When leading a function outside your expertise (e.g., a comms leader managing BDRs), success depends on hiring a great functional leader. Your role becomes asking them to explain concepts simply until you understand, trusting their expertise, and advocating for their needs, rather than trying to become the expert yourself.

A leader's value isn't being the expert in every marketing function. It's identifying a critical problem, even one they don't fully understand, and taking ownership to push it forward. This often means acting as a project manager: booking the meeting, getting the right people in the room, and driving action items.

Colin Kelton, Vanguard's CMO, had no formal marketing background. He succeeded by acknowledging his gaps and hiring deeply knowledgeable experts, proving that business acumen paired with a strong team can be more valuable than a traditional marketing pedigree.

Leaders often feel they must have all the answers, which stifles team contribution. A better approach is to hire domain experts smarter than you, actively listen to their ideas, and empower them. This creates a culture where everyone learns and the entire company's performance rises.

The leap from a hands-on marketing leader to a C-level executive is less about tactical skills and more about personal growth. It demands a shift from execution ('doing the work') to leadership ('inspiring people'), which requires self-awareness, authenticity, and dropping 'professional walls' to build genuine connections.

Marketing leaders often fail when hiring for functions they don't deeply understand. Success comes when you've done the job yourself first, like Capsule's marketing lead who ran events before hiring a specialist. This first-hand experience allows you to know precisely what "good" looks like and evaluate candidates effectively.

Raaz Herzberg views her persistent imposter syndrome not as a weakness, but as a core driver. It keeps her paranoid and prevents complacency, ensuring she is always thoroughly prepared for any task. Instead of fighting it, she embraces it as a source of motivation.

Unlike a functional manager who can develop junior talent, a CEO lacks the domain expertise to coach their entire executive team (e.g., CFO, VP of HR). A CEO's time is better spent hiring world-class leaders who provide 'managerial leverage' by bringing new ideas and driving their function forward, rather than trying to fix people in roles they've never done.

A core, often overlooked, part of a marketing leader's job is managing the team's composition like a sports GM. This involves making difficult decisions, such as letting go of a high-performing employee whose role is wrong for the company's current stage, in order to reallocate budget and headcount to functions that will drive immediate growth.