Leaders are often hired to drive transformation but then face resistance when their changes create discomfort. Marketers must proactively manage expectations by framing this discomfort as a necessary and temporary part of the journey toward achieving the desired growth.
When the CFO explains the marketing theory and presents its financial impact, it fundamentally changes the conversation. This act of co-ownership frames marketing as a crucial investment, not a discretionary cost, and builds a powerful C-suite alliance.
The formula for bravery is 'purpose minus fear.' Instead of trying to eliminate the natural fear of failure, leaders should cultivate an overwhelmingly strong sense of purpose. A powerful mission makes the risks of speaking up or trying something new seem smaller by comparison.
Marketers have little direct authority and can be ignored by sales, engineering, or finance. Their power comes not from managing down, but from influencing peers ('sideways') and superiors ('upwards'). Success depends on building alliances and aligning goals with the broader organization.
Corporate culture often incentivizes conformity. However, true growth requires being a 'growth rebel'—someone with big ideas who can mobilize the organization, even if it means challenging the status quo. In today's market, playing it safe is the biggest risk.
The most effective marketers operate in a "value creation zone" by serving both customer needs and internal company needs. Understanding boardroom priorities is as crucial as understanding the target audience. This dual focus prevents marketing budgets from being cut.
A recent study shows a major disconnect: CEOs' top priority for marketing is profitable growth, yet only one in five gives their CMO a top rating for delivering it. This perception gap is why marketing is often seen as a discretionary cost rather than a revenue driver.
Constantly inventing new titles like 'Chief Growth Officer' suggests the core CMO role isn't delivering growth, creating C-suite confusion. Unlike the stable CFO title, these changes signal internal frustration and undermine the function's credibility.