The Supportive and Responsible CMO: Leading and Empowering Marketing Teams

Leading a marketing team is like orchestrating a symphony: everyone plays a unique role and contributes to the overall harmony. Every CMO, VP, or head of marketing has their own way of leading a team, bringing their personal style to the mix. Over my years of working with different Marketing VPs and CMOs across startups, enterprises, and service companies, I have witnessed a variety of leadership styles. Some I adopted, others evolved into my unique voice.

I call my style "supportive, encouraging, and responsible leadership." I believe it brings out the best in my team and builds a culture of trust, creativity, and accountability. Here are the guiding principles that shape this approach, drawn from my experience at One-V and beyond.

1. “Let's Do It Together” vs “Do It Yourself, That's Why You're Paid”

In times of crisis, leadership is not about pointing fingers but about getting in the trenches. I've always led by example—if something needs to be done at 2 AM, I will be the first to wake up. It is not about micromanaging but about showing that we are in this together.

For example, when One-V faced unexpected challenges, I never asked someone to handle them alone. I stood by their side, addressing the issue shoulder to shoulder. By doing so, I instilled a culture where no one feels isolated. They know if there is a fire, they are not alone to extinguish it.

This approach promotes shared responsibility and accountability. It cultivates an environment where people are willing to step up and solve issues because they know they have support.

2. “I” in Failure, “We” in Success

Language has power. It is easy to take credit for the team's success, but it is more powerful to use "We" instead of "I." Whenever we succeed, it is "We did it." But when there is a failure or setback, I use "I" to take full responsibility. This shifts the narrative from blame to growth and empowerment.

For instance, if a campaign did not go as planned, I do not look for scapegoats. Instead, I own the outcome: "I should have anticipated this. Let's figure out how to improve." It motivates the team to find solutions because the focus is on learning, not judgment. It is not about creating a hierarchy of winners and losers but about building a team that learns and grows together.

3. Lead Through Empowerment, Not Commands

One of my core beliefs is that people do their best work when they feel empowered, not commanded. I do not tell my team what to do. I ask them if they can handle it and genuinely listen to their concerns. If they feel overwhelmed or unsure, my job is to help clear those hurdles—whether it is providing guidance, resources, or support.

For example, if someone is tasked with something outside their comfort zone, we do not stop at delegation. We discuss how they can do it, break down the steps together, and ensure they have everything they need to succeed. And if they still struggle, I do not leave them hanging. I roll up my sleeves and show how it is done.

4. There Is No Blame Game—Only Lessons Learned

When things do not go according to plan, the reflex is often to find someone to blame. But mistakes are a natural part of growth, and I believe in shifting that mindset. In my team, failure is not about finger-pointing. It is about immediate course correction.

When a project at One-V faced unexpected delays, we did not waste time dwelling on who dropped the ball. Instead, we gathered to assess what went wrong and what could be improved. What is important is how quickly you can regroup, adapt, and move forward. Every setback is a chance to refine and improve.

5. Knowledge Is Best Shared Through Experience, Not Just Words

If an employee asks me how something is done, I do not simply tell them; I show them. Or better yet, I connect them with someone else on the team who can walk them through the process. It is about shared learning and hands-on mentorship.

There is no shortage of knowledge on the internet—the application makes the difference. That is why, at One-V, we emphasize practical knowledge sharing. When new tools are introduced, we do not send a link to a tutorial. We host collaborative sessions where everyone can experiment, ask questions, and learn by doing. This way, knowledge is not hoarded. It is spread across the team to build collective expertise.

6. De-Escalate Pressure and Foster Calm Under Stress

Pressure is a part of marketing, but more pressure does not always lead to better results. I have found that handling stressful situations with a calm demeanor allows the team to think clearly and solve problems effectively. When things go wrong, panicking rarely helps. Instead, I focus on de-escalation.

In a recent project with a tight deadline, instead of piling on the pressure and saying, "We have to get this done now," my approach was, "We know it is urgent, but let us take it step by step. What do you need to get this done? How can we support you?" When the team knows they are not facing the storm alone, they are more motivated to pull through.

A Personal Approach to Leadership and Talent Growth

From interns to seasoned experts, I have always believed in nurturing talent by providing opportunities for growth and fostering a culture of accountability. At One-V , this meant recognizing potential early, offering regular feedback sessions, and celebrating small wins with the team.

For instance, we have implemented internal training programs that allow employees to enhance their skills and explore areas outside their immediate role. Those who ask for feedback show their drive to grow, and it is our duty to guide them, give constructive criticism, and support their development journey.

When I see a spark in someone, even if there is not a formal position available, I have sometimes created one. Why? Because talent should never go to waste. If someone can prove their value, show initiative, and drive results, they become irreplaceable. And it is this mindset that has helped One-V build a team that is not only skilled but deeply passionate about what they do.

Conclusion: Be a Supportive and Responsible Leader

Leadership in marketing is as much about results as it is about people. It is about creating an environment where your team feels supported, empowered, and constantly encouraged to learn and grow. It is about owning failures, celebrating successes, and fostering an attitude that thrives on collaboration.

The role of a CMO, VP, or any marketing leader is not just to direct—it is to serve as a mentor, a cheerleader, and an advocate for every person on the team. It is leading through support, enabling the team to succeed while growing together. By embracing this approach, you do not just build a marketing team—you build a family. And that, in turn, leads to achieving remarkable results together.

Your Team. Your Responsibility. Your Collective Success.

This is how I have grown as a leader and how I continue to lead—by doing, listening, supporting, and learning. I encourage every CMO to find their own unique style but to always remember the power of genuine leadership rooted in support, empathy, and responsibility.