In Part One: Bridging the Gap: How CEOs, CMOs, and Creative Executives Can Align Their Vision for Marketing Success we discussed some of the challenges that impact the success of the C-Suite relationship between the CEO and other executives with emphasis on the CMO.
Why do CEOs and CMOs sometimes find it challenging to see eye to eye on marketing initiatives? There are several reasons, ranging from differences in perspective to communication breakdowns:
- Differing perspectives: CEOs tend to focus on the big picture and long-term objectives, while CMOs dive into the nitty-gritty of marketing tactics and strategic perspectives. These varying viewpoints can lead to misunderstandings and misalignment.
- Language and cultural barriers: Ironically, one of the major barriers to communication is language itself. CEOs and CMOs may use the same words, but they can have entirely different interpretations of those words. For instance, the term "branding" might mean one thing to a CEO and something entirely different to a CMO.
- Lack of clarity in objectives: Sometimes, the objectives set by CEOs, or the Board may be too vague, too aspirational, or open to interpretation, making it challenging for CMOs to develop precise strategies that meet these goals. Objectives must be quantifiable, even for the Marketing department.
- Misaligned goals and expectations: If the CEO really needs a Chief Sales Officer but the CHRO or Recruiting requisitions a CMO that is marketing, advertising, and creative focused, it will be nearly impossible for either the CMO or the CEO to get what they want to be successful.
- Piling too much onto one executive: Unless you’re Michael Jordan, most of us are not great at many things; some of us are great at a few things and good at a few more. If you need a sales leader, then hire a sales leader. Don’t also ask them to be great at branding, social media, product development, eCommerce, and graphic design. If you really need a top creative, UI, or advertising expert, don’t also expect them to be a data scientist, CPA, or product engineer. That unicorn doesn’t exist.
Solutions for Effective Communication and Alignment
The good news is that with some proactive steps, CEOs, CMOs, and other top leaders can overcome these challenges and foster a more productive partnership. Here are some solutions to consider:
- Regular?communication: Establish open and regular lines of communication between the CEO and CMO. Regular check-ins and updates ensure that everyone is on the same page and aware of the latest developments. Only inviting the CMO to group meetings or placing them in a lower reporting level is often ineffective.
- Define clear objectives: CEOs should provide clear, specific, and measurable objectives for marketing campaigns. This clarity ensures that CMOs understand what is expected and can tailor their strategies accordingly.
- Shared metrics: CEOs and CMOs should agree on key performance indicators (KPIs) that define the success of marketing campaigns. By sharing these metrics, both parties can track progress and adjust strategies as needed.
- Bridge the language style gap: Take the time to define terms and concepts in a way that the CEO, CIO, COO, CHRO, CMO, and all other executives understand and agree with. Regularly discuss marketing, industry, and company terminology to ensure alignment in interpretation.
- Define language, terms, and jargon: Ensure everyone is using terms, definitions, acronyms, and business philosophies in the same way. Use the same language and stick with industry best practices over internal home-grown terminology.
- Collaboration and cross-training: Encourage cross-functional collaboration and even cross-training. CEOs can benefit from understanding the nuances of marketing, while CMOs can gain insights into the broader business strategy. But what about other areas of leadership? Does the CIO really understand what the CFO does? Does your CHRO grasp the CDO activities? Executives like to require cross-training at the lower rungs of the organization. Consider doing it at the top levels too.
- Data-driven decision making: Base marketing and advertising decisions on data and insights rather than gut feelings. By relying on data, CEOs and CMOs can have more fact-based discussions and make informed choices. And if you can’t measure it, how do you know when you arrived?
- Seek external expertise: Consider bringing in external consultants, fractional CMOs, or communications advisors who can provide an objective perspective and help bridge the gap between operational, technical, legal, marketing, and financial leadership and their teams. The C suite often relies on business consultants to help chart corporate initiatives. But frequently leave the marketing and promotional side to a small group inside that is commonly understaffed and underfunded.
- Rely less on generic job descriptions or consultant-provided objectives: Take the time to really define what the company and other leaders need from the CMO/CDO, and really think about if you’re asking them to be an impossible superhero or realistically someone with skills that match your goals and expectations. Don’t dump a cornucopia wish list of diverse capabilities on any one position or individual. Split up responsibilities for greater success.
- Allow for change and mistakes: Marketing, sales promotion, and advertising although highly technical and measurable are still equally part art, craft, social psychology, and creativity-driven. Empower people to try new things, experiment, and make mistakes because that is the fastest way to learning and innovation.
Effective communication and alignment between the CEO, the CMO, and other executive leaders are essential for the success of any organization and every sales and marketing program. Acknowledging their different perspectives, addressing communication styles, and recognizing cultural diversity and agenda-driven barriers sets everyone up for success when implementing the solutions outlined above. Leaders can bridge the gap and work together seamlessly to achieve their goals, align purposes, and enjoy work while being far more effective.
A stronger partnership and better-informed decisions lead to far more effective operations, marketing campaigns, sales programs, thought leadership, website development, and advertising that drive the company toward unprecedented success.
When CEOs and CMOs communicate effectively, the entire organization benefits, and the path to success becomes clearer than ever.
