Using martech role types to build and maintain teams

By categorizing Scott Brinker’s work, you can build and plan your team.

During Discover MarTech 2020, I moderated a bird-watching session focusing on the categorization of Scott Brinker’s martech role. Ideas for the application of these classifications emerge from the discussion. One attendee said the facility could help train and maintain martech (or more general marketing) teams.

1.The categories

Brinker’s framework contains two conceptual axes leading to four types of martech roles: master, negotiator, pattern maker, and maker. First, the four different functions follow a continuum from the external focus (reaching the audience) to the internal one (coordination of marketing activities). Second, they are also measured by a continuum between technology (construction and use of technology) and process (strategy and execution).

It is important to note that a particular position rarely fits the button perfectly; In addition, sources have their own tastes due to the individual circumstances of each organization. Like everything else, martech is a complex discipline that cannot be easily classified into different factors, but Brinker’s structure provides important value in building and maintaining teams.

As I mentioned in my article on the role of the teacher and principal, structure helps us to accurately define and communicate what is involved in a specific role in job descriptions. Therefore, we need to take this into account when identifying skills and skill gaps in a team and when writing job descriptions.

2.One source: the RACI cards

An important factor in teams is the allocation of responsibilities and tasks. A useful tool to use with the categorization tree is a RACI chart. RACI means: responsible, accountable, consulted, and informed. Using spreadsheets is one way to create these maps and develop productive discussions among stakeholders. Each row in this worksheet can contain a task and a function (grouping by corresponding task types can help to associate it with positions), while each column can represent any existing / proposed position on the team. Then fill each cell with R, A, C, or I. This exercise helps to determine the division of labor and the structure of the team.

A graphic designer from RACI can certainly help you prepare a job description. In many cases, tasks and responsibilities take the form of a ball, for example. It will probably be easy to refer to any description.

3.Competency analysis

The RACI map exercise can also help you analyze skills. Each team member can then evaluate their skills and performance for each responsibility. Once people have the protection to judge themselves fairly, identifying and addressing their disability is an important step in identifying training tools for managing disability. When it comes to creating job descriptions, it helps to define the necessary skills and evaluate candidates and their experience.

Companies such as CabinetM and Digital Marketer, as well as career coaches, offer skills verification services.

4.Specialists and generalists

It is important to consider the different circumstances in which a team finds itself. A small organization must divide tasks among each other or expect individuals to actively work in multiple quadrants, while larger organizations may have the scale to allow people to specialize in a specific quadrant. This is when I and T-shaped practitioners can help, which I wrote in more detail in another article.

When a team needs individuals to cover different quadrants (perhaps as T-shaped professionals) it’s important to consider which combinations are best for you. Is someone likely an exceptionally persuasive writer with a natural tendency to use eloquent prose and is an expert in data processing with excellent quantitative skills coupled with good reasoning skills? It is possible, but are there enough qualified people to recruit the organization?

In addition, a team that has the luxury of people working as quadrant experts (such as I-shaped professionals) must consider the need for cross-training. Martech professionals must – as in virtually all areas – understand what is happening at a high level so that team members can work more consistently and understand what everyone is contributing and needs. Plus, there are times when we all need to quit our jobs to progress faster.

Using Brinker categorization can help build and maintain teams, facilitate the division of labor and responsibilities, skills analysis, and positioning. These are not easy tasks and we need help and guidance.

Translate ยป