I’m the VP Marketing at Eden Workplace. I’m responsible for all things marketing strategy and execution, ranging from demand generation to our PR firm relationship to product marketing and more.

How big is it?‍

3, including myself. I manage a Marketing Manager and a Content Marketing Manager. Our total company is about 35 employees, however.‍

Where are your teammates located?‍

San Francisco, CA, Chicago, IL, and Austin, TX for the Marketing team. Company-wide, all over. We also have employees in New York, London, South America, Boston, and Los Angeles.‍

What does your team do? What are you responsible for?‍

We’re the marketing team at Eden Workplace.

Making sure you’re creating regular touch points to get your team together with a fair balance of social and project focused agenda items. My team has a sync every Monday and Wednesday where we open with social catching up before diving into what our focuses are for the next two days and how we can support each other. Each team member also gets their own 1:1 for role-specific assistance.

We also maintain two Slack channels - one is focused on marketing work and other stakeholders in the company are in it, but the other is just the marketing team members where we use it to share fun stories, memes, articles, and have conversations that dig into our work but don’t need to be on display for colleagues in other departments.

Check ins are a big part of our 1:1s. I always ask how they’re feeling bandwidth wise, if they’re responsible for any projects that don’t excite them for their professional development, and where I can help lighten the workload to make sure they can focus on the right things.

We have so many touch points in a week, too, to try to make sure nobody feels like an IC on an island but not so frequent that they feel overly managed.

I started my career in an in-person capacity years ago and while we have a great remote culture, there are just some things you don’t get over Zoom and Slack that you get working side by side with someone in person. Namely, you tend to miss more of the personal connection that comes when you can chit chat about things not role-related. That’s part of why we start our team syncs with personal talk and I think it’s working, as our most recent hire has commented that she feels like the team has fallen into a really fun conversational cadence.

As a company, we’ve done in-person retreats, virtual off-sites, and we do a monthly event organized by the employee action group.

As a marketing team, I’ve done lunches and happy hours in person with my team members when I’ve been in their cities to try to get face time.

As a distributed company, when multiple colleagues are in the same city, we’ll often have WeWork meetups. Today two people from sales, one from CS, and our CEO are coworking in New York. A few weeks ago, I led a Chicago coworking day with two CSMs, our sales manager, and our lead engineer when we were all in the city.

We do. Different meetings have different ice breakers. Monday Marketing Sync is usually a weekend recap and Wednesday tends to be a random question inspired by something that’s happened in one of the team members’ lives. The weekly exec meeting starts with a weekend update. Our funnel review call starts with rating how you’re feeling on a scale of 1-10 and picking your emotion of the day. At other times, we’ll switch it up to seasonal relevant questions or random would you rathers.

Not anything outside of the norm. We use Slack and Zoom and then Lattice for sending praise to colleagues.

I follow some LinkedIn thought leaders on management styles. The book “Women Don’t Ask” is a must-read for anyone who manages women.