicator of how successful we are being.
One data point that is not traditional in any way, and it's very anecdotal, but the vast majority of people who attend stay the entire time. We don't ever see drop-off. And that to me is my number one indicator of how successful we are, because it's a 30-minute class, almost to the second, and people stay the entire time. They would not be doing that if they did not find the content helpful.
So it's a very non-traditional data point, but to me is one of the most important.
Jen It's not revenue-based, but it gives you a lot of information about how compelling your script and your delivery are.
Alison If that started to change, I think that is when I would start truly looking at more comprehensive changes that we might need to make. If we're teaching a half-hour class and everyone's dropping off at minute 15 or 18 or 20, that tells me we need to make some adjustments here.
But everyone's staying, and most of the time someone will leave a comment in the Q&A that says something like "thank you so much, this was incredibly helpful." And as long as we hear that, I don't care about anything else.
Jen That's the feedback that's most important — that the customer found it helpful.
Alison And even if only two or three people are there, that's still better than doing it one-to-one. And you're still giving that customer that experience that you want them to feel — that they mean something, that you want to help them. And that's why I think this is the best thing for a support team to do and to manage, because who cares about that more at a company than the support team?
Jen And you record these and put them on YouTube, is that what you said earlier?
Alison We don't record every one, because we do the same session every day essentially. We do have a recorded version, and every few months I'll go and refresh it just a little bit, because the UI changes every 30 seconds or something like that.
But we have that resource on our classes page where someone signs up, and we also have that resource on YouTube, because people are using YouTube as a search engine now. Any place where we can add that content, we can.
I am really close with our growth PM, so I work with her, and as they're making updates to the product on the onboarding side of things, I'll get some class content in there. Any little place where you can put your fingers, you want to get your stuff in those spots.
Jen That brings up an interesting question for me, with the PM and with being tied into feature releases. Are you doing anything special to make sure that in your class on a Tuesday you know what features are available to that customer, so they're not on a beta, so you don't have beta features showing up on your screen — that you're up to date with what they are seeing?
Alison That one, over the last six to nine months, has proved to be really difficult. We're not this way today, but there was about a six-month window when trial customers and current customers were seeing two versions of the product.
Jen Oh, good lord.
Alison And we just went with what trial customers were seeing. Because a current customer who just wants to come learn a little bit more, they can grok what's happening. But someone who's never seen the product before, they need to have the experience that they're going to have in trial.
It was really difficult, but that was the call that I made.
Jen Elegant solution, because those existing customers have more product knowledge and they are more able to adapt their thinking. Even if it's just a couple of hours' worth of product knowledge, they still have it. Whereas someone brand new, or maybe is just curious and wants a demo, when they do start using the product, that's what they see.
Alison It was a really tough call to make, but I stand by it. That's how I would handle it: what are your most vulnerable — that's the word that popped into my head — what are your most vulnerable learners going to need to know, and stick with that path, because everyone else can sort of figure it out.
Jen Brilliant, I love that. I know we are kind of at time. I'm so grateful for your transparency and your willingness to bring along other support people to do the same thing — just like you probably are with customers. It's just wonderful.
Alison That's what we should all be doing for each other, and that's why I have the attitude that I do. If anyone wants to try this, or talk through it, or bounce ideas off of it, please email me. I'm sure we can figure out how to share that information, and I'd be glad to consult, for better lack of a word, and help — because I feel so strongly about this. And I'm also in a really unique position and want to help others get there.
Jen That really encompasses my experience of Help Scout as a company. Incredibly helpful.
Alison Our main company value is "happy to help," and every year at retreat we give out a Happy to Help award. I won it last year and it was a custom pair of Converse sneakers, so that was really fun.
Jen That's awesome. Were they Help Scout branded?
Alison Yes. Help Scout on them, because they're the only ones in existence.
Jen Oh, so that's not the award for every year, that was specific to yours?
Alison We have four company values, so there were four completely unique custom pairs of shoes that were given out. But yeah, "happy to help" is our number one company value, and I try to exude that as much as I can. But I think that we as support people all are the same in that way.
Jen That's a wrap. If you like this podcast's focus on tactical processes, and if you use Intercom, check out Supportman for instant AI quality review in Slack.
All right, so Alison walked us through eight steps.
Step one: identify what specifically needs to be taught. You probably know this from your gut, but you can also look at data.
Step two: find the tooling that works best for you. You'll need that before you can set up a signup page and get people going.
Step three: staff it. It could be just you to start, but you will eventually need to find a backup, and maybe a whole team.
Step four: script it. Alison has done over a thousand live walkthroughs and she's never done one without a script. It allows you to make sure you're telling the right narrative, and leaves space for constant iteration.
Step five: work with your web team to build out a landing page.
Step six: do some practice sessions.
Step seven: ship it, even if it's not perfect. Schedule a few days and times, ask your marketing team to add it to outgoing emails, and get going.
Step eight, the final step: measure it. What's your main success metric, what's going well, what do you need to change? Report up to leadership regularly on the performance.
We'll see you next time on Live Chat with Jen Weaver.