The rules to success have changed in our increasingly connected world, including for those in marketing. Yet some of the ways they thrive now can be adapted to any profession including yours.
Demonstrate Your Strategic Value to Your CFO
Savvy CMOs are strengthening their relationship with CFOs so they secure early and credible input into how money and scare resources are allocated. That’s increasingly vital, according to The Mindful Marketer author Lisa Nirell because “finance has greater influence and authority over operations and IT” including technology expenditures that are key to market research, and campaign design and tracking.
At least two factors are reinforcing the increasing clout of the CFO. Nirell cites Gary Patterson, CEO of the advisory firm Fiscal Doctor, Inc., who found that “in companies ranging from $50 million to $1 billion, today’s CFOs are expected to play the role of both COO and CFO.” And a former CFO who now advises CEOs, Don Clarke, told Nirell that in this connected economy, “the CFO role is morphing towards a key business partner to the CEO.” For CMOs to evoke what Nirell dubs their “inner marketing guru” they might ask themselves, “What daily practices will help me improve my credibility and financial acumen with the CEO?” and “What is the best strategy for my team to earn the CFO’s trust and confidence?”
Involve Your Whole Self
Work smarter and live happier by withstanding the twin devils of temptation: to be “always on” and to multi-task in our multi-screen, always connected world. We get many messages in our culture that being busy is a signal that we are important and, like this Olay advertisement citing “the daily to-do list of an aspiring Hollywood actress who makes multi-tasking a must,” that multi-tasking is somehow exciting, even glamorous.
Yet not taking breaks to stretch and let your mind go still or elsewhere, and not focussing on just one thing at a time hampers your productivity and your capacity to enjoy your work. In so doing you become more mindful of what is most important, in the moment, at work, according to Nirell who’s been strongly influenced by revered leadership coach, Marshall Goldsmith, who is also a practicing Buddhist. Nirell cites Jon Kabat-Zinn, who wrote, “too much of the education system orients students towards becoming better thinkers, but there is almost no focus on our capacity to pay attention and cultivate awareness.” Frankly, I do not recall any classes in high school or college that even helped me hone my critical thinking skills.
Understand Customers Better By Strengthening Your Empathy For Them
Here are two ways. Participate in a peer group of your fellow marketers and host a Customer Advisory Board (CAB). Peer groups, according to Nirell, usually have 8 to 12 contemporaries” who regularly meet, “to grow and learn in confidential settings.” Unlike traditional networking meetings, peer groups require annual commitments. Nirell founded the Marketing Leaders of DC™ in 2011 to address this market need. The group attracts carefully selected members, is led by a seasoned professional, and fosters accountability between each meeting.
Alternatively The CMO Club has geographical, cross-sector chapters with larger memberships that also meet for peer sharing in a more social and open-ended style that includes educational program. In October, the club is providing a new way for peers to boost each other’s performance. "The CMO Solutions Clubhouse, according to the chair of this project, Sandra Zoratti, is “a peer-based digital community where online conversations are built around deep and relevant connections to collaboratively share and help solve CMO's biggest challenges."
Some of the benefits of “mindful, high-performing peer groups” are that they become more candid, over time, as trust is built; they are challenged to become the best version of themselves, and they rigorously adhere to rules of agreement about how they will engage with each other.
A CAB, according to Nirell, “convenes a group of 6-10 customers so that a company can gain unfiltered feedback on their strategic goals and offerings, and to allow customers to grow together.” David Kliman, who’s facilitated CABs in the meeting and travel industry since the 1980s, often has 15 to 18 core customers, serving staggered three-year terms so relationships deepen to mutual advantage. Kliman’s empathy-boosting formula: “Members of CABs are not paid for their service or time (although their travel, lodging and meal expenses are often covered by host organizations), but they do get a huge return on their time investment through networking opportunities with industry leaders, valuable education and industry exposure. In short, these boards are classic win-win propositions for panel members and the organizations they advise.”
Nirell writes practically and movingly about the sustainable, connective power of mindfulness, suggesting that, “As I remove layers of distractions from my life, what insights and market trends are emerging?”
“If you have knowledge, let others light their candles by it” ~ Margaret Fuller
