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Published on: 05 December 2022

One way to make CMOs succeed in their role

A huge part of our continuous conversations with CMOs and other growth leaders is about the role of the CMO. Why is CMO tenure so low? What actually encompasses the role of the CMO these days? How do we manage expectations and align with the C-suite?

IRGs founder, Frank van den Driest, recently shared a publication by MIT Sloan “that spells it out.” Much of the trouble and challenges that CMOs face starts with the poor design of C suite jobs as it blocks executives from succeeding in their roles. Three researchers analyzed a total of 185 C-level job specifications that included descriptions for CFO, CIO, and CMO roles.

“The job spec is the pivotal document in the candidate sourcing process: It defines the job that the recruiting firm has been contracted to fill, and it establishes the expectations, requirements, and duties of the job that a prospective candidate will accept.”

CMO specs had the highest level of misalignment on expectations-experience (41%) compared with those of CFOs and CIOs. Consequences can be significant.

“If a job spec for a CMO indicates that they are expected to “create and drive the growth agenda,” but the CMO does not have responsibility for corporate strategy, product, innovation, pricing, distribution, or sales, there is clear misalignment.

The CMO may attempt to deliver on expectations by trying to influence all of the owners of growth — before developing the relationships underlying such influence. The role relies completely on influence — a situation that will make it difficult to achieve expectations. This is likely to lead to conflict, friction, and frustration while the CEO becomes disappointed as progress languishes.

In this case, the misalignment between expectations and responsibilities can lead to significant CMO dissatisfaction with the role, and CEO perception of CMO failure.

The greater the alignment between expectations, experience, and responsibilities, the clearer the role will be to all involved, and the greater the chance of success. Given the short tenure of C-level leaders, taking time to design an aligned role upfront can yield significant value to both parties.”

Inspired by Frank van den Driest - IRG Founder

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