Pushing CMOs to stalk the organization’s customers. “The modern customer journey has changed. You don’t get to control the journey… (but) you do get to make sure that you are investing in increasing your share of voice so wherever and whenever they are making that choice, you are their first preference.”- Micromanaging. “If you have a CMO you trust, let them do their job. If you don’t trust them, then it may be time for a completely different conversation.” factory.
- Bugging them about ‘sales enablement’ and ‘account based marketing.’ Not only are these terrible phrases that have vague meanings, but everything marketing does should help enable sales.
- Expecting returns in 90 days despite saying you are playing the long game. Accountability is important but insisting you are playing the long game while demanding full ROI in three months is a “terrible way to lead.”
- Forcing your CMO to ‘earn’ their budget dollars. “When you treat marketing like a cost center or force them to ‘quantify’ every dollar spent, you are essentially creating a culture which rewards measurement over value.”
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5 Reasons a CMO May Be Ready to Quit
Among C-suite executives, CMOs have the shortest tenure. In a recent Forbes column, Shama Hyder, founder and CEO of Zen Media, shares five things CEOs must give up if they want their marketing chief to stay and succeed.