The benefits of replacing some of your faceless, digital messages with casual, conversational videos are more obvious to some people than they are to others.
Getting buy-in within a team or an organization can be a challenge.
If one or more of these statements is true, this post is for you:
• You believe that people are your organization’s strongest asset
• You think that you and your team members should be more visible to your customers
• You want to deliver a truly remarkable customer experience
• You feel that successful selling involves the transfer of emotion
• You recognize that people connect and communicate far more effectively in person than they do in typed-out text
Instead of typing out all of your messages in a way that doesn’t build trust or rapport, doesn’t differentiate you, and leaves you open to being misread and misunderstood, mix in some simple, personal videos. Do the same for those messages that machines are shooting out on behalf of you and your team members.
Video messages create “in-person” moments that provide clearer communication, human connection, and higher conversion.
Over the years, we’ve helped tens of thousands of professionals successfully adopt video in their businesses. As individuals, small teams, large teams, and even entire organizations.
The team dynamic can be very powerful from initial implementation to long-term and high-level usage. Team training. Best practices. Contests and awards. Private and public praise. Mandated activity levels. You have so many tools and levers to apply on your own and with our help to win with video.
But the first step … is getting buy-in for video and selling your team, your boss, and other stakeholders on the concept.
Here are some ideas to help!
Getting Buy-In: Selling Your Team or Your Boss on Video
To be clear: the type of video we’re talking about requires no scripts, editing, drones, green screens, or other elements that add time, expense, and production “value.”
Instead, we’re talking about unscripted, informal messages that are as simple as recording a voicemail message, but that includes your face, voice, personality, expertise, sincerity, enthusiasm, concern, gratitude, and other human elements missing from so much of your communication every day.
All it takes is a little practice, a webcam or smartphone, and some proven best practices.
What’s ahead in this post:
Just over one hundred years ago, the morning huddle broke up, team members turned around, and they found telephones on their desks. A new tool to prospect. A new tool to sell. A new way to connect with customers. A new tool to stay in touch with team members.
No matter the role of each person, the telephone provided them with a valuable new way to communicate, connect, and convert. Some skills they possessed were immediately transferable to doing their work over the phone. Some new skills were required; the experience and the dynamics were different than the other tools to which they’d grown accustomed.
Back then, some people jumped at the new opportunity, while others ran from it. Today, however, no one thinks twice about having a conversation over the phone. And today, you can still buy books and take classes to become more effective at selling over the phone. For example, Wiley just released the third edition of Smart Calling, a book by BombBomb customer and sales trainer Art Sobczak, a decade after its initial release!
That’s where we are with personal video messages.
Video messaging is new. Some people are rushing toward it and others are cowering. Some current skills are transferable and new skills will be developed. It will become normal and there’s always more to learn.
Understanding that we’re still early in the adoption curve here will help you understand some of the reactions you get as you begin talking about it and begin getting buy-in for its adoption.
We Don’t Want To Change
Generally, people don’t like to change. We’re comfortable with the familiar and predictable. We favor regular patterns and create mental shortcuts.
More importantly, people don’t want to change. Instead, we want what change brings.
When we make the effort to change, we do so in order to enjoy the benefit – easier, faster, simpler, better, bigger, more valuable, less expensive, etc.
But the transformation process itself requires an effort that some people are resistant to make. Within our culture is an element of get-rich-quick and lose-weight-fast – a taste for silver bullets and magic pills.
As anyone who’s been through it knows, a digital transformation or technology adoption process requires more than signing a contract or flipping a switch. And getting buy-in on the what, how, and why behind the change – cognitively and emotionally – is the first step.
What you can expect: having video as an available communication tool will make your work more effective and more satisfying, no matter your role.
This change is, in short, worth the effort to transform as an individual and as a group.
The Three Points You Must Align
No matter the change or transformation you’re undertaking, a shared vision and mutually beneficial outcomes increase the likelihood of success. Those transformations often start with one or two champions who are the people most excited about the idea and opportunity. They can generate some momentum, but that tends not to be enough for lasting cultural change to take hold.
In helping organizations successfully adopt the philosophy and practice of video messages, we’ve seen three specific points that must be aligned:
1. The organization
2. The leader
3. The front-line practitioner
What’s in it for the organization? What’s in it for the leader? What’s in it for the front-line practitioner?
What are the specific motivations of each stakeholder? What are the specific benefits for each? What does success look like for each?
The executive buy-in can be there from day one, but if the people who execute and bring it to life aren’t on board, the initiative’s a cram-down destined for middling results at best.
Team members may be excited and raring to go, but without leadership’s shared enthusiasm and sponsored support, the project fades into frustration or even futility.
Talk about the value and benefit of increasing face-to-face time. Map it specifically to each role and position. How will it help them? How will it save them time? How will it increase results? What are the fears or points of resistance? Why should we work through them?
Don’t leave these important conversations for the rollout. Think about them in advance. Talk about them. And, of course, engage the BombBomb team in the conversation with your organization, leaders, and team members. Every team and culture is unique, but we’ve learned plenty by helping many. This guide is, in part, a result of those efforts.
Selling Video Up In Your Organization
If you’re an individual contributor or a front-line practitioner exploring video messaging to improve the status quo, we’re with you. Historically, the adoption of BombBomb has come bottom-up, rather than top-down, in most organizations. As a salesperson, a manager, or a customer success practitioner, you learn about the opportunity, survey the scene, and start a free trial or request a demo with us. You get going, get results, and then … get questions. What are you doing? Why are you doing it? How are you doing it? Can I do it, too?
Now it’s a thing. Others on the team or in the department are interested and even starting their own trials. It’s a topic in your next one-on-one coaching session with your manager. You’ve got a chance to help lead a powerful, meaningful, and valuable change in your processes and results. The potential for you to be a go-to person on a valuable, new practice is right there.
This is a great scenario for successful adoption, but you may need some support. Front-line practitioners are already bought in. Some have already experienced success and have stories to tell and positive replies and responses from prospects or customers to share. This situation is typically an ROI play. If the leader sees the benefit, it’s easy to invest in a set of team accounts.
Common ideas to share or objections to overcome when selling up:
• Your leader or manager is often hiding your best asset.
How much thought and care does she or he put into recruiting, interviewing, selecting, hiring, onboarding, and developing your team members … only to hide great people behind faceless, digital communication? Get face to face earlier and more often.
• Your leader or manager is likely to overestimate your writing.
How much time do team members spend writing and editing emails? Research shows that we experience anxiety in crafting emails and that we overestimate our ability to communicate effectively. And a uniform approach to every email misses the mark more often than it hits the mark. Save time and improve clarity with more talking and less typing.
• Your leader or manager is probably unclear about the efficacy of video messages.
Does he or she worry about how much time video might take? Not every video needs to be personal; you can also record a video once and use it over and over. Once someone’s comfortable with video, it’s faster than typing. And video accelerates several processes, so fewer activities are required to achieve your desired outcomes.
• Your leader or manager is potentially unclear on the benefits.
Where are points of customer slowdown or friction or what are key metrics that need to move? A/B test what you’re doing now against some video messages at those points and see the difference.
• Your leader or manager is typically in favor of control and standards.
Does she or he fear a loss of control? Is the system geared around uniformity and standards for metrics’ sake? If he or she trusts you on calls, demos, and appointments, that trust should extend to video messages. Make clear that videos can be reviewed and coached, just as pipelines, calls, and demos should be. Additionally, a dashboard shows activity and results at the individual and group levels, providing further actionable insights and demonstrating ROI.
• Your leader or manager is still skeptical.
What are his or her specific questions or concerns? How can your team’s adoption of personal video help her or him meet or exceed goals, metrics, or KPIs? Share stories, experiences, and results from team members who’ve already started using video to illustrate a better future.
If you don’t have what you need to successfully navigate this conversation, talk to us. We’d be happy to have a discovery call or to deliver a tailored demo.
We want what you want: you and your team getting face to face more often to provide a more personal and human touch, to improve customer experience, and to exceed your goals.
Selling Video Out Into Your Organization
If you’re a leader or manager who’s rolled out a new initiative, you know that you should expect resistance and that you should expect excitement. Depending on the initiative, you can predict who’s going to fall into each camp and who’s going to fall into the great middle between them.
You also know your history and culture. Video may be an easy adoption – or it may take some selling. You may need to mandate adoption or you may be able to leverage peer pressure by playing “follow the leader.” We’ve seen several winning approaches.
Some key ideas for selling in:
• Your best performers will typically adopt faster.
They’re your best performers because they’re open and curious – they’re looking to learn and grow. They’re often looking for newer and better methods. Challenge them and learn from them. And know that others are always looking to them as informal leaders.
• Resistors and laggards will resist and lag on video more than on some other initiatives.
Video’s a bit more personal. They don’t like how they look and sound. They’re uncomfortable. This is perfectly normal. They need to know it’s perfectly normal. This is about confidence, not about “video.” Support them through it (and see the SELF section of this guide).
• Be clear about how this will help them in their day-to-day.
The change needs to be worth it. True differentiation. More replies. Better interactions. Time saved. Better access to decision-makers. Accelerated sales or onboarding. Fewer back-and-forth exchanges. More appointments set and held. Be clear about how this is a win for each person in each role.
• The primary goal for the first several months is activity.
The desired outcomes are natural consequences of communication that’s clearer, more personal, and more human. Set daily or weekly goals for each person – raw numbers or percentages of sends. Use the team dashboard in BombBomb to acknowledge wins, publicly praise big movers, and privately spur on the resistors and laggards.
• Don’t leave adoption up to each individual.
Picture a polarity of options with immediate, mandated, and forced adoption of video on the left side and an adopt-if-and-when-you-want approach on the right. In the middle is something like a phased roll out across team members and/or ramped video activity quotas. Successful adoption occurs in the option range left of center.
• Phasing: Break the team by role or initial interest into two or three groups. Phase the launches two weeks apart. Take learnings and success stories from the initial group to enhance the speed and success of the subsequent groups.
• Ramping: identify the target activity level, then ramp into it over four to eight weeks. Communicate consistently across this period. Publicly celebrate wins and privately coach up shortcomings.
These are obviously broad concepts and frameworks. Throughout, the alignment of company, team, and individual benefits and goals remains critical, as does communication and reinforcement of them. We’re happy to map the right course with you.
Selling Video Through Your Tech, Operations, and Legal People
If you’re in a larger organization, you likely have stakeholders in any technology adoption who are outside the practitioner group. Typically, they’re in IT, operations, or legal, but this information is relevant to others, as well.
BombBomb is a secure platform that’s compliant with GDPR, PCI, Privacy Shield, SOC 2 Type 1, and SOC 2 Type 2. We’ve cleared the hurdles and satisfied the demands of several large companies with household names to become an approved service within their tech stack and business processes.
No special equipment is required. As long as your hardware is reasonably current and camera-equipped and your internet connection is moderate and stable, you already have what you need. Recipients of your videos don’t need special equipment, either.
Videos are not attachments. We automatically generate lightweight, animated preview (GIFs) of your videos and a click-to-play smartly streams them from our servers. We maintain top-of-industry deliverability rates from our own platform – and send through integration partners like Gmail or Salesforce. We’re prepared to provide you or your recipients IPs to whitelist if needed.
Integrations are easy to set up. We have a team to assist if needed. We’ve worked through an incredible variety of hardware and software circumstances to find the best way to empower individuals and teams to record, send, and track videos in ways that are integrated with your tech and your workflow.
The adoption of video will change your relationships internally and externally, improve your customer experience, and benefit your company. If you need help getting buy-in at any level, please talk with us.
How to Get Your Team to Adopt and Use Video
Another question you might have during this process is around video adoption, and how you can help your team use video. Over the last decade, we’ve helped tens of thousands of people learn and adopt video, and we’ve picked up a few tips and techniques in that process.
Click on the post below to access seven tips on how to get your team excited about video, see the results that they need to see in order to help them realize its ROI, and continue to use it daily.