Your role as a CMO isn't just running the marketing department. It's a three-part job: 1) execute marketing, 2) help the CEO run the entire company, and 3) continuously market the value and impact of your team internally. Neglecting the second and third jobs is a path to failure.

Qualified's CMO, Mara Rivera, argues that a leader's success isn't about being an expert in everything. The key is to conquer imposter syndrome and build a team of A-players in domains like demand gen or ops, who can then teach and guide you.

Rippling's VP of Marketing views his role not as a deep specialist in every marketing discipline, but as a "general manager." This founder-like mindset focuses on asking intelligent questions, maintaining a high standard of excellence, and managing diverse teams (product, events, content) effectively, rather than mastering each individual skill.

CMOs often arrive with a transformative vision but are quickly consumed by daily crises ('day job'). To succeed, they need a dedicated resource—an advisor or internal team—to progress long-term strategic initiatives, which is their 'night job'.

Jon Miller argues no CMO is great at all three marketing pillars: brand, product marketing, and demand gen. You get a major, a minor, and a gap. An exceptional CMO’s strength isn't being a unicorn, but having the self-awareness to identify their own gap and hire a strong leader to fill it.

A specialist (e.g., in demand gen) promoted to CMO must actively engage in their areas of weakness (e.g., product marketing). Simply delegating these functions confirms you're a "two-thirds" marketer. Demonstrating genuine interest is critical for success in the broader role.

When Susan Wojcicki joined as employee #16, her title was "marketing manager," but the founders weren't sure what that meant. Her mandate: build a global brand with no budget. This highlights how early-stage startups prioritize hiring resourceful people who can define their own roles and create value from nothing.

In a fast-moving environment, rigid job descriptions are a hindrance. Instead of hiring for a specific role, recruit versatile "athletes" with high general aptitude. A single great person can fluidly move between delivery, sales, and product leadership, making them far more valuable than a specialist.

The transition to CMO is a shift from doing marketing to enabling it. Success requires mastering politics, finance, and cross-functional leadership. The best marketers often struggle because the job is more "Chief" than "Marketer."