4 Steps to Fix the Troubles Between CEOs and CMOs
CMOs often get a bad rap. They have the shortest tenure within the C-suite with an average 4.1 bleak years and are quick to be shown the door if campaigns don’t perform as expected.
There are all kinds of tensions between CEOs and CMOs, the least of which is that CEOs say they are unimpressed by their top marketers and CMOs say their job descriptions don’t allow them to maximize their impact on the bottom line.
This report from The Harvard Business Review (HBR) blames the CEO for the trouble: That CEOs set CMOs up to fail by not aligning responsibilities, expectations and performance measures with realistic goals during the interview process and beyond.
The HBR outlines—in depth—four steps CEOs should put in place to ensure this relationship has a positive outcome for both parties. It goes into detail on how to define the role of the CMO, which has extreme variations, as well as in the skills people come to the job with and defines three types of CMO roles. CEO’s also need to take into external factors such as the difficulty to achieve firm-level growth.
Another step is to properly align the responsibilities to the job’s role, a big complaint of CMOs. The final two steps include aligning metrics with expectations and finding candidates with the morning fit. Read the article …
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