CMO's - Are You Part of the Problem?

Spencer Stuart recently released their 2016 CMO Summit Survey  --  a survey of more than 150 marketing leaders across industries to learn what skills they prioritize, how they are developing talent and what they are doing to build their own careers.

The skills CMOs need on their teams

A review of the summary findings, showed no surprises in the skills CMOs said they needed on their marketing teams:

1. Digital Marketing (incl Social) (62%)
2. Data Analytics and Insights  (49%)
3. Strategic Thinking (42%)

Also not surprising, it was these same three skills that CMOs indicated were the most difficult to find when hiring, albeit in a slightly different order:

1. Data Analytics and Insights (57%)
2. Strategic Thinking (51%)
3. Digital Marketing (incl Social) (45%)

CMOs tell us their strengths

When these same CMO’s were asked their greatest strengths as marketing leaders, their top 3 strengths were:

1. Strategic Thinking (71%)
2. Driving Results (64%)
3. Empowering Team Members (40%)

Data and analytics, as well as digital marketing were significantly further down on the list -- both under 20%.

As a marketing leader who is actually strong in data analytics and insights, it was this final nugget that brought the “difficulty in hiring talent with these skills” situation into crystal clear focus for me.

The CMO's greatest strength is their Achilles heel

I’ll spell it out:

Marketing professionals (both junior and senior) with these desired skills (to varying degrees) exist out there in the world.

Marketing professionals with the aptitude and attitude to build and develop these desired skills also exist out there in the world.

Marketing professionals will choose to work in organizations where their talents and strengths are recognized, appreciated and valued by leadership

Marketing professionals will choose to work in organizations that enable them to develop the highly valued skills needed for career advancement

Marketing organizations led by CMO’s who are not strong in desired skills will not attract marketing professionals (junior or senior) with those skills nor those with the aptitude for those skills BECAUSE the CMO is not strong.

Are you with me now?

It is the CMO who sets the vision, drives the culture and sets the priorities for their marketing organization. Where the CMO is not strong, that inexperience likely prevents him from effectively evaluating experienced, talented candidates in that area. Additionally, the candidate herself will likely perceive the CMO’s inexperience negatively -- as a challenge versus an opportunity. The CMO’s lack of understanding of the candidate’s area of focus will likely lead to less of his attention, less support and fewer opportunities for future visibility and career development.

And what about the 71% of CMO’s claiming a strength in strategic thinking and 64% with a strength in driving results? If this strategic strength is so prevalent at the top, why aren’t we seeing more marketing professionals with strategic thinking skills? Why aren’t their “empower team member” efforts succeeding here? Additionally, truly strategic thinkers with talents at driving results would be able to successfully develop the needed skills and evolve their teams.

Chicken or Egg?

Where CMO’s have been unable to achieve that evolution, my suggestion is to take a moment of self-reflection and look closely at the role they themselves may be playing in stagnating the talent on their Marketing team.  Accepting the reality of what may be behind the “skill shortage” challenge they are experiencing may be a first step toward a solution.

Don't be Max Headroom with your virtual team

Do you recognize this guy? It's Max Headroom, a popular TV character in the mid 80's billed as the "world's first computer generated TV host".

Years before the Internet, Skype and YouTube, here was this charismatic, virtual man on our TV screens. He was seen only from the shoulders up, cracking wise in a bombastic way, while his image froze and skipped chaotically and his voice modulated strangely out of sync with the video. Here, watch a few clips for the context. (Humor me, I do have a point...)

Every time I hold a online meeting with my virtual team - all of them sitting in one conference room, me on my webcam - I picture my face on the big screen in their conference room and think, "from their perspective, I am Max Headroom." And that's not just because today's video conferencing technology still freezes at the worst possible times and there are audio glitches in every meeting. No, it's because while video conferencing with virtual teams members is lightyears better than "just" an email or a social stream comment or a phone call, it is still "just" virtual.

And virtual is not real life. Don't get me wrong, I am a big user of and believer in any and all the technology and tools that allow people to work flexibly. Flexibility to balance personal and professional comments or to work in a location appropriate for the task at hand, allows your team to give their best and is a must for today's workforce.

But as a team leader, step one is connecting with your team. That connection needs to be a personal, human one, not a virtual one. HBR's article Connect, then Lead explains that is our human desire to affiliate and be understood that drives this. Team members need to feel connected with their leaders in order to do their best work.

A virtual team environment, especially one where you, as the leader, are virtual, makes achieving this needed connection very challenging. I have learned you need to be both patient and deliberate.

Be Patient
I am biased for action, so this one is hard for me. Having led virtual teams for many years, and most recently teams where I was a virtual leader, this is a key lesson learned.

Authentic connection takes time so you must allow the necessary time for relationship building. People are looking for areas of commonality and consistency in behavior, and that requires multiple and varied kinds of interactions, both formal and informal, over time. So in situations where there are significant time zone differences that limit the available hours for meetings, conversation and interaction, you have to go into that situation knowing you'll need to go slow initially in order to go fast later. Like nine women can't make a baby in one month, you can't always accelerate achieving needed connection.

That being said, there are actions you can take to help build connective tissue with each interaction. And if you're deliberate about applying these tools, it will help to build and sustain good, virtual teams

Be Deliberate
Leaders of virtual teams must also be deliberate within their virtual interactions. I've learned a few tricks over the years. And when I saw this HBR Management Tip on building trust in your virtual team I had to smile, because it's one I use every day -- create forums for personal interactions to take place even in formal meetings. I always kick off online meetings with a personal anecdote designed to start a short non-work conversation. This "water-cooler-talk" helps to lighten the mood and remind everyone that we're a team of people collaborating.

Another deliberate move is to schedule and keep regular 1:1 meetings with every one of your virtual team members, not just your direct reports. You will meet and interact with your direct reports more often, but you still need to build connection with the entire team.

Don't be Max Headroom
In virtual teams, personal connection is still critically important. While technology can move us closer to real life interactions, there is still the danger of being "just" Max Headroom to your virtual team: a virtual, talking head they see on the conference room screen every week, not a living, breathing leader of a team they are proud to contribute to. Think about how you are being perceived by your virtual team and be mindful of the time needed to create connections.

Good Leaders Get Out of Their Own Heads

A recent Harvard Business Review blog about team members who derail meetings, reminded me of Whitman's famous quote, "Be curious, not judgmental." Over the past few months I have shared this quote quite a bit. 

My current role has me working closely with a team in Copenhagen. Since I live near San Francisco, that's not very "close". In fact, it's over 5,000 miles, an 11 hour plane ride and a nine hour time difference. So in a typical workweek there are only about 10 hours of overlap "working" time - and that's only because I start my days with meetings at 6:30 or 7 am.

Yes, we use video conferencing and of course we use social business collaboration tools for managing team workflows and communications. Technology is how we can make it work. But it's absolutely not easy.

This experience has brought home for me just how easy it is for people to be influenced by 'group think' and subtle biases. In psychology it's called ultimate attribution error and it can be summed up as "when members of our group make a mistake, its an accident or an anomaly, but when members of another group do so, it's typical of them." 

Ultimate attribution error is apparent among people who interact every day, and it gets exponentially amplified when distance limits personal interactions and communications are primarily written and asynchronous.

In my situation, the two groups in question could not be more different. One group is the acquired start-up: a less than 20-person team, mostly co-located in one office in Copenhagen. And the other group is the acquiring multi-billion dollar company with thousands of team members in a division spanning multiple locations in California and around the world.

Even for seasoned leaders like myself who have gone through required hours of "diversity training" and have earned some self-awareness through the school-of-hard-knocks -- in the moment, I can and do get frustrated. It is difficult to always assume positive intent and to be authentically curious about the other team member's actions and point of view all day long, every day.

So multiple times each week I remind myself - and my team members in both locations - to stay mindful of this reality. I find it is especially important to take a moment in those emotionally charged times when you perceive the other person as "derailing a meeting” or “going too slow” or “doing something stupid”.   The HBR blog post says it best: you must “suspend your assumption that you understand the situation and others don’t.”

It takes strong leaders in both “groups” to be mindful of the potentially dysfunctional tendencies and biases that exist between geographically dispersed teams. Leaders must actively self-regulate their own attitudes and behaviors while also proactively address developing these important ‘soft’ skills in all team members.

I think I will post that Walt Whitman quote on my monitor to help me keep out of my own head.  What will you do?

Process is Not a Dirty Word

I am unabashedly a Harvard Business Review (HBR) blog fan and a recent HBR blog post from Sarah Green called Making Process Planning Cool Again really struck a chord.

As Green mentions, just the simple utterance of the word 'process' tends to elicit shudders of horror from Millenials and paints the speaker as an out of touch, anal retentive school-marmish librarian -- ouch!

While Green's post focuses on the work of the Toyota Production System Support Center (TSSC) - a non-profit within the auto company, process isn't just beneficial for manufacturing.  It's also necessary for effective marketing.

As any marketing leader will tell you, it's the execution of that amazing, integrated marketing strategy that moves your business metrics! And that execution means keeping many different balls in the air - from brand management, to search keyword optimization, to banner and/or print creative development, to social media posts, to media planning, to event planning, to promotions, to website A/B testing, to metric dashboard development - and the list goes on and on.

Each ball with its own discipline, specializations, tools, strengths and weaknesses.  Each element needing to pull its weight driving cost effective awareness, adoption, trial, purchase and retention while also consistently reinforcing the brand and addressing customer needs and pain points. If this juggling act doesn't scream for process, I do not know what does.

Here's why I believe process is cool. It's because for my marketing teams, process doesn't constrain, it liberates.  Process allows the blocking and tackling of coordination and optimization to be part of the "routine" -- daily, weekly, monthly, quarterly -- thus allowing us the mental freedom to invest time/energy in exploring new ideas and new tests.  It is the fact that there is a process that allows us to be creative and out of the box while also not dropping any of the many balls in the air.

So, to 'borrow' a sentiment from A Few Good Men (let's say it together with your best Nicholson impression), "somewhere, deep down inside in a place you don't talk about at parties, you want a good process, you need a good process!"