Chief Marketing Officer: The most thankless job in the corporate world?

Few people I know would claim that being the Chief Marketing Officer of a company is a job without risks. Indeed, numerous articles in the business press point to an average length of tenure in a CMO position that is often measured in months rather than in years – indeed, the shortest length of time among all C-level jobs.

And now, a recently completed survey of CMOs  underscores just how wide-ranging the reasons are for those employment characteristics. Branding consulting firm Brand Keys tested a number of issues to see which are the ones that keep CMOs “awake at night.”

Three-quarters or more of the respondents to the Brand Keys survey reported that every factor presented was significant enough to cause them to lose sleep.  Leading the list with near-universal high-alert concern is ROI factors. Other factors of concern to nearly every respondent in the survey are big tech and data security issues.

Listed below is how each of the factors tested by Brand Keys turned out with CMOs in terms of “losing sleep” over them.

90%+ lose sleep worrying about:

  • ROI/ROMI factors
  • Big data, big tech and big security issues
  • Establishing trust with customers
  • Innovation, AI, technology and marketing automation developments
  • Consumer expectations regarding privacy and transparency

80%-90% lose sleep worrying about:

  • Managing social networking
  • Creating relevant advertising content
  • Successfully deploying predictive consumer behavior analytics/technologies
  • Dealing with consumer advocacy and social activism
  • Developing long-term strategies that align with corporate growth goals
  • Having the ability to engage with audiences – not just find them

At the “bottom” of the pile … 75%-80% lose sleep worrying about:

  • “Democratization” of the digital world and protecting brand equity within it
  • “Political tribalism” and its effect on brand reputation
  • Being relevant when tweeted about
  • Keeping consumers engaged with the brand
  • Creating better cross-platform synergies for marketing campaigns
  • Creating an “unlearning curve” to move away from legacy marketing metrics
  • Creating marketing synergies among different generational/age cohorts
  • Being replaced by the chief revenue officer

This last worry factor – losing their job – seems almost preordained given the tenuous circumstances more than a few CMOs deal with in their positions.

… and likely made more so because CMO’s are quick to be blamed when things don’t go well, even if they aren’t in the strongest position to effect the changes that may be needed. “Responsibility without authority” is the stark reality for too many of them.

What are your thoughts about the dynamics faced by CMOs in their companies?  Whether you speak from personal experience or not, I’m sure other readers would be interested in hearing your views.

 

Personality and Productivity in the Workplace: When Grumpy is Good

NoWhen it comes to which characteristics people consider the most important for being successful in the working world, we hear same traits cited so often, it becomes like a litany.

A recent survey of ~500 business managers in the communications and technology fields, conducted by digital education company Hyper Island, confirms it yet again.

When the survey respondents were asked to identify which traits were most important, here were their top answers:

  • A winning personality (e.g., creative, open-minded, positive):  ~78% identified as among the most desirable traits.
  •  Cultural alignment (making decisions that reflect the values shared with their organization):  ~53% identified as among the most desirable traits.
  •  The skill-sets of the worker:  Only ~39% identified this as the most important trait.

Regarding skill-sets, it seems that despite the inexorable increase in technical expertise and acumen required of workers in nearly every business discipline, many people continue to believe that personality, attitude and a team mentality trump capabilities and expertise.

In other words, it’s the notion that it’s easier to educate someone with a positive attitude than it is to work with someone who really knows his or her stuff, but has a bad attitude, is a wet dishrag, or whatever.

unhelpful employeeWell, hold that thought.  Because now we have new research from analysts at the University of Pennsylvania and the University of Illinois which is giving us another angle to consider.

In their studies, these researchers have found that workers with “net-negative” personality traits appear to be more efficient in their jobs than those who possess “net-positive” personalities.

What’s going on?

To come to this conclusion, the university researchers had their study participants meticulously document all of their activities over a prescribed period of time, along with completing a survey that measured attitudes about their jobs, their workplace and their colleagues.

As it turns out, it’s not that one group puts in more time than the other at the office.  It’s that workers with “sunnier” dispositions are more open to performing tasks that may be outside of their comfort zone.

They’re more inclined to “have a go” at different activities, because they’re naturally more curious … and more willing to step in and support the larger work team.

… Especially if their boss requests it.

By contrast, grumpier employees are less open to novelty … more suspicious of taking on other tasks … and more likely to put up subtle (or not-so-subtle) psychological barriers when it comes to being approachable about taking on those tasks.

By their behavior and body language, they may often be successful in dissuading their superiors from even asking them to take on new and different job tasks.

And if they’re asked, they’re less likely to acquiesce.

As a result, these employees tend to spend more time on a fewer variety of tasks – the ones they already know.  Which, in turn, makes them more likely to further hone their skills in those areas.

I don’t think these new findings challenge the underlying idea that employees with a positive attitude are a strong asset to companies.

But perhaps a smidgeon more credit may be due to the employees who are on the other end of the scale.  When you find them sitting alone in the break room, or avoiding gathering around the water cooler, they may be investing more amount of time in their work tasks — and developing a higher level of skill as a result.

I guess every cloud has a silver lining …