How CMOs (and others!) can secure their seat in the C-suite.

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Marketing has long been dismissed as a “cost center” rather than a strategic growth driver, and CMOs often pay the price. With one of the shortest tenures in the C-suite of just 4.2 years—compare that to CFOs (4.6 years) and CEOs (7 years)—CMOs struggle to hold onto their seat at the leadership table. The core issue? Many marketing leaders fail to translate their impact into financial terms and build strong cross-functional relationships. In fact, 93% of marketing leaders say positioning marketing as a growth driver is a significant challenge.

As a former marketing leader, I coach a lot of CMOs. I’m extremely passionate about helping them avoid this bad rap, so much so that I’m teaching an executive master’s course at New York University on the topic. And while this newsletter focuses on CMOs, they’re not alone in facing this challenge. I recently had a coaching session with a CHRO that was very similar! These tips are useful for anyone seeking to gain a foothold with other executive leaders.?

This week, we’ll explore how CMOs and others can shift their approach to demonstrate their business impact, strengthen executive alignment, and position themselves as indispensable strategic partners In the C-suite.

Improve your data storytelling skills?

Marketing plays a pivotal role in business success, with over 60% of the buying process occurring before a buyer ever engages with a supplier. However, many executives underestimate its value. While you and your team know how important you are to your organization, if you struggle to communicate it, it won’t get you anywhere. CMOs must excel at distilling complex data into clear, actionable insights.?

Data storytelling is the bridge between marketing strategy and executive influence. To earn credibility in the C-suite, marketing leaders should frame their discussions around four things:

• The Business Challenge: What problem are we solving?
• The Marketing Investment: What did we do?
• Measurable Impact: How did marketing drive business results?
• The Executive Decision: What’s next?

When you present to your fellow executives, it’s essential to lead with business impact—start with the results and key takeaways before diving into the methodology. Those in the C-suite are focused on outcomes, so highlighting the tangible benefits upfront keeps their attention and sets the stage for deeper discussion. Use clear, impactful data visualizations rather than cluttered spreadsheets; a well-designed chart or graph can communicate insights far more effectively than a wall of numbers. Finally, anticipate potential objections, especially regarding budget concerns. Be prepared to address cost-cutting scenarios by demonstrating how your proposal aligns with strategic priorities and delivers long-term value.

Most CMOs know this rationally, but when you get lost in the weeds, it’s easy to lose perspective. I see it time and time again. When things get busy, it’s essential to create some space to think and engage in big-picture strategy. Frameworks like Covey’s Time Management Matrix can be incredibly helpful when you’re trying to carve out time in a packed schedule.?

Ask yourself: What metrics are most important to your executive peers??

Cultivate strong C-Suite relationships

Research from Deloitte tells us that only 17% of executives report collaborating with CMOs over the past 12 months. Why? Because too many CMOs position themselves as marketing specialists rather than business leaders, landing them squarely in the "outsider" category. I've seen this pattern repeatedly with my executive clients. Your ability to influence doesn't come from your marketing playbook—it comes from how your peers perceive you as a strategic partner. When you build genuine executive relationships that are trusting and mutually beneficial, you create cross-functional alignment that delivers real results.

The truth is that executives don't buy into marketing strategies, they buy into you as a leader.? Trust is earned through results, not promised through presentations. The CMOs who thrive don't hide behind marketing jargon; they speak the language of business outcomes and executive priorities.?

This requires four non-negotiable relationship principles:?

• Earn trust by delivering consistently on what you promise?
• Practice radical transparency in your communications?
• Ladder up every marketing objective to broader business goals
• Actively pursue cross-functional collaboration

Consider Carla, a CMO whose marketing team was facing significant layoffs. Initially, she planned to present website clicks and impressions to her CEO—metrics that, while relevant, didn’t align with the CEO’s top priority: revenue. Though she understood what mattered to leadership, she was so immersed in daily operations that she struggled to take a broader, strategic view. Executives need to hear about metrics that truly impact the business—revenue growth, customer lifetime value, profitability, and incremental ROI—not vanity metrics like social media likes. To shift her focus to business impact, Carla had to step back and create space for a more strategic perspective. By reframing her approach, she presented the revenue her team had generated and the efficiency improvements achieved over her three-year tenure. The result? Not a single marketing job was cut.

Your peers in the C-suite will have different priorities, so tailor your storytelling to your audience, and speak their language, like Carla did. Each executive thinks differently – how do you tailor your messaging to win their buy-in?

• For CEOs: Connect your activities directly to revenue generation and growth for maximum impact.?
• For CFOs: Demonstrate clear ROI to support resource allocation.
• For COOs: Emphasize how your initiatives will support operational efficiency and efficacy.?
• For VP of Sales: Focus on how your work helps drive lead generation and conversion rates.

Strong relationships are all about good communication. By demonstrating to your peers that you understand their priorities—and that you can be trusted to make good on your promises—you’ll cultivate a connection that benefits you and your organization.?

Ask yourself: Which C-suite executive is most critical to your success?

As Disney CEO Bob Iger noted, "A strategy is only as good as your ability to articulate it." This wisdom extends beyond planning to the very essence of executive influence. By reframing conversations, building genuine alliances across departments, and consistently delivering measurable business impact, you reshape perceptions at the highest levels. Your success depends not on marketing expertise alone, but on your ability to translate that expertise into the language of leadership. The C-suite awaits your transformation—are you ready to claim your rightful place?.

What kind of leader do you want to be? Let’s talk about it.?

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