GM's marketing chief advises leaders to balance high-level strategy with deep, hands-on involvement in the daily work. This "hands in the kitchen sink" approach ensures leaders stay grounded and connected to the realities of execution, which is critical for agility during periods of transformation.
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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.
In today's fast-paced tech landscape, especially in AI, there is no room for leaders who only manage people. Every manager, up to the CPO, must be a "builder" capable of diving into the details—whether adjusting copy or pushing pixels—to effectively guide their teams.
The traditional model of being either a wartime or peacetime leader is outdated. In today's volatile environment, leaders must be fluid, adapting their style day-to-day to handle both long-term strategic initiatives (peacetime) and immediate crises like unexpected tariffs (wartime).
The CMO transitioned from a hands-on "doer" to a strategic leader not gradually, but through a pivotal team reorganization. This structural change reassigned ownership and forced him to empower his directors, shifting his own focus from execution to shaping and inquiring.
To be a truly effective leader, you must operate beyond the marketing department. Your influence should extend to sales strategy, product decisions, pricing, and packaging. Confining yourself to a marketing silo is a significant career-limiting mistake.
The Chief Marketing Officer role at a large organization like Unilever is less about marketing execution and more about aligning the entire business—from R&D to finance and sales—around brand-centric change to navigate a dynamic market.
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.
Instead of operating within the confines of a marketing department, marketers should adopt the mindset of the CEO. This means focusing on how to change the customer's mind to achieve the company's ultimate goals, rather than getting bogged down in departmental tactics. This approach leads to more influential and strategic work.
As a leader becomes more senior and a brand gains momentum, their role must shift. The Coach CMO moved from being an "internal startup disruptor" to a leader focused on driving clarity, consistency, and coherence, enabling the organization to scale effectively and empower teams.
Contrary to modern tech management philosophy, the most effective marketing leaders are craftspeople with strong opinions who provide direct feedback. Instead of asking 'probing questions' to guide someone to a conclusion, it's better to state 'I want to do it this way' to uphold a high standard of quality.