When I was a little boy, my great-grandfather had a scarecrow in his garden. I often wondered if the scarecrow ever really fooled anyone or anything that came near it. According to my great-grandfather, it worked on those creatures that were easily scared, fooled or didn’t know better. Today, I have come to think of certain executive marketing officers in this manner: If they put up a strong front, no one will question what they are doing or why they are doing it.
So how do you know if your company’s marketing leadership is up to the challenge? Here are some questions to ponder:
Is your executive marketing officer fluent in branding?
Yes, anyone can pay lip service and pontificate on brand theory. But does your marketing official truly have hands-on experience to demonstrate his understanding? Has he articulated a strategy for brand-line extensions, sub-brands or co-branding efforts? Are your brand guidelines well-established and culturally relevant? How well does he understand your brand’s values vs. your competitors? And can he articulate them clearly?
Is your executive marketing officer addicted to interviews?
You know you’re in trouble when he becomes seemingly enamored of seeing his name in print. It’s very enticing and it makes a great scrapbook. Admittedly, such interviews have some benefits when they are part of a well-documented communication strategy designed to boost investor confidence, for example. But if your company not publicly traded, you have to wonder why your senior marketing official is talking openly with the media about your marketing efforts. A CMO who toots his own horn can unwittingly betray brand strategy.
Is objective, proprietary research the basis for your strategy?
When was the last time your executive marketing officer sat in on a consumer research project? Does he disparage research or support it? After all, research is like a tool chest: Specific research methodologies are used to gather certain types of intelligence. So if your CMO proclaims that he hates focus groups, inquire about his experience with qualitative research and the techniques that he endorses. Top-down, unilateral strategy can be deadly for brands.
Is activity being confused with accomplishment?
This is a time-honored tradition among some executive marketing officers who proclaim the great things they have done by hiring a new consultant or buying millions of dollars in media. These actions should not be confused with accomplishment. Touting one’s brilliance for writing a check or picking a marketing partner should not be a source of pride or public proclamation. The time for accolades may come when products are purchased by consumers and metrics show that there truly is something to celebrate.
Does your executive marketing official build consensus and participation across divisions?
Old-school, authoritarian leadership is often the sign of a senior marketing officer who is not fundamentally confident in his decisions. Brand edicts and directives from the top often demonstrate a lack of sophistication and valid experience in the complex realm of brand management today. If consensus has not been gained among all stakeholders, chances are your brand will be in trouble soon. Bottom-up planning involves brand managers, sales representatives, channel members and consumers themselves in the development of brand strategy.
Is your senior marketing official defensive to reasonable questions?
If there is a litmus test for confidence in a CMO’s abilities, this is probably it. Anger, hostility and demeaning comments in response to serious questions are never a good sign from your executive marketing officer. Defensiveness is often the first response by someone who lacks confidence, fears exposure of his weaknesses or has hidden agendas. If reasonable, well-explained responses are not the standard style of your executive marketing leadership, you need to question whether the right person is holding that position.
Getting the right person for the job is the most critical first step to ensure success for your marketing and branding strategies. Personal style and temperament are important considerations. The substance of what they say can sometimes be as important as how they say it. Remember these points when considering candidates who may lead your future marketing efforts:
Valid Experience.
All executive marketing officers are not created equal. Job titles not withstanding, your senior marketing official may come from a background in which the true scope of his experience has insufficiently prepared him for the job at hand. In this respect, relevant experience and education count for a lot. And, just because he comes from the same industry does not mean he is more qualified than other candidates. Verification of past responsibilities, references and background checks can help. But also, be sure to ask around the industry among third parties. If a bad reputation exists, there may be a basis for it. Dig deeper to find out.
Verifiable Track Record with Results.
Simply because someone held a job title, doesn’t mean that he was effective in that role. It’s important to ask for results and proof of performance by candidates. If someone is truly proud of what he’s done, he’ll have kept a record of verifiable accomplishment. Of course, it is always wise to corroborate his contribution and achievements through other sources as well.
History of Being a Company Jumper.
By itself, frequent job changes are not an indictment of bad performance. Many marketing gurus live for new challenges and move on after achieving success. But, if changing companies every few years is not supported by evidence of success and solid job references, you might want to reconsider whether the candidate is right for your company.
Personal Style.
To be effective as executive marketing official, your candidate must also be a good communicator. Patience, diplomacy and a positive demeanor are all important tools for success in highly visible marketing positions. A dictatorial style and ego-driven agenda can be poisonous.
Are there other warning signs and desirable qualities? Certainly. These are just starting points and broad guidelines that should be evaluated and adapted for a given company and its business case.
One thing is beyond dispute: Having the right person at the head of your marketing can have a determinant role in the success or failure of your brand. A careful evaluation and investigation can help your company diagnose whether it truly has a brand guru or a marketing scarecrow.
mitch@brandinquiry.com founder of http://www.BrandInquiry.com , is a brand strategist and leading advocate of using research-based customer
insights and competitive intelligence for powerful brand positioning and marketing communication. With more than 20-years of experience in marketing and research, he has built value for such Fortune 500 brands as Anheuser-Busch, AllTel, Eli Lilly & Company. Wolf Gourmet Ranges, Freddie Mac, Campbell’s Soup Company, GTE/Verizon, Dr Pepper/Seven Up, and Procter & Gamble.
