Unless you have been living under a rock, you would have seen or experienced the evolution of marketing in recent years; often centered around the marketing leader and the chief marketing officer (CMO) role.
The CMO role has come under fire for performance, for the lack of big bang delivery, for not moving away from vanity metrics, and often being overly defensive at the leadership table.
Marketing Leadership Is Harder Than Ever
In coaching CMOs and equivalent titles, there are several recurring themes, one of which stands out in almost all coachees: Your job as a CMO is being a company executive first and then being a department leader.
You are in the C-Suite to represent the business needs, and business needs will trump your department and team needs, often going against how you are wired.
The business needs and the department needs shouldn’t be different. However, they are often at odds, especially when you, as the leader, haven’t placed the right guardrails; what often occurs is that you have followed poorly thought-through goals, key performance indicators (KPIs), and enabled disconnected objectives and key results (OKRs).
In other scenarios, the CMO role is being removed and not replaced, and the CMO title is removed. Repeatedly being replaced with VP, director, or “head of” titles, often resulting in the marketing leader not being in the C-Suite and regularly reporting one to two steps removed from the CEO.
Enter The Chief Growth Officer (CGO)
There are often reasons why there is a rebrand or title change within the C-Suite:
- It is deliberate, changing the internal comms of the role. It demonstrates that, as a business, you are moving from marketing to growth or from old to new.
- The removal of the previous CMO and legal requirements will dictate a change in title or a shift in job and description of the role.
- If you work at a startup, it is often evolving the narrative with investors, which often helps frame previous struggles and drives the message that you are concentrating on growth.
- There is also a showing of intent to the industry, often sending out press releases to show you are moving towards growth.
The Difference Between Marketing & Growth
The truth: The difference between marketing and growth setups is either negligible or a huge gulf.
Many confident marketing leaders would set up their teams in a very similar way; they would similarly set goals, but the department would work and operate in small ways.
The “Huge Gulf” Difference In Operating Includes:
- Removing siloed teams of specialists.
- Reducing and reframing the former way of defensive actions (Marketers have the hardest job and everyone thinks they can do marketing. Marketers have had to protect doing things that don’t scale and aren’t easily attributable).
- Moving from not being connected to a truly cross-functional department.
- Intentional reporting and proactively marketing more frequently and aggressively internally, which is the lost art in many…
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