A B2B CMO's First 100 Days: Best Practices, Setting Expectations, Early Wins & More
How you drive success in your first 100 days as chief marketing officer (CMO) starts well before day one. It includes how you evaluate employers, how you negotiate and set expectations up front, how you build relationships with your C-suite peers, and much more.
Last Friday's CMO Coffee Talk sessions focused on a CMO's first 100 days on the job. In the chat highlights below you'll see a wide range of best practices, cautionary tales, reading recommendations and much more.
If you are in the CMO Coffee Talk community, don't miss Helen's "CEO and new job red flags" crowd-sourced Google Doc in the #swipefile Slack channel.
And if you too are in your first few months in a new marketing leadership position, check out the #firstsixmonths channel as well to engage with CMOs on the same journey at the same time.
If you are a B2B CMO or head of marketing and want to join a community of 2,400+ of your peers, let me know or click here to learn more and sign up.
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“I don’t have all of the answers, but I know what questions to ask”
I had a boss who used to always say….just ask good questions
+100 on the questions to ask up front… to know what impact you can or cannot have
Have to plug one of my favorite books on this topic: https://www.amazon.com/First-90-Days-Strategies-Expanded/dp/1422188612
+1 Great book with actionable onboarding framework
When I land my next role…I’m going to be sure to gift “First 90 Days” to any new hire.??LOVE the book. Gold
Bust the silos
I call it the new puppy time period
And you can ask questions in an non-accusatory way to have an impact
In every new gig, there is that point where I have to admit to the team “Ok Ive drunk the cool-aid” and no longer have that outsider view. When I hire new people, I do everything I Can to get them to give feedback as an outsider before they “drink the cool-aid”
Another good piece of advice I have gotten, is that you will feel new internally much longer than others will view you as new.?#impostersyndrome
Love that customer centricity:?meet 10 customers in your first 90 days (preferably IRL) and listen to 10 more on Zoom.?Meet 10 prospects in a buying cycle - Zoom makes this easier. These 2 groups are biased - one pays you and the other is looking for help.?Then re read your ICP and target personas.?You are a newbie so listening is totally allowed and expected.?Your questions are seen as “interested in learning vs. pitching”
Yes to the customer focus / listening to customers. I’ve been listening to prospect / customer calls non-stop… (yay for call recording software).
If your CEO says don't ask for anything for 60+ days you have probably landed in the wrong place.
I usually do a 30-day check in with CEO and leadership to review early findings and review low hanging fruit vs. longer term opportunities
I am interested in the dynamics discussed - coming in as a CMO when there is already a marketing org in place - coming in to fix/grow - how to juggle the first 100 days?- focus on the marketing team or networking with C-level peers?
Venting is so important.
Love that phrase, “Resume-making moments”
my experience you need to focus on a couple of short term low hanging fruits in the marketing side, let go of the rest and consolidate those relationships at the C-Level
it is CRITICAL to be aligned with the CEO.?You avoid wasting time restructuring or planning to upgrade if that leader is not aligned with making change.
and I think better questions before as you are join help that — how many times have we thought we could change things that then become “off the table”
To the point above.?I always negotiate 30 - 45 Days to learn/evaluate and try very, very hard not to make decisions when I accept a role.?I tell the CMO that I will provide a written assessment and plan at the end of that period.?That’s worked pretty well.
People cannot stand “my team at …” it is a real turn off
The curse of any one is the past…bring it to the present and the WIIFM for everyone on the team.
I find helpful to provide real examples to demonstrate expertise but this is your team bow
Better to reference "in a previous life" vs. mentioning the specific company.
You can tell when someone just wants to bring a security blanket from their past life vs. making an assessment
Tends to piss folks off… better to ask questions and let them get there...
so many people, not just the leaders, do that. I’ve hired people who were very hung up on their past experiences. Which is ok - since some of that experience is why I hired them. But it’s about the approach - if it worked at another company, doesn’t mean it’ll work in every contest. Better provide is as an example or idea vs “this is what should be done”
“…and here’s why I think it’ll work here”
“A best practice I’ve heard about..”
They DID bring us in for our experience, so we don’t have to be bashful.
It's?balancing act. We're hired for our experience as well as our leadership and potential. However, "at my former company..." can be a turnoff unless presented appropriately. The ideas above are great for doing that.
It's a real mix. Should walk in day one and within 2-3 weeks knowing some things that need to happen, what's worked elsewhere, etc. Combined with an authentic listening tour, evaluating what's in place today, etc.
I have to remind folks on my team that when they say “this place is different (implying weird, odd, screwed up)”.?I remind them that EVERY place they’ve worked at previously was different from all the rest.
It's all about conversions!
BTW identifying money poorly spent is one of the first things CMOs can do, part of low hanging fruit
CFO will love you
Also eval of tech in place and whether it’s used and how it’s used is a good way to find efficiency
I also think a best practice is making the CFO and CTO your best friends quickly when you join a new org.
Back to the past jobs thing…. It’s all in the tone, context, and ability to listen after you speak. Talking about prior experience is great, learning from it is great, making past lives all sound brilliant and perfect is toxic.?I try to actually balance talking about past mistakes and missteps as important learning points in addition to the wins.
The hardest thing is making it crystal clear with the new need is. Sometimes when you do that, people opt out, or sometimes they step up.
Best to avoid bro CEOs who have cousins or girlfriends in the mix.
Understand the fellow exec dynamics is critical
Early in my career i got called out by the cmo that i was mismanaging my summer intern..turns out he was the cmo’s daughter’s boyfriend.?Always sniff out those intern applications!
I’ve also been burned by people pushing for tech that their friends owned (only to learn that later, finding it was not good and we wasted money). Goes back to asking the right questions.
I had a tenured CMO on my BoD in my last company (pros and cons w/ that). One thing that he did push w/ me was putting on paper my beliefs as a CMO.
I shared this with my new team as I came in, w/ the talk track that if you asked 10 CMOs for this, you'd end up with 10 different lists, so figured it was a good way to fast track with my team how I tick. I think it was helpful.
Some practical things: 1.) figure out what your weekly exec team update will look like 2.) perform a talent assessment (e.g., 9box) 3.) find your first win, do it, socialize it 4.) get agreement on your metrics with the CFO/CRO 5.) don’t dare do a rebrand in the first 60 days
for me it goes back to honesty & transparency, and setting realistic expectations
Also, remember the Chesterton Fence principle. Know why the fence was put up before you take it down. Fence’s don’t sprout from the ground: https://fs.blog/chestertons-fence/
love the balance between greatness and humility.
?are you tying those moves to outcomes? Showing him why you want to make these moves / what they will mean for the company? Start with smaller wins, show results, repeat
The best thing a CEO ever said to me soon after starting my first marketing leadership role was, "Look, I'm going to support whatever you think we should be doing."
Never tell people you are changing brand or messaging
Always just “testing"
Also a fan of the word: “refresh”
“Testing” after you have put numbers on the board first.
Evolving a bit
Partner with CRO/Sales Leaders to build trust, value and bring/show that to CEO
start plotting your rebrand, but god forbid you make that the only thing you talk about
领英推荐
even better when you back it up w/ data in an A/B test
the numbers don't lie!?:)
When you call it “improving our visual identity health” — you can get away with a lot without triggering anyone
Or innocent questions like, “so on the brand, was a there a historical reason there are 5 different logo treatments, or did that just evolve by accident?”
Start with value proposition then move to brand.....
Bring your values to your first 100 days. If you don’t its really hard to insert them later
A lot of smart people have imposter syndrome
I think most people have it.?You either have imposter's syndrome or you are probably a psychopath
Another great “100 Days” read -https://www.amazon.com/CMO-Manifesto-100-Day-Action-Marketing/dp/1478229225
Somebody said “Starting a new role is like being written into a series in the middle of Season 5.” That really accentuates the imposter syndrome many of us (incl me!) feel.
such wise words. I’ve learned the same, having started at 3 companies in around the same number of years! (Third time’s the charm!) Each time I’ve learned that I actually do know what I am doing!
With no data/ insights you will never be successful
100% rev-ops is my first ask before accepting the offer
Category is so important
I just halted interview process for?a great job because they had zero sales goals for partners ...but wanted SVP of part. marketing??! ix meh!
This is a good read as well: https://www.amazon.com/Your-First-100-Days-Executive/dp/1453736727
The first 100 days book is an oldie but a goodie.?Somehow I think we have way less than 100 days as a CMO.?More like 30 :-)
In addition to the things do well/not well, I always ask what do you wish you knew when you started that you know now? Helps understand what as being sold vs. reality.
I use stop, start, continue. works great too, esp in getting to know team
Isn’t he first thing a CMO does when you join a job is change the website? LOL , seen that alot in my time (obviously there is a lot of new thinking involved with that)
Do you have an order in which you try to speak with internal and external stakeholders? E.g. not speaking to too many internal stakeholders so they don’t color your understanding of conversations with customers?
Also interesting (at least in a younger company) to ask -- across leaders, partners, customers — what does our company do, who do we sell to, and why do they buy?
What's the ROI!!!?
All my metrics focus on QHMs (qualified sales meetings). It creates the right focus to navigate the noise
It's our job to make sure our teams understand that we're not there to be busy, we're there to make money.
Completely agree - you are most valuable before you “drink the Kool-Aid”
Amen to RevOps
What company rev size min warrants rev ops?
we are 18 people and about to devote someone to revops.?Helps that this person can also consult with clients on the topic, but yeah it's that important.
How can you set yourself up for success on first 100 days during the interview process?
And ensuring the process, stage definitions, metric definitions, etc are well defined and aligned across sales, marketing, and regions, etc. Each company I have joined (Series Bish), this has been a mess when I joined.
Lots of red flags with CMO reporting to CRO
Most CROs have no marketing experience - really just sales leaders who are now CRO
It depends on the type of CRO. If the CRO is just a sales leader then I'm not a fan it's a major red flag. If the CRO truly goes across all of revenue (as the only C-level for revenue) then I like it.
Yes. Red flag on reporting to CRO. I’ve seen it work where the CRO isn’t just a sales person with a different title.
So many orgs don’t even know what CRO really entails…
I’m fine with it if I’m the CRO,?? It should work. Unfortunately it rarely does because most CROs are really sales leaders with little marketing background.
Not a good idea for Marketing to report into sales or CRO. short term vs. long term thinking will fail
All depends on the CRO personality. I’ve done it successfully before as they stayed out of my business
When I’ve seen that happen, the CRO is VERY good buds with the CEO
How do people approach goals and KPI for first year bonus when there is so much to be fixed while combining BDR and sales goals?
Spend meaningful time with the CEO before you join, ensure you know their character, as well as expectations. I’ve learned this the hard way.
posted this 3 months on new job starts. It’s filled with great wisdom.
There has been a trend where head of marketing, sales and customer reports to CRO in SaaS. RevOps.
I've reported to CROs multiple times.?I won't entertain jobs where this is the case. My experience when CMO works for CRO: 1) CEO does not care about marketing or understand it which is why it does not report to them, 2) CRO shifts all spend to short term and performance...
In a way - you are IN the job from the day you apply for the job.
I think it REALLY depends on the org structure,?how the responsibilities are divided across the GTM team, and the individuals in the role
I do think it is a good "tour of duty" for a CMO to have run a sales team though.?Makes you a better partner with sales in the future
In one of my clients, I'm reporting to the CRO. It's been a disaster and after two months in, they are taking marketing away because the CRO just can't understand you must play the short and long game.?They just want the short game. Then confused why things are working
If CEO doesn't get marketing, it's a very long slog uphill unless they truly look to you for guidance.
I am fractional CMO but for several clients, I oversee sales as well. So I think of myself as CRO for those clients. Not sure if that's the right read.
PMM - presentations and website -everyone has an opinion and getting buy-in is exhasuting
I like killing the pipeline report in the second week. Yes, take time to fully understand stuff. But when there are obvious thorns in the lion’s paw, you can get a ton of credibility by taking those obvious actions.
I think we should re-write the first 90 days for modern business…and women.
These books are like parenting books, you have to find the one that speaks to you, and eventually to the nature of your kids. There is no one right approach or philosophy.
Eventually all parenting books contradict each other.?Gotta "write" your own book.
I have a team of “marketers” who has not done marketing before
I have a team of Marketers called "Everyone in the company"
The good news is they’re hungry to learn, but it’s a lot of effort to ramp up to “good enough” if this is also their first job?
I once inherited a “Brand Director” whose career background was Stand Up Comedian + TV comedy writer. The whole company loved them but *wtf* :-)
Also ask when you interview - what is marketing being measured on, if they have benchmarks where did they get them, what is marketing accountable for (sometimes it can be parts of sales), what are the CEO's expectations that they want you to deliver in the 1st 90/180/365 days. You really need to try to get at their expectations to see how realistic they are.
I was told once to recognize that you have “imposter feelings” but there is no syndrome, you are not broken.
Lead with data + layer on best practices + your expertise & experience = helps overcome and mitigate 'opinions'
6x Public and PE-backed CMO
1 年Good post Matt Heinz Here's another resource and more tips on the first 90 days, and every quarter thereafter: https://cmomentor.com
VP Marketing at Quantified.ai
1 年Such a great session! And Chesterton Fence Principle is my new Alan Parsons bluegrass cover band.
?B2B Start-Up Growth Marketer | GTM, Demand Gen & Messaging | AI & Buyer Enablement | 23 Start-Ups, 5 Public Companies, 60+ Recommendations. ?? Fractional | Interim | Advisory | Special Projects
1 年FYI Simona...