Building Marketing Cohesion with Your Executive Leadership Team

In my last article I shared how to align CMO strategies with CEO expectations , however that's just getting started. Marketing must be in lock-step and have full cohesion with the rest of the leadership team.

Have you ever felt that your hard marketing efforts are under-appreciated or misunderstood?

Likely, your leadership or colleagues have a different perception of what marketing is or isn’t and understood the marketing challenge differently than you.

Marketing can be perceived as amorphous and sometimes hard for objective operations, numbers and technical people to understand. This is why aligning with your executive team is so crucial.

Today, I’ll share 5 principles that I use to help marketing leaders increase their capability and demonstrate maturity in the marketing function. This is critical in aligning with your leadership team today and maintaining steady navigation through the inevitable ups and downs or turbulence you may encounter.

You’ll learn how to:

• Get on the same page with your leadership team.
• Assure a seat at the table with data-driven decision making.
• Be aware of both your own communication style, and the styles of those around you.
• Work fluidly with people who have different communication styles.
• Have the mental fitness to detach, reassess, and adapt when needed.

These principles will help you harmonize relationships, increase productivity, hit your KPIs, and experience more success!

Let’s get started.

Align on the Role and Function of Marketing

Often, there’s a disconnect between what executives think marketing can do, and what it actually does. This misunderstanding can create enormous problems down the road.

If you want to lead in marketing, you need to begin with clarity about the role and function of marketing in your organization.

To set yourself up for friction-free success, you’ll want to discuss the role of marketing with your CEO and all key members of the leadership team. The Chief Sales Officer goes without saying but don’t forget the CFO and other core functions. If you are a start-up or early-stage company the founders and the main board members are essential as well.

Define the Core Function of Marketing

Start by asking the tough questions:

• What does the leadership team expect from marketing?
• Do they want to drive demand, support sales, build a brand or category, or improve customer retention?
• If all of the above, which one is most important?

Ask each person what they want from marketing. Listen. Then share what you think it should do and listen to their response. Then document it.

This process will help you establish a shared purpose.

Sync Goals with Business Objectives

Your marketing strategy must be a direct extension of the business’s core objectives.

Don’t let leaders, especially yourself distract themselves with vanity metrics.

Whether it’s revenue growth, market share, new customers, ACV or net retention, talk to them about how these goals relate to the company’s broader vision and bottom line.

Help them trim. Having fewer goals and the right KPIs to measure results will let you focus on actually achieving them.

Set Realistic Expectations

Next, you need to define what is achievable and what isn’t.

Don’t shy away from this conversation.

People should be thrilled when you hit the company goals, but that’s only possible when they support you in setting realistic targets.

Too often, company leaders can overload marketing and sales with unrealistic expectations and might overcommit to the board due to investor pressure. Of course, this sets everyone up for disappointment. It’s easy to put the blame on failing to meet business growth goals on marketing because that’s where the top of the funnel starts and once the blame game begins it’s an unproductive and downward spiral.

Marketing needs to be part of the conversation and have an equal say. Set expectations early, and base them on reality. It’s better to push back early, and almost impossible to push back later on.

Communicate the unknowns and risks so that no one is crushed when you need to adjust your forecast to market conditions or other unforeseen factors.

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Schedule a Strategy Session

If possible, get your CEO, leadership team, founders, and key stakeholders in a room. Hash out the expectations for marketing. This meeting will set the tone for everything that follows. If that’s not possible, at least talk to each set of stakeholders individually. If there’s any resistance, let your CEO know why this is important.

Create a Marketing Charter

Document the outcomes of these meetings.

• What is the role of marketing that you agreed on?
• What functions did the team prioritize?
• How does this support the overall business vision and bottom line?

Share the outcome with the whole team so that people don’t forget about it.

In the charter, set boundaries. Define what marketing will not do or can’t do without changing priorities or further investment. This will protect your team’s time and resources from unrealistic demands.

Make Data-Driven Decisions

Data and insights are the lifeblood of modern marketing. Without it, you’re flying blind in a cockpit without instrumentation. But not all data is created equal. To be effective, you need to focus on the metrics that truly matter—those that drive meaningful outcomes for the business.

Ensure a Seat at the Table

If you’re going to be responsible for driving the business forward, you need to be involved in the decision-making process from the start. This means having a seat at the table with sales, product development, and customer service. You must be part of shaping the the conversation that sets the KPIs you’re going to be measured against.

Focus on Impactful Metrics

It’s easy to get lost in a sea of data—impressions, clicks, likes may be useful for the marketing team to measure the impact of tactics amongst themselves—but these are just vanity metrics if they don’t translate into real business results. The key is to work backward from your ultimate business goal. What are the few critical metrics that will truly move the needle? For a SaaS company, this might be MQLs/ SQLs, lead conversion rates, MRR, net retention, LTV: CAC or NPS. Keep it simple. Remember the principle of KISAR—Keep It Simple, Achievable and Realistic.

Reverse Engineer from the Goal

Once you’ve identified the most important goals for the business, perhaps you’re using Key Objective and Results (OKRs), reverse engineer the steps needed to achieve them. What actions will lead to more qualified leads? How can you improve conversion rates? How do you retain existing customers? This approach keeps your efforts focused and aligned with the overall business strategy.

Avoid Overcomplicating Your Strategy

Complexity can be the enemy of execution. Don’t over-engineer your marketing strategy. Stick to the essentials and focus on executing them flawlessly. The more straightforward your plan, the easier it will be to stay on course and achieve your goals.

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• Get in the Room: Don’t wait to be invited. Assertively ensure you’re part of any discussions that define business goals and KPIs.
• Audit Your Metrics: Review all the metrics you’re currently tracking. Cut out the noise—focus only on the top 3-5 that are directly tied to your business’s success.
• Develop a Data Dashboard: Just like in the cockpit of a plane, you need an instrumentation panel. Create a dashboard that highlights your key metrics. Make it accessible to your entire team so everyone knows what matters most, where you are and where you’re going.
• Simplify Your Strategy: Look at your current marketing plan. Identify any areas that are overly complex or not contributing directly to your key metrics. Simplify or eliminate them.

Understanding Each Other’s Personalities

To truly excel as a marketing leader, you must understand the diverse personalities that make up your team and the broader leadership group. The ability to communicate effectively with your CEO, leadership team, and board members hinges on this understanding. One powerful tool for decoding these personality types is the DISC assessment .

The Four DISC Profiles

Dominance (D): These are your drivers. Dominance types are direct, results-oriented, and thrive in fast-paced environments. They’re natural leaders who value efficiency and decisiveness. When communicating with a Dominance type, be brief and to the point. They appreciate confidence and directness—don’t waste their time with unnecessary details. They’ll respect you more if you’re assertive and focused on outcomes.

Influence (I): These individuals are the influencers. They’re outgoing, enthusiastic, and thrive on social interactions. They love brainstorming sessions, and they’re natural networkers. When communicating with an Influence type, engage them with an upbeat, friendly tone. They respond well to positive reinforcement and enjoy being part of the conversation. Avoid being overly critical—focus on the big picture and how your ideas can inspire others.

Steadiness (S): Steadiness types are your stabilizers. They’re calm, patient, and prefer a steady pace. They value harmony and are great team players. When communicating with a Steadiness type, it’s essential to be warm and empathetic. They appreciate a thoughtful approach and need time to process information. Give them space to think and respond—don’t rush them. They’ll be more comfortable and productive when they feel supported and understood.

Compliance (C): These are your detail-oriented thinkers. Compliance types are analytical, methodical, and value precision. They thrive in environments where accuracy and structure are paramount. When communicating with a Compliance type, be thorough and logical. They want facts, data, and detailed explanations. Avoid emotional appeals—stick to the facts and be prepared to answer questions with precision.

Apply DISC in Leadership Communication

Understanding these profiles isn’t just about categorizing people—it’s about adapting your communication style to connect with each person on their terms. Imagine the power of being able to instantly adjust your approach based on who you’re talking to. You’ll not only be more effective in your role but also foster stronger, more productive relationships across the board.

Start Today

• Take the DISC Assessment: If you haven’t already, hire a professional business coach to take the DISC assessment yourself and debrief on it. Then encourage your team to do the same. This will give you a solid foundation for understanding each profile.
• Identify DISC Profiles in Your Team: Start by identifying the DISC profile of each key player in your organization. This could include the CEO, CFO, your direct reports, and key stakeholders.
• Adjust Your Communication Style: Practice adjusting your communication style based on the DISC profile of the person you’re engaging with. Make this a daily habit until it becomes second nature.

Becoming a Communication Chameleon

Understanding personality types is just the beginning. The real magic happens when you start customizing your interactions based on those insights. This isn’t about being inauthentic; it’s about being adaptable—like a chameleon changing its colors to blend with its surroundings. You’ll become a more effective communicator, leader, and teammate.

Learn the Do’s and Don’ts of DISC Communication

Dominance:

• Do: Be direct, confident, and focus on results. They appreciate quick, decisive communication and expect you to be as driven as they are.
• Don’t: Ramble or challenge them unnecessarily. Dominance types don’t tolerate indecision or weakness—they’ll shut down if they sense it.

Influence:

• Do: Engage them with enthusiasm and positivity. Make them feel involved and important. They love being part of a dynamic, energetic discussion.
• Don’t: Be curt or overly critical. This will demotivate them and hinder their natural creativity and enthusiasm.

Steadiness:

• Do: Approach with warmth and patience. Give them the time they need to process information and respond thoughtfully.
• Don’t: Force quick decisions or interrupt them. Steadiness types value stability and will resist being pushed too hard.

Compliance:

• Do: Present detailed, logical arguments backed by data. Be precise and structured in your communication.
• Don’t: Get too personal or emotional. Compliance types value objectivity and may distrust overly emotional appeals.

Adapting to different communication styles doesn’t mean losing your identity—it means enhancing it. By recognizing the needs and preferences of those you interact with, you can tailor your approach to maximize the effectiveness of every conversation. This adaptability is a hallmark of great leadership. Find a great business coach and advisor who is trained in delivering DISC assessments to help you and your team take the assessment, interpret the results and work on putting it into practice.

Develop Mental Fitness: Adapt to Change with Flexibility and Resilience

In today’s? world of accelerated innovation and unpredictable change, clinging too tightly to your beliefs can be a recipe for disaster. The marketing landscape is constantly shifting—what worked yesterday might not work tomorrow. As a marketing leader, you must be agile, adaptable, and unafraid to pivot when necessary. This isn’t about abandoning your principles; it’s about having the emotional intelligence and resilience to recognize when it’s time to course-correct.

Detach and Reassess

The first step in adapting to change is learning to detach emotionally from your ideas. This doesn’t mean you shouldn’t be passionate about your work—passion is crucial. But you need to be able to step back and assess whether your approach is truly working. Ask yourself: Is this strategy delivering the results we need? If not, why? Is it still the right path? Treat this conversation with yourself as though you’re your own best colleague—objective, supportive, and focused on solutions.

Embrace the Possibility of Being Wrong

One of the hardest things for a leader is admitting when something isn’t working. But this is where true growth happens. Give yourself the grace to be wrong and to make mistakes. Instead view failure and being wrong as a gift to learn, practice and grow.? This mindset doesn’t just protect your ego—it strengthens your ability to learn and improve. When you embrace the possibility of being wrong, you open yourself up to new ideas, new strategies, and new successes.

Separate Constructive Feedback from Personal Attacks

As you adapt and evolve, you’ll inevitably face criticism. It’s vital to differentiate between constructive feedback and personal attacks. The former is invaluable—it’s how you refine your ideas and improve your approach. The latter, however, is noise that you need to filter out or even as an opportunity to practice empathy with others and further grow your leadership capabilities. When you’re secure in your ability to change and grow, you won’t take feedback personally. Instead, you’ll see it as a tool to sharpen your edge.

Avoid the Shiny Object Syndrome

While it’s essential to be flexible, beware of jumping from one trend to the next without fully vetting its relevance to your goals. Adaptation should be strategic, not reactive. Before you pivot, ensure that the new direction aligns with your long-term objectives. Ask yourself: Is this trend truly valuable, or is it just the latest shiny object? Stay grounded in your core goals and values, and use trends as tools, not distractions.

Start Today

• Schedule Regular Self-Reflection: Set aside time each week to assess your current strategies and ask yourself tough questions. This practice will help you stay objective and open to change.
• Welcome Constructive Criticism: Actively seek feedback from your team and peers. Use this input to refine your strategies and approaches.
• Evaluate New Trends Carefully: Before adopting any new trend, do more research and conduct? a cost-benefit analysis. Ensure it aligns with your core objectives and values, and adds real value to your strategy.

The Path to Mature Marketing Leadership

By adopting these principles—aligning with your organization’s vision, making data-driven decisions, understanding and adapting to different behavioral styles, and embracing change—you’ll evolve into a highly effective marketing leader with the presence of a seasoned executive. This journey requires perseverance, resilience, and a deep understanding of human dynamics. But most importantly, it’s about cultivating the relationships that will drive both you and your team to succeed.

The path to great leadership is paved with self-awareness, adaptability, and a relentless commitment to growth. By mastering these skills, you’ll not only achieve your marketing goals but also create a positive, productive environment where your team can thrive.

Ready to elevate your leadership game? Book a free coaching call with Jason Mundy today and discover how to leverage these insights to maximize your impact and drive your team to new heights. Reach out at [email protected]