A successful business often runs like a well-oiled machine, with each department working together to support the other, led by a proactive CEO who ensures everyone has what they need. When one of these departments falls short or isn’t receiving the help it needs, the entire system can start to collapse—an unfortunate domino effect that can have a major negative impact on the company’s bottom line.
When it comes to marketing, a company’s chief marketing officer (CMO) can’t establish proper marketing deliverables, timelines, budgets and more in a vacuum, which is why it’s so vital for the CEO to step in and provide support. Here, members of Forbes Communications Council weigh in on some of the important steps a CEO can and should take to help a CMO set expectations and keep everything running smoothly.
To maximize the potential of their CMO and marketing team, CEOs should establish regular one-on-one meetings. This first step creates a frequency that fosters an ongoing dialogue. Creating an environment where the CMO is comfortable sharing updates and insights while getting clear on the CEO's own expectations and company goals is key for aligning marketing efforts with the company vision.
It is important that CEOs make it clear how marketing efforts are contributing to larger business goals and objectives. When it's clear where and how marketing will contribute to growth and what metrics are considered important, it ensures there is complete alignment throughout the teams and allows marketing to set incremental milestones to demonstrate its impact on the business.
The first thing the CEO should do is align with the CMO on revenue goals and company goals. The CMO won't be able to build a strategy, action plan or achievable deadlines without knowing the expectations. With the CMO being a primary budget holder, major company decisions will impact the marketing plan.
The CEO should inquire with the CMO about the time different projects realistically take. This will be crucial in setting realistic timelines and not overloading the marketing department with more than they can take on. When it comes to marketing, the focus should be quality, not quantity.
The best CEOs don’t just support their CMOs—they serve as enthusiastic participants in the brand work that brings the organization’s larger vision to life. That means providing a clear vision, being deeply involved in the storytelling both internally and externally and giving the CMO what’s required to do remarkable creative work.
A great CEO stands as the visionary compass for the C-suite, painting a vivid picture of the company's journey. This clarity is important for the CMO, guiding them to plan not just for the now but also far into the future. This is the kind of leadership that not only navigates through immediate challenges but also charts a course toward long-term domination.
The modern CMO must acknowledge the dynamic nature of the marketplace. This involves a partnership with a CEO who defines overarching strategic goals and desired outcomes, entrusting the CMO with the ability to initiate those tactics. The success of both the CMO and the organization hinges on this relationship, where strategic direction meets the agility required for effective market approaches.
A CEO should engage in open dialogue with the CMO to align on strategic goals, fostering a shared understanding. This ensures realistic timelines, budgets and expectations, empowering the CMO to make informed decisions and manage up effectively.
The most critical action is integrating the CMO into strategic and tactical dialogues. In instances where the CMO isn't part of the executive team, a disconnect from business dynamics occurs, hindering their optimal effectiveness. Inclusion in high-level discussions and decision-making is fundamental for driving marketing impact and ensuring the CMO operates in sync with the rest of the business.
Once we know what success looks like, the other stuff—timelines, budgets and, most importantly, strategy and solutions—are up to the CMO. They have the trust, accountability and responsibility to deliver.
It's important that CEOs keep an open mind and try to remove preconceptions about one “proper” approach to marketing. Each CMO has a unique approach and brings specific strengths to the role. If you hire the right person, your CMO will thrive most by being able to fully apply those strengths, combined with a strong team and collaboration with the other leaders.
It's fundamental for the CEO to establish open lines of communication with the CMO and between the CMO and other departments. For instance, scheduling meetings to provide the CMO with clear insights into the company's long-term goals, strategy and priorities is key, as is encouraging departments like tech or product development to do the same, ensuring the marketing goals and timelines are in sync.
CEOs must support a budget allocation strategy that classifies marketing activities into specific time periods, accompanied by customized leading indicators, to establish practical expectations. This method is essential for the C-suite to effectively monitor the development and effectiveness of marketing strategies over various time frames, guaranteeing strategic cohesion and quantifiable results.
Equip the CMO with strategic guidance and top-level company objectives and help translate them into marketing objectives. The CMO should translate these objectives into marketing tactics, deliverables, timelines and budgets. The CEO should also trust the CMO's expertise in the marketing arena and provide a connection to the overall strategy.
CMOs are tasked with doing more with less. Go-to-market objectives and budgets are often based on speculation, not data. CEOs must prioritize the significance of GTM data in defining the marketing strategy. This empowers CMOs to craft realistic plans, align marketing funds with growth objectives and implement changes to boost pipeline and sales velocity.
A CEO should proactively engage in scenario planning with the CMO, emphasizing the importance of flexibility and adaptability in marketing strategies. This involves discussing various what-if scenarios, assessing potential market shifts and understanding the implications on marketing deliverables, timelines and budgets.
