Why the CMO Role Might be the Hardest C-Suite Role

Relative to other C-suite roles, the CMO role is a rather new “C-suite” role. The CMO role has undergone more than its fair share of setbacks and turmoil. In the early days, following the emergence of the CMO role, the average tenure was estimated by many to be around 18 months. Admittedly, after a rocky start, the CMO role matured and increased longevity and tenure followed. Needless to say, the CMO role is still the biggest C-suite target for being fired or forced out.

Not too long ago, the average CMO in large U.S. firms exits after?around four years , while in contrast,?the average CEO stays around eight years . No matter how you look at it, businesses and brands suffer from short CMO tenure. No other C-suite executive gets fired — or decides to leave — more often than the CMO.

“There are only two things in a business that make money — innovation and marketing, everything else is a cost.” — Peter Drucker

Marketing is indisputably unique. Unlike other organizational functions, marketing has grown to encompass multiple functions and specialties, touching everything internal and external, from prospects and customers to employees and investors.

The CMO role is exceptionally complex and requires the right balance of left as well as right brain skills. Today the CMO role is arguably the most difficult and varied C-suite role.

Failure Isn’t an Option

CMO failure is a huge issue — not just for the CMO but also for the company. When CMOs fail to make the organization customer-focused, its long-term viability is jeopardized. Even worse, when CMOs move on, they often take years of customer insights, new market segment opportunities, product ideas, and growth strategies with them.

So, how can companies and CMOs increase their chances for mutual and shared success?

What Should CMOs Do?

Few CEOs really understand marketing and how it can benefit and grow their organization. Most understand ‘why’ marketing benefits them, but not necessarily ‘how.’ Whether you are in the role or interviewing for a new CMO role, consider the following before venturing too far:

? What type of CMO is the company really looking for or needing?

? Are you the?CMO they need ?

? Do you understand what is being asked of the CMO role?

If you are already in the role, consider how you can:

? Make a visible and sustainable difference

? Lead upwards (C-suite), left-to-right (peers), and below (employees)

? Increase your learning curve velocity

? Get the right people on board (and keep them onboard)

? Expedite key company and marketing initiatives with operational rigor

? Develop critical internal and external alliances

? Champion the success of each department and advocate ongoing coordination

? Create and share your strategic vision and plan with the C-suite and throughout the organization

If you aren’t the right fit for the role or do not see the organization supporting your efforts, start looking for another job! If the CEO and C-suite really don’t understand the necessity of marketing or being a customer-focused company, you are in the wrong company. Move on and find a company that does.

What Should CEOs and the C-Suite Do?

Some CMO failures can be attributed to the business or organization not being adequately aligned with the change that the CMO is leading. If you are the CEO or are in the C-suite and are either working with a CMO or are interviewing candidates, consider the following:

? What type of CMO is the company really looking for or needing?

? Are you onboard and supportive of the CMO?

? Do you understand what is being asked of the CMO role?

? Are your expectations of marketing aligned with the realities of the business (budgets, staff, product, etc.) and market (economy, competition, etc.)?

Peter Drucker, the famed business leader, and expert stated years ago?“There are only two things in a business that make money — innovation and marketing, everything else is a cost.”?Put even more bluntly, businesses only have two main functions: marketing and innovation. Everything else is an expense. Drucker’s point here isn’t that only marketing and innovation matter but that companies need to look to, align, and support their core purpose — marketing and innovation.

About the Author

Bray Brockbank is CMO and VP of Strategy for?Brandegy , a specialized brand and digital marketing agency for technology companies. Bray has led marketing efforts for various B2B and B2C SaaS startups and tech enterprises. He has also served as a fractional CMO for several SaaS technology companies.