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Becoming Fearless: 5 Moves For Marketers

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Becoming Fearless: 5 Moves For Marketers

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As a marketer, we are asked to make smart investments without all the information. The ever-increasing pace of industry, competitive pressures and rising investor and customer expectations are having their effect. To remain at the top of our game, we must demonstrate a bias for action and the ability to quickly pivot and learn. We are often asked to be change agents, which implies some conflict with internal and external stakeholders, or even our own bosses. We want to make smart decisions. We want to make a difference. We want to be confident and gain the confidence of others. How do we accomplish that? I believe the answer is in being fearless.

The word “fearless,” is often used to synonymously with fear-free. “He ran fearlessly into the burning building to save the child,” the newspaper will report of the local hero. “She has a fearless brush stroke,” they will tell of an artist’s boldness. “He fearlessly changed the business model from traditional transactions to a pay-as-you-go service business,” magazines will report. “Her fearless investments in the new market segment put her ahead of her competition,” followers will admire. "We fearlessly moved our business to the cloud, leading our industry in digital transformation," the annual report will boast. But any of these people will tell you that they have doubts. They were not guaranteed success. There is not a sub-species with superhuman abilities not to feel anxiety (although, in fairness, sometimes when I see the professional snowboarders flipping through the half-pipe or surfers attacking a crashing wave, I might be convinced otherwise). But for the rest of us mere mortals, it isn't about being fear-free, but rather they are overcoming their fears.

What does it mean to be fearless in your business and how can fearlessness be cultivated?

1. It is a mindset change

The answer might be hidden in the word itself. The term “less” is a relative word. It implies that it is less when compared to something else. I am sure you can sting your eyes with “tearless” shampoo, but it is meant to imply a relative safety to other products on the market. We use words like seamless, matchless, baseless, careless, effortless, heartless, motionless, priceless, and thankless as if they are absolutes, but they are really descriptions of relation. You can be seemingly tireless, but still get tired. So, being fearless is to fear less than you did before when faced with uncertainty. That is a choice that you make each day. In marketing, we may shift investment from traditional advertising channels or events to new digital initiatives or approaches. We may change our go-to-market structures, introduce new solutions, target new markets, go after new types of customers. All of these can be seen as fearless moves in hindsight, but if we live in the moment and in the data fearing less, we can improve our chances of success, even when we face internal opposition or hesitancy, without taking on unnecessary risk.

2. It requires practice

Extreme sports athletes seem fearless, but they train for years, risking life and limb, to build up the skills and stamina to wow us in prime time. They overcame their fear one run at a time and practice managing their mind along with their bodies. Entrepreneurs are known for their fearlessness, but that was also trained with small bets and experimentation throughout their lives.

In my experience, confidence is not the opposite of fear: it is action. Fear can be paralyzing, especially when combined with a vivid imagination, but the fearless face it down, give it a name, and move forward. Not recklessly, but with calculated intention, identifying and mitigating risks. To be fearless is just to strive to fear less than you did the day before and you do that with action. Before long, you are accomplishing things never before possible and bringing others along with you on the journey.

3. It builds confidence

I recently heard Beau Lotto, the neuroscientist whose TED talk has generated over 5 million views, say that “courage is more important than confidence.” The best leaders are right a lot of the time and are worth betting on, but more importantly, they have a bias for action. You only have confidence after someone had courage and proved it could be done. Hopefully, of course, that someone is you and you can reap the early mover advantages. Others see the success and what is possible and may live a bit more fearlessly as well.

4. It changes your priorities

You can be 100% correct about things that happened in the past (like last week's lottery numbers), but since we live our lives looking forward, we do not have that luxury. Quite the opposite. In today’s changing landscape, the tactics and strategies that worked in the past might as well be guaranteed not to work in the future. Be skeptical of anyone whose marketing plan, marketing metrics and Key Performance Indicators (KPIs) are not changing over time. That is something to be truly afraid of. To fear less means to learn more and that is bound to change what you are measuring and where you are aiming your attention and resources.

5. It changes the way you work on a daily basis

Sometimes as leaders we see fearlessness demonstrated in bold business strategies or big M&A investments, but not all fearlessness happens in the boardroom at scale. It is seen in the conversations we have that are awkward or difficult. The coaching conversations with a struggling employee. The negotiations with stakeholders for input or support. The fierce disagreements that result in a strong commitment to the decisions, whether they aligned with your ideal or not. This is where the strength of our backbones are tested. Where our fearlessness and our commitment to strategy is demonstrated. This is where we build our confidence, reveal our new priorities and practice our new mindset.

 

This article was originally published on Forbes.com.

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7 Habits of Successful Crisis Management: Aligning Sales and Marketing in the Storm

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7 Habits of Successful Crisis Management: Aligning Sales and Marketing in the Storm

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Today it seems that every company is either in the midst of crisis, coming out of a crisis, or about to have one. It isn’t a matter of if. It is a matter of when and how you will respond. And crisis can put the tenuous alignment of your sales and marketing organizations to the test.

“Reputation and crisis have the potential today to define an organization, to send its community of advocates spinning, to disrupt financially its stock, its profitability, its leadership hold on the market,” says Dean Trevelino, whose professional experience spans GolinHarris, Ogilvy, and now Trevelino/Keller, a public relations, social media and brand communications firm located in Atlanta. And no company is immune. “Every month, a national brand showcases the potential impact,” he continued.

Here are 7 skills that you can build today, ahead of a crisis, to help you weather and prosper in the storm.

1. Plan Ahead

“One of the most valuable things an organization can do before a crisis strikes is to have a designated crisis team in place,” offers Anne Marie Malecha, senior vice president and partner at Dezenhall Resources, a leading high-stakes public affairs and crisis management firm in Washington DC. “The team should have a cross-functional representation of your business.  It can’t be 15 people, because the group needs to make decisions and make them quickly,” she advises. “But it can’t be so small that it fails to consider your business as a whole.”

Of course, this crisis team supplements the existing practices regarding public spokesperson responsibilities. “It is critical that the culture and policies of the organization regarding who speaks to the public are in place long before there is a crisis. The ground rules need to be set early on,” Trevelino concludes.

Long before a crisis strikes, it is important to consider the goodwill you are creating in the communities you serve because often “giving back” becomes “paying it forward” in the times of trouble. Trevelino recounts a famous example from McDonald's:

"McDonald’s is a brand that invested in its communities early on. In 1992 during the Los Angeles riots, 53 people were dead, 2,500 injured, $2 billion in damage, including more than 1,200 buildings. McDonald’s restaurants were located in the heart of the destruction and not one McDonald’s was damaged. It was the one brand that people felt was an important brand in the community."

2. Recognize It When It Happens

“Crises take many forms without warning or incident.  From a wayward executive to natural disasters, from criminal tragedies to nationwide product recalls,” he continues. “Sometimes they start as an incident with the potential to become an impacting crisis. Other times, they originate as a full-fledged crisis and our intent is to prevent it from becoming a disaster.”

In Dezenhall's practice, Malecha has seen the range. “Crises are often caused, or fueled, by motivated adversaries,” she asserts. “Those are companies, groups, or individuals with a position that is counter to yours. If you are a large oil company, you can bet that you will find environmental activists among your motivated adversaries. If your company is in an industry targeted by regulators, you may find motivated adversaries on Capitol Hill or in state legislatures.”

Sometimes they are expected and sometimes unexpected. “Any company finds motivated adversaries among their competitors,” she continues. Competitors in the market today with which you are familiar, or disrupters entering the industry. “If you are a grocery store chain or a business focusing on home delivery of groceries, and Amazon enters your space, that is a marketplace crisis.”

And do not forget that sometimes crisis can begin positively. “Mergers and acquisitions can be a crisis,” Malecha observes. “Depending on what side of the transaction they find themselves on and if the deal is struck between publicly traded companies, where the SEC has rules around filings and who is allowed to say what to whom and when” the communications can start to feel responsive.

3. Communicate, Early and Often

Malecha suggests that in the first few hours after a crisis, “you have to communicate. We advise clients not to overpromise in these early stages.  To be empathetic to all the stakeholders, of course.  But you have to communicate something."

"You can’t allow a vacuum to be created,” she continued.  In today’s rapid-fire media landscape, “conventional and alternative news outlets will fill the vacuum with whatever they believe to be true or worse what fits their preconceived narrative,” she explained. And that can lead to a communications clean-up effort.  “Often an initial crisis is followed by a crisis of misinformation that is flooded into the vacuum,” she said. “Sometimes the perception of a possible wrongdoing becomes the crisis,” adds Trevelino. “It becomes a reality that has to be addressed.  The communications or lack thereof, around the crisis, becomes a crisis unto itself.”

“You should communicate progress, early and often,” Malecha urges. “One of the ultimate goals of crisis management is to make your crisis as unsexy and uninteresting as possible.”  That is accomplished through regular updates of incremental progress and as Trevelino advises “relentlessly pursuing the facts.”  You can err by under-communicating and you can error by over communicating, guessing or speculating before facts are understood and action is underway.

A Note About Social Media

“Crisis management is a containment discipline and social media is the opposite,” observes Malecha. “During a crisis, it can be difficult to combat the volume, velocity, and venom – what our firm calls the ‘fiasco vortex,’ – in today’s media landscape.” This phenomenon is explained in Dezenhall's CEO, Eric Dezenhall’s book, Glass Jaw. “Because of the sheer amount of content that can be spread, at warp speeds, with negativity and scandal prioritized over fact, organizations can find themselves in the center of the fiasco vortex in an instant.”

And social media platforms and user behaviors are also changing, especially among employees of affected brands. “No matter what level in the organization you are or no matter how old the Tweet was, people are losing their jobs, their careers, and their reputation,” Trevelino observes. “This heightened level of sensitivity of risk wasn’t there a few years ago.”

4. Align the Message and Equip the Field

A crisis is a distraction to normal operations and nowhere is it more distracting as with customers who want answers from front-line sales and service personnel.

“There is no one great solution to equip salespeople to talk to their customers about the crisis,” notes Malecha. “If they respond to their customers saying, ‘we can’t talk about it,’ that would be troublesome.” If they share too much or incomplete, or worse, inaccurate information, they make the situation worse. Here is what she suggests get prepared to keep everyone on the same page:

"You need an external message for the public.

You also need a message for customers that matter most. Usually, it is the broader public statement with some confidence-inducing talking points.  There is no such thing as an internal document that stays internal, especially in a crisis.

We recommend nothing more than a page and to have it distributed through sales leads or their managers, rather than from the CEO’s office. This allows more direct escalation through trusted relationships.

The message should always be that we are providing information as we get it, in this developing situation, and that our customer relationships are important to us."

5. Listen

In an environment where you are giving updates to the market or press every few hours or seeing an unfolding situation that is likely to take months to resolve, it can be tempting to lean on one-way communications, but that can also damage trust and undermine the ongoing effectiveness of the crisis management.

“Customers must feel that there is two-way communication,” Malecha observes.  “It can calm their nerves and helps inform the company about what questions are on people’s minds.”  This outside perspective is useful.  “What you are feeling and seeing internally, will be different than what your customers are seeing and feeling,” she continues.

This listening can take the form of face to face or phone conversations, a message hotline, email, or social media. Malecha offered this example from Southwest Airlines.

“They recently had a flight that needed to make an emergency landing after losing an engine. As pilots were in communication with air traffic control, Southwest’s sophisticated social media team was getting real-time information from passengers through social channels. A lot of corporations consider social listening an afterthought and as something non-critical, but in times of crisis, it is very important.”

No matter what tools you use, your attitude matters. “We have found you can keep the relationships intact, if there are honesty and continuity,” Malecha continues.  “Customers can also be your greatest pipeline to gauge how you’re handling the crisis. If a lion’s share of your distributors are asking the same question, that’s something that should be communicated back to the crisis team to ensure the company finds an answer to.”

6. Stop What Isn’t Helping

“Companies should be ready to respond with appropriate action across the organization,” Malecha said.  This often means impacting the ongoing marketing initiatives in light of the crisis. She pointedly adds “Do you stop running ads for the company when you are spilling oil into the Gulf of Mexico?  Yes.  Do you change the tone of your social media accounts from irreverent to respectful when your product has allegedly hurt someone?  Yes.”

It is often good to shut down marketing in the midst of a crisis to be sensitive and to not waste critical resources, Trevelino observes. Like a hurricane, a "crisis can swallow up everything in its path." This can affect a brand even “when the crisis is not directed at the [client] company,” but is in the industry or market segment. “Everything in its path becomes devastated, regardless of whether they had a role.” Monitoring the situation and brand closely ensures that resources are allocated responsibly. “You can shorten the life of a crisis by not crashing your own plane,” Malecha adds.

7. Maximize Your Learning

“Good companies allow the crisis to be a catalyst for positive operational change.  Poor leadership can allow the crisis to drive the company to free fall,” Malecha offers.  “Some go through a crisis and try to go straight back to normal.  But the best companies recognize that there is a new normal.  They intend to learn from their experience and not let it repeat, with worse consequences.”

“What is the objective of the company when crisis strikes?” Malecha asks rhetorically. “To return to business as usual as fast as possible.  Sure, they may have to spend money that they didn’t intend to spend with lawyers, communications firms, and investigators.” Those are the expenses that come with the crisis.  But if those are treated like tuition, the learnings can be substantial.

8. Diagnose Accurately and Take Action

“Crises are often misdiagnosed,” Malecha concludes.  “They almost always arise as conflicts, not communication problems.”  Since the issue or topics might be playing out in the media, some leaders will identify the crisis as a communication problem and are tempted to treat it as such.  But “crises are solved through operational decisions, not just PR bandages.  You might have a great statement or press release, but that is not going to build back the factory that blew up or fix the quality issue that led to the product recall," she explains.

"Crisis management is a series of deliberate decisions the company makes to dampen the broader impact of what they are facing. It isn’t just communications." It is about an opportunity make the company better, strengthen relationships with the customers that matter most, improve the operations, and even solidify the alignment and positive dependencies between sales and marketing that will serve the organization well into the future.

Disclosure: I recently volunteered to conduct a workshop for McDonalds restaurant owners, sponsored by Coca-Cola I have flown Southwest Airlines and have fond childhood memories of McDonald's Happy Meals.

This article was originally published on Forbes.

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Uprooting

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Uprooting

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“Give you this to take with you:  Nothing remains as it was.  If you know this, you can begin again, with pure joy in the uprooting.” – Judith Minty

To read more from Jennifer Davis, check out "What Fire Teaches Us About Innovation."

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Mission: Impossible and Sales and Marketing Alignment

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Mission: Impossible and Sales and Marketing Alignment

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I saw the new Mission: Impossible movie yesterday and was struck by how often Ethan Hunt, the hero played by Tom Cruise, stopped to see, empathize, and protect his team mates and the innocent bystanders of his action shenanigans. Seeing them as people, not as obstacles on his parkour course chasing bad guys.

It was a good reinforcement of some ideas from a book (recommended to me by Jennifer Daniels) called The Anatomy of Peace by the Arbinger Institute. In it, they provocatively call the objectifying of people as an act of violence itself, as thoughts precede behavior. 

What does this have to do with sales and marketing alignment? Well, everything.

I have been writing for Forbes on the topic of alignment and customer-centricity, showcasing insights from different marketing, sales, and business leaders across the country, from brands big and small. I still have a lot to share (stay tuned for some great upcoming pieces), but even in these early weeks of my research I am struck with how often the problem that manifests as misalignment is one of perspective.

Harkening back to high school geometry, here is the step-by-step proof:

We can only solve problems we can see.

In frustration or impatience, we see each other as the problem.

When we see each other as the problem, we stop seeing the real problem.

As we don't see the problem as it truly is, we can never really solve it.

In a lesson today, Dr. Mark Brewer, reminded us that in relationships you can’t think “you are the problem” or “I am the problem,” you have to think “it’s you and me against the problem.”

When we see each other through the lens (or should I say the monocle) of the problem, we no longer see the person. They are the problem. They are objectified.  They are a caricature without the complexities inherent in humanity. We see them and the issue in 2D. Over-simplified. And as a result, our minds are tuned to seek and find hardship. We are often chasing evidence of how we’ve been wronged. None of which is useful to problem solving.

In contrast, when we see the problem through the lenses of more than one expert (as you can when you are on the same side of the table, instead of opposite sides), the problem can be fully explored in 3D. The people remain people (not obstacles to overcome) and our minds are tuned to solutions and finding common ground. 

We see what we seek.

This does not mean that sometimes our colleagues are not very good at their jobs or that some people are difficult to work alongside. There are times when people do have ill intensions or have broken our trust. Sometimes role changes or people moves are required to get to solution and this can be achieved with sensitivity and respect.  But in any case, confronting reality, both the good and the bad, together leads to better outcomes in my experience.

I heard of an example recently where a high-performing executive at a prominent company decided to take a side step into a supporting role in recognition that the business needed something beyond what he could give. This highly admirable act demonstrates not only self-awareness and servant leadership, but also the commitment to face the truth and follow that truth to whatever conclusions are best for the business. 

This kind of openness and frank communication can re-center the organization on the “why” of your business or project, what success looks like, and what is required to move forward.

Ray Padron recently shared a quote from Gail Hyatt which posed that “people lose their way, when they lose their why.” So true.

And ironically, the best way to find your “why” is to start with your “who.” After all, you can’t be obsessed about your customers, if you don’t know who they are. You can’t set priorities or align your time and resources to high-impact projects, if you don’t know who you are serving. You can't own your business, if you are seeking others to blame. And we can’t determine or achieve the “why” of our business without the people “who” are our colleagues, team mates, stakeholders, and co-collaborators.

Our mission, should we accept it, is to see people as people and to find a way together.

 

This article was originally published on LinkedIn Pulse.

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Advice to New CMOs: Be Comfortable Being Uncomfortable

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Advice to New CMOs: Be Comfortable Being Uncomfortable

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In my latest Forbes article, I interviewed Martyn Etherington from Teradata.  Read the full article here.

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Martyn Etherington knows what it takes to drive change from the office of the CMO and has plenty of lessons for new chief marketing officers.  In fact, he himself is practicing being new. Six short months ago he joined Teradata, a data analytics company, drawing upon his extensive executive marketing experiences at IBM (Sequent Computer Systems), Danaher  (Tektronix), Mitel Networks, and Cisco Systems 

Being new on the executive team, the need to align sales and marketing, a perennial priority, is even more sharply in focus. “Sales and marketing can be like the Montagues and Capulets from Shakespeare’s Romeo & Juliet,” Etherington joked.  Even at the best run companies, alignment is hard won.

Etherington’s priorities these first few months he believes have set the foundation for the alignment that will be needed for transformation and hold some lessons for any CMO starting with a new company.

Goal Setting – tied to revenue and relationships

“The relationship between sales and marketing can also be, at times, as Winston Churchill described the U.S. and U.K., ‘two nations separated by a common language,’” he continued. “The key is shared language and goals,” not just perceptions. “We have one shared goal and that is ‘Growth’,” he summarized.

Etherington emphasizes that marketing should have intimacy with the business and that compensation should be tied to their sales peers’ goals. “I want them to know where are we regarding revenue, quarter to date, year to date,” he explains. “Are we growing quarter-over-quarter, year-over-year? Are we growing at or above market? Are we taking share? How does our collective sales funnel look?”  For this, he looks at the size, shape, velocity, and quality of the overall pipeline and then asks “How can we help improve the funnel?” to keep the focus on action. As he has found “without these KPIs, without this insight and intimacy of our business, we are stumbling in the dark.”

Every organization would like to get better at attribution, but Etherington is “less concerned with perfect attribution, or optics. I would much rather spend time determining our impact on the funnel and top-line growth,” he said.  It starts and ends with setting good Key Performance Indicators (KPIs) and a desire to “do good, not just look good.”

“Other than my boss, my number one priority was the partnership with my sales peer Eric Tom, our chief revenue officer,” Etherington offers.  And those relationships extend through the sales organization and across between leaders in sales and marketing.

Etherington suggests that a good way to begin these conversations in your first few days on the job is to ask sales peers the following question: “If we were to nuke marketing, what would happen to our business?”  This can solicit a range of responses, all useful for building a relationship and getting on the same page as to the priorities.

“Sometimes you get the answer ‘nothing would happen.’ Others attribute a portion of their sales results to marketing,” Etherington recalls.  He has found that based on his B2B marketing experience, “organizations believe that, ideally, that they should get 20-30 percent of their funnel from marketing.” Some industries vary depending on the complexities of their offerings, sales cycle and whether they have a direct or indirect or blended go-to-market strategy, but no matter how much reliance there is on marketing to build the pipeline, it is important to create positive dependencies between marketing and sales that ties back to those shared goals and the relationships that are being fostered between the functions.

Teradata has an enterprise focus and sells direct.  The sales are consultative and high touch. In this model, it may be more simple to track attribution to marketing than other go-to-market models, but it still requires vigilance and a focus on the right things. “Transparency is key,” he adds. “You need operational rigor around your own metrics. They need to be real and they need to be metrics that you can manage versus just monitoring.” As I have also found in my career, marketing has lots of things they can measure, but not all things that are measurable are important or lead to action. “We are interested in conversion and ultimately conversion," he continued. "That is more important to us than vanity metrics like touch points. We want to work with our sales peers to drive growth.”

Culture – a mindset change supported by systems

“You can pontificate all you like about alignment, insight, impact and effectiveness, but you have to have a business perspective, an appetite for operational rigor and a culture of continuous improvement to affect change,” Etherington challenged. You have to operationalize the strategic plan, with the right structures and systems in place, to achieve it. He has worked for companies with exacting business operating systems, like Danahar, with red, yellow, and green dashboard indicators and he has taken the opportunity to apply best practices of lean to his team at Teradata for strategy deployment, KPIs, action plans, and “root cause countermeasure” approaches. “We implemented weekly stand-ups and have begun a standard monthly marketing operations review to make sure we are making progress and attaining our KPI planned metrics,” he explained.

Cultures are known to change slowly.  “We are at the beginning of a journey,” Etherington said. “We have begun our transformation. We have our strategic objectives in place, aligned with our company goals. We have our KPIs defined and populated, we have supporting action plans and forums for us to inspect and improve.”  It’s a start, but there is more to do.  “We don’t have all the answers,” he continued. “How much can we say that we contribute to our business? With only our first monthly marketing operations review under our belt, I can say not as much as we ought to be. Now we know where we are, our jumping off point, we have only one way to go!”

Any experienced executive will tell you that change - at the scale of a business transformation and a redefinition of what marketing means to an organization overall - can test the patience of the leadership and the organization.  It can lead to organizational fatigue, misalignment, or impatience to rush to answers when the problems are not yet fully understood.  Etherington finds that the power to achieve results first begins with a willingness to see the problems, in blaring detail, and face them head-on.

“One of the biggest challenges when moving from activity-based marketing to outcome-based marketing is the transparency, accountability, and responsibilities that come with that approach,” he explains. “We are in the infancy of our marketing effectiveness journey and most of our KPIs are currently in red.”  The ambitions of the organizations and the standards set by the team are not yet reflected in the reality of the business. “That is not a comfortable feeling for many people,” he observed. “We are all raised to covet the gold star or turn a red metric into the green.” Everyone wants to do well and wants to do well as quickly as possible.

“One philosophy ingrained in me from my time at Danaher was the notion of ‘living in the red.’ In monthly operations reviews, if your KPI was green, we did not talk about it. It’s good. It’s at plan. What we wanted to discuss was the red KPIs - the variances from plan.”  Living in the red means to ask questions like:

  • What is the cause of the miss?
  • What are the corrective actions underway?
  • Are we making progress against our goal?
  • Are the specifics in the supporting action plans to ensure we are executing strongly towards the KPI?
  • Are we stretching enough?

The focus needs to be constantly brought back into focus on the things that need attention, action, or course correction.  “It could be many months before that KPI would go to green, but it forces you to think differently, adopt a growth mindset and be ok, although not comfortable, being in the red,” Etherington instructed. “The confidence comes as you use the tools and know that with applied discipline eventually, you will achieve sustainable results.”  Etherington knows this from experience.  “It works," he advocates. "It is proven and has been to a large part a major contributor to my success and some of the companies for which I have worked.”  Leaders have to be comfortable being uncomfortable and help their organizations do the same.

Of course, there are a host of strategies and tactics within these organizing principles that the CMO and teams need to implement from the start to be successful in the new role and for years to come. Seeking out data to inform decisions, building a great team and structuring them for success, influencing and being influenced by customers, and building a culture of continuous improvement take judgment and time.  Focusing on the shared goals, and the systems and mindsets required to achieve them, even if they are uncomfortable at first, is a great place to start for any new CMO leading an organization to green.

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Putting STEAM In STEM

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Putting STEAM In STEM

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There is a big push in education and business around Science, Technology, Engineering, and Math, or STEM. In parallel, there is a movement to put Art into that acronym (thus STEAM). There is controversy around it and opinions swirl.

The purpose of the STEM movement I have seen is to promote technical careers to under-represented groups (namely women and people of color). If that is true, including the Arts dilutes that. My experience is that women and other historically disenfranchised groups are well represented in art.  Even creative businesses, like advertising and marketing communications, is heavily populated by women. Perhaps that isn’t the case in more traditional fine art roles or in related fields like architecture. But in any event, I wondered if adding Art didn’t de-focus the emphasis on the hard sciences that STEM was meant to promote.

That said, I am a believer of the power at the intersection of art and science.  Design and technology is what drives adoption. Creativity is required, especially in the dynamic world of technology propelled by innovation. I am not opposed to STEAM, in fact, I have lived it in my own life and career.

  • Hailing from a family of artists, I grew up exposed to live music, theater, and visual arts
  • Even in technical roles of digital demand generation and product strategy, carving out time to redesign our office environment and building experience centers
  • Creating a new category of architectural video walls enabling the sculptural and non-linear use of video screens as a finish material
  • Actively partnering with video artists, licensed fine artist work for use on digital canvases, and promoted at places like Art Basel and Design Week in New York and Miami
  • Introducing new digital visualization technologies with groups like TEDxPortland and the Society for Experiential Design (SEGD)
  • Writing and delivering courses, certified for AIA continuing education, about video wall technologies
  • With empathy for customers, pioneering the use of virtual reality and visualization tools for the marketing of digital products in physical spaces
  • Being named on a patent for an interactive touchscreen technology
  • Rolling out identity systems and serving as the creative and UX lead for a number of projects
  • ·As a student of history, marveling at the technical innovations which artists have pioneered in the field of material science, color, and perception

What do you think about STEM vs STEAM? 

How have you used art in your work as a technologist, or visa versa?

 

Photo courtesy of USDigitalLiteracy

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Jennifer to Contribute to Forbes

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Jennifer to Contribute to Forbes

Starting this month, I will begin contributing for Forbes.com writing about customer-centric marketing and the alignment of sales and marketing. My work for the CMO Network will highlight who does it best and what we can learn from their success.

You will be able to access all my articles and follow my work here.

I am very excited about writing for Forbes.com, as this topic has the potential to impact so many businesses and their customers. We've all seen it done well and done poorly and had it impact our experience as a consumer or business customer.

Knowing that every company and organization has room to improve, I will be focusing on success stories from across a wide variety of industries, organization types, and business models. I want to use this column to amplify best practices that have helped build brand, serve customers, and facilitated growth.   

Even before my first article is published, I have already had the privilege of interviewing top researchers in the field, as well as practitioners in marketing, sales, and general management leadership roles.  I am anxious to share what I am learning along the way.  Follow my articles, like, comment, and share which will help direct me to how I can help you become better at your craft.

I am also mindful and grateful of my friends, colleagues, and mentors, and now my editors, who have so generously helped me make this platform possible. Special thanks to Moira Vetter with ModoModo, Dan Bruton, Susan Clark, and Kami Toufar especially in their encouragement along the way. 

As leaders and customer advocates, we have an opportunity and responsibility to continue to  learn from the best and develop ourselves and our teams to better serve our customers. I sincerely hope that my articles help and inspire you in this worthy mission.

P.S.  If you know of companies or organizations who align internally and focus on customers particularly well, I welcome your recommendations and introductions. They can connect with me on my blog, Twitter or LinkedIn. As this is a side endeavor for me, and there is much ground to cover, I ask in advance for your patience with me as I follow up on these recommendations. 

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On Choice

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On Choice

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“We only see what we look at.  To look is an act of choice.”  John Berger, Ways of Seeing

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Focus

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Focus

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“The secret of change is to focus all of your energy, not on fighting the old, but on building the new.” – Socrates

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Jennifer Shares Hiring Strategies in Virtual Keynote

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Jennifer Shares Hiring Strategies in Virtual Keynote

Marketing holds the potential to drive business strategy and growth for the long-term, but only if you have the right talent in your organization. 

I had a chance to share some thoughts and techniques on how to hire marketers with great strategic thinking and business skills to build out your leadership teams.  This keynote presentation is now available on OnConferences, a virtual conference featuring business leaders across multiple industries and functional disciplines.

In this talk, I share the advice I give to CEOs when they are hiring marketing talent.  This same advice applies up and down the organization to make sure you have the strategic horsepower to fuel your growth.

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The View from Afar

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The View from Afar

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“Why do you go away?  So that you can come back.  So that you can see the place you came from with new eyes and extra colors.  And the people there see you differently, too.  Coming back to where you started is not the same as never leaving.” – Terry Pratchett

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