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The CMO Council continuously looks for ways to help members broaden their expertise and leadership qualities, enabling them to become more effective in their roles. The “Succeed by the Way You Lead” program contains two initiatives designed to help members benchmark their skills and further refine their leadership qualities to fully unlock their potential.
Marketing Leader Assessment and Talent Screening
The CMO Council is partnering with Cognisess, a cloud-based, neurocognitive software company developed by leading researchers and scientists to advance the leadership, performance and productivity of an organization’s human capital. The cloud technology is designed to assess, profile, diagnose, rank, match and improve the potential of a marketing group’s greatest resource: its people.
Assess and benchmark your skills, and determine where and how templates of top CMO leadership will emerge. For more information on service offerings or to test your marketing teams, click here.
The 4P Leadership Footprint Audit
The CMO Council is continuing to expand its role in advancing the professional capacity and leadership qualities of its members worldwide. According to its "State of Marketing 2012" report, chief marketers overwhelmingly believe furthering personal leadership and motivational skills is the best way to advance their careers.
The 4P Leadership Footprint Audit—developed by marketing leadership expert Thomas Barta, a former McKinsey Partner—was implemented to kick off this professional development campaign. The audit was used to gain greater understanding of the qualities, attributes and success factors that contribute to superior leadership and performance among chief marketing executives. As the first academically sound leadership assessment model designed to evaluate, guide and inspire senior marketing practitioners, the audit was used to identify the skills and strengths of leaders in four categories:
- Purpose: Having a clear agenda and outcome-oriented mindset that constantly calibrates personal contributions, customer requirements, competitive dynamics, product relevance and market dynamics
- Pull: Making marketing meaningful to the organization and mobilizing stakeholders around shared values, a clear strategic direction and well-understood business goals
- Power: Supercharging execution around a common purpose with full organizational participation and support, including both top management and LOB teams
- Productivity: Managing for strong results in order to achieve the business objective, including outstanding team leadership and marketing skills
The findings of the audit will be analyzed and will ultimately culminate in a full report. Learn more background behind the study by reading Thomas Barta's article: "The 4Ps of Marketing Leadership"
The CMO Council's latest best-practice video series continues the discussion around mobile engagement started by the CMO Council and SAS, when two white papers were released in late 2014 that reveal insights from leading marketers around mobile as a critical component in consumer engagement. Listen as leading brand marketers share the details around their mobile strategy development and integration, challenges they have faced, how they are using mobile to engage customers, and their outlook for the future of mobile as a critical marketing channel.
Click Here to Watch the Video »
CMOs now exist in 62 percent of Fortune 500 companies. SpencerStuart
Avove all, to be effective, CMOs need to understand exactly what is driving the changes in customer needs and behavior. IBM Institute
While CMOs were once known for their astonishingly short tenure - which averaged less than two years in 2004 - they today serve an average of 42 months. Even now, however, the role remains poorly defined in many organizations, leaving first-time CMOs with a difficult task in keeping their seat at the leadership table. SpencerStuart
The top four competencies seen as most important for CEOs included creating a strategic vision (92 percent); inspiring others and maintaining leadership responsibility (62 percent); developing an accurate and comprehensive overview of the business (57 percent); and decision-making (55 percent). Manpower Group, Right Management
The top three factors most likely to doom a CEO include failure to build relationships and a team environment (40 percent); mismatch with the company culture (32 percent); and inability to deliver results (25 percent). Manpower Group, Right Management
Recognizing that dynamics such as social media have both a direct and indirect impact on many of their marketing decisions, CMOs will aggressively track and evaluate data from digital means to inform their "4P" decisions. IBM Institute
Promotion and Products are the two "Ps" in which marketing is most likely to be gaining control. IBM Institute
CMOs are fully aware of sweeping changes in the landscape such as customer empowerment and speed of change, yet are divided over the importance of specific trends. IBM Institute
Chief marketers overwhelmingly believe furthering personal leadership and motivational skills is the best way to advance their careers. On the other hand, increased collaboration with sales and/or channel organizations is their top professional priority in the coming year. CMO Council, “State of Marketing Report 2012”
A true CMO must be the CEO-in-waiting, groomed in all aspects of the business and a true leader and value-setter for the organization. While CMOs may aspire to this role, few make it to the corner office and even fewer serve on corporate boards. CMO Council, “Renovate to Innovate: Building Performance-Driven Marketing Organizations”
Successful professionals commit to increasing their awareness of who they long to be in the world, how they want to be of service, uniquely, and what’s in the way. When you’re clear about that, and believe you’re worthy of your visions, doors will open and new opportunities for your growth will emerge. Forbes
To succeed in marketing moving forward, “What you need more than expertise is curiosity, someone who’s interested in what’s happening, loves changes, and wants to develop ideas and drive change. If you’re not one of those people, you’re going to hate what’s going on in marketing and you won’t be effective.” Forbes
Any leader has to be an effective communicator. If a leader wants to take an organization ahead, or in the case of a leadership change where it is not natural for people often to accept the change—effective communication plays a crucial role. Robert Kaplan Interview—Hindustan Times
January 2013 - When You're Overrun With Fear: Leadership, Marketing, Culture and Social Media - Business 2 Community
January 2013 - Social Media: A Game-Changer For Relationship Marketing - MediaPost
December 2012 - Leadership And The Art Of Plate Spinning - McKinsey Quarterly
November 2012 - The Top 6 Actions That Promote Career Success - Forbes
November 2012 - The End of the Expert: Why No One in Marketing Knows What They're Doing - Forbes
November 2012 - Embracing Big Data Can Add Years to a CMO’s Tenure - CMO.com
November 2012 - Leaders Should Walk The Talk - Hindustan Times
August 2012 - What's the Big Deal With First Impressions? Leadership Lessons From Fine Hotels - Forbes
February 2012 - How Not To Think About Leadership (And How To Do It Right) - MarketingProfs
December 2011 - One Word That Will Transform You As A Leader - Forbes
June 2011 - Redefining Thought Leadership For CMO's - Marketing Pilgrim
The CMO Council Briefing Number 7 - Egon Zehnder International
Today’s CMO: Innovating or Following? - IBM Institute for Business Value with the Economist Intelligence Unit
Reclaiming Marketing Innovation: The Modern CMO Imperative - Covalent Marketing
The Power Of Magnetic Leadership: It's Time To Get R.E.A.L.
Described as the only leadership reference guide any manager needs, this book provides strategies to increase earnings by energizing the inner powers of an organization. Dianne Durkin, described as a powerhouse that takes vision to reality uses the R.E.A.L. acronym as a guide to segment the book.Purchase from Amazon »
CMO COUNCIL OFFERS MARKETING LEADERSHIP SELF-AUDIT
Uses 4P Assessment and Advancement Model from Thomas Barta Consulting
Palo Alto, Calif. (Nov. 27, 2012)—For many chief marketing officers, moving into a CEO role and serving on corporate boards are primary career goals. To help them on their way, the Chief Marketing Officer (CMO) Council today announced it is teaming with a former McKinsey partner and leadership expert to provide online, individualized assessments of the leadership qualities and professional effectiveness of its 6,000 members worldwide.
The 4P Leadership Footprint Audit—developed by Thomas Barta Marketing Leadership Consulting of Cologne, Germany—will be part of an ongoing “Succeed by the Way You Lead” professional development campaign initiated by the CMO Council. The initial audit aims to understand the qualities, attributes and success factors that contribute to superior leadership and performance among chief marketing executives. It is probably the first academically sound leadership assessment model designed to evaluate, guide and inspire senior marketing practitioners.
“In contrast to other research, this new online tool provides immediate feedback to marketers in the form of an individualized commentary and a personalized report,” notes audit designer Thomas Barta. The project has been co-developed with INSEAD University professors and combines proven leadership model thinking, McKinsey insights and the views of more than 100 global marketing leaders.
According to the CMO Council’s latest “State of Marketing Report 2012,” chief marketers overwhelmingly believe furthering personal leadership and motivational skills is the best way to advance their careers. On the other hand, increased collaboration with sales and/or channel organizations is their top professional priority in the coming year.
In a recent report entitled “Renovate to Innovate: Building Performance-Driven Marketing Organizations,” the CMO Council notes that a true CMO must be the CEO-in-waiting, groomed in all aspects of the business and a true leader and value-setter for the organization. “While CMOs may aspire to this role, few make it to the corner office and even fewer serve on corporate boards,” notes Donovan Neale-May, Executive Director of the CMO Council, which has members in more than 110 countries controlling an estimated $300 billion in aggregated annual marketing spend.
Working cooperatively on the “Renovate to Innovate” study with the CMO Council was Dick Patton, the Global CMO Practice Leader at Egon Zehnder International. In his contributed commentary to the report, he noted, “Great leaders have mastered the techniques for bringing together disparate groups of individuals in challenging situations (such as multiple businesses or geographies) to work as a highly coherent, high-performance team. That ability is virtually the definition of the great CMO—and the great CEO.“
According to Spencer Stuart, CMOs now exist in 62 percent of Fortune 500 companies. The executive recruitment firm points out that “while CMOs were once known for their astonishingly short tenure—which averaged less than two years in 2004—they today serve an average of 42 months. Even now, however, the role remains poorly defined in many organizations, leaving first-time CMOs with a difficult task in keeping their seat at the leadership table.”
The 4P Leadership Footprint Audit aims to reveal the skills and strengths of leaders in four categories:
In a survey of 1,400 CEOs and HR professionals, ManpowerGroup’s Right Management consultants sought to pinpoint the skills, competencies and development initiatives that help global leaders succeed, as well as the shortcomings that are most likely to contribute to C-suite failure. Most notably, it discovered that most CEOs come from backgrounds in operations (68 percent), finance (56 percent), sales (49 percent) and marketing (34 percent).
The top four competencies seen as most important for CEOs included creating a strategic vision (92 percent); inspiring others and maintaining leadership responsibility (62 percent); developing an accurate and comprehensive overview of the business (57 percent); and decision-making (55 percent).
The top three factors most likely to doom a CEO include failure to build relationships and a team environment (40 percent); mismatch with the company culture (32 percent); and inability to deliver results (25 percent).
For more information regarding the program and to take the audit, please visit: http://cmocouncil.org/r/current-program-succeed-by-the-way-you-lead
About Thomas Barta
Marketing leadership expert Thomas Barta specializes in coaching for senior leaders, leadership workshops, organizational effectiveness and leadership strategy. He knows marketing suites and board rooms from within. He has managed many brands as a marketer and advised global Fortune 500 clients on marketing strategy as a McKinsey Partner. Barta holds coaching and organizational development degrees from leading international universities. He continuously invests in his own research to help crack the code on marketing leadership, recently with INSEAD Business School. His thought- provoking keynotes and articles inspire marketers to step up their leadership performance (www.thomasbarta.com).
About the CMO Council