I am returning to my ongoing blog series on The Ten Habits of Highly Effective Chief Marketing Officers.  This series was inspired by a talk I gave to a client, and I have covered the first nine habits over the past few months.  I hope you have found them to be helpful … here is the final habit.

Habit #10:  Live Your Desired Legacy

This is the culminating habit.   If you are practicing the other nine, this one should be relatively easy to put into practice, to make a habit.  But it still takes deliberation, discipline, and action.

Living your legacy means that you think ahead about the lasting impact you want to leave behind you.  In Habit #2 we talked about being clear about what you stand for, and to be visible inside and outside the organization, acting on your beliefs.  Habit #10 goes beyond that, this is about focusing on what you will be remembered for, what lasting effect you will leave behind.  And if you do not think about that while in your role, and focus on it, it will not happen.

Vineet Nayar of HCL is a good example of a leader who is acting now to leave behind a legacy that will forever change HCL, and maybe even business at large. Tom Peters has said Vineet Nayar could be the next Peter Drucker.   Vineet’s new book “Employees First Customers Second:  Turning Conventional Management Upside Down” is an account of his personal journey to hold himself and his team accountable to employees, so the employees can serve their customers better and fufill the mission and promise of HCL.   That will be his enduring legacy.

My good friend John Pepper, the current Chairman of the Board of Disney, had a clear focus on his desired legacy when he was Chairman and CEO at Procter & Gamble.  He wanted to firmly establish the Purpose, Values and Principles of a rapidly globalizing company so it would never lose its special culture.  And he wanted to enter China and Central and Eastern Europe in a way that would be the foundation for a healthy P&G business for generations, but also the beacon for how businesses should operate in these emerging economies.

Most CMOs are not good at this.  My two examples above are from CEOs.  CMOs think too short term, and don’t fully embrace the lasting impact they can have.  In my consulting I try to work with CMOs to isolate the few things they can focus upon that will make their companies stronger, their employees more inspired and energized, and their customers and partners more loyal.

My practical advice is to write down the 2-3 things that will be your legacy, and do this at about your 6-month anniversary in the role.  You will know enough by then to get it “about right.” Build a plan to achieve it within 3-4 years, and revisit it every six months.  Share it with your colleagues.  Be accountable to yourself and them to do it.

When A.G. Lafley offered me the GMO job at P&G in the summer of 2001, I took about a week and wrote a one page memo on what I hoped to do in the role, what I would leave behind that was better because I was there.  I shared it with him.  It became my guiding light in the role, and essentially did not change throughout my tenure in the role.  And what I am most proud of (and it continues to evolve, a measure of a strong legacy) is that P&G’s approach to brands has forever changed … from a narrow view of their functional benefits to an expansive, life-changing, purpose-driven view of their impact on the lives of the people they serve.

The last thought I will leave with you on legacy is that this process will greatly enhance your satisfaction with your job.  It provides a “north star” for all you do, and also helps you decide when you have done what you set out to do.  Then it is time for a new adventure!

Categories: Business, CMO Habits, Marketing, Speaking Events

I am returning to my blog series on The Ten Habits of Highly Effective Chief Marketing Officers.  I have already covered the first eight habits, over the past few months.  On to Habit #9: Think and Act Like a Winner — Your Customers Notice.

Several years ago, when I was serving as P&G’s Global Marketing Officer, I took note of an obscure small study on a brand in a European country.  The study essentially revealed that the consumers of that brand sensed that the people behind the brand were not inspired, not happy, not engaged.  And the brand was sick, boring, and declining in market share.

Wow.  I had never explicitly thought of looking at the root cause of a brand’s malaise as the engagement of the team behind the brand.  I would instead look at the product data — are we superior or not on the benefits that matter?  Is our distribution a competitive advantage?  Are we in stock at key times with key retailers?  Is our brand equity stronger than our competitors? Is our awareness at target levels?  Are our trial levels above competitors?

These are all fine and important questions.  But they are merely getting at symptoms of a potentially larger issue, the motivation and inspiration of the team behind the brand, or business.  Because when a team is not engaged, consumers sense this, and they do not want to part with their precious money to buy something that the “creators” of the brand do not believe in.

I had always believed that happy, motivated people drive better results.  And there is a boatload of research on that.  What I had not connected before this obscure study was that consumers can sense this through the packaging, advertising, in-store presence, partnerships, and distribution.  And consumers want to buy into a winner, they want to part of a team that is trying to make a difference through their brand.

As I like to say — and those who know me have heard me say this a million times — a brand or business is nothing more than the collected intent and behavior of the people behind the brand.  So be sure your team is thinking and acting like a winner — and put attention there first.

Categories: Business, CMO Habits, Marketing, Speaking Events

I am returning to my blog series on The Ten Habits of Highly Effective Chief Marketing Officers.  I have already covered the first seven habits, over the past few months.  On to Habit #8:  Do a Few Symbolic Things.

Great leaders simplify things.  They focus on the few things that really matter.  They are typically remembered for a few symbolic actions in the areas that matter.

One of my favorite leaders is the third President of the United States, Thomas Jefferson, who was a politician, farmer, inventor, architect, archaeologist, to name a few of his roles … but his two largest symbolic actions defined the man’s legacy.  He wrote the Declaration of Independence and founded the University of Virginia.

Yes, even as 21st century CMOs we can learn a lot from Thomas Jefferson’s life, but I would like to focus on this “habit” of doing a few symbolic things that reinforce your impact, your legacy.

Many of us go through assignments busier than we could ever imagine, only to realize, after a few years have gone by, that we cannot point to what is better because we were there.  That is not a good feeling.

My Habit #8 suggests to you to PROACTIVELY plan a few dramatic, symbolic actions that people will remember.  These actions are not random, they must be strategically reinforcing what your brand/business needs to win, to stand out, to make a difference.  And you must be choiceful — remember Jefferson only had two.

Steve Jobs at Apple is a master of this, and his story is often told so i will not belabor it.  His symbolic actions:  the iPod and the iPhone.  Maybe the iPad.

A few other examples that I like from CEOs and CMOs:

–Jim Farley at Ford introducing the Ford Focus as a new business model for Ford and maybe the industry.  His launch of the “My Ford” system at the recent consumer electronics show in Las Vegas is another good example of a strategic, symbolic action.

–Indra Nooyi and team  reframing Pepsi as a positive force with the “Refresh” initiative.  Also from Indra and team, the Sun Chips renewed purpose of  ”Healthier You, Healthier Planet” is showing the way for a new approach in snacks.

–Patrick Doyle at Domino’s Pizza with the very dramatic action of “coming clean” on the taste and quality of their pizzas, and promising that his new pizzas will exceed raised expectations. No doubt that is what Patrick will be remembered for in his tenure at Dominos.

–David Zaslav and team at Discovery Communications launching the new series “Life“, which took four years to film, in fifty countries, with more than 70 cameramen and women. Dramatically and symbolically showing that the Discovery Network will be in a class of its own in exploring the curiosities of our planet.

–The actions can also be organizational changes or acquisitions; witness Publicis‘ Maurice Levy’s acquisition of Digitas to dramatically move his Groupe into digital competence.

At P&G, during my 7-year tenure as global CMO, I focused on two bold actions.  In 2003, I led a small P&G entourage to the Cannes Advertising Festival, forever changing the standards for P&G and it agencies in consumer-inspired creativity.  Later in the decade I led a movement to elevate the role P&G brands play with their consumers, more closely connecting the brands’ purposes with the company’s purpose.  This I am happy to say has only gained momentum under Bob McDonald and Marc Pritchard‘s leadership.

What few symbolic things, or actions, will you be remembered for?  Are they big enough?  Are they reinforcing what your brand/business needs?  Are you proactively and deliberately planning them?  Final thought: while you should be planning your symbolic actions, be open to serendipity.  Bob Isherwood from Saatchi & Saatchi and a few senior Creative Leaders at P&G’s agencies suggested I go to Cannes in 2003; I was smart enough to listen to them and then make it a very symbolic action internally and externally.  And you know the story of Thomas Jefferson and the Declaration of independence … he was a reluctant author.

Categories: Business, CMO Habits, Marketing, Speaking Events

After my last blog about some student questions from my class at UCLA Anderson, I am happy to be back to complete the Ten Habits of Highly Effective Chief Marketing Officers.  This post will offer some ideas and suggestions on the all-important but controversial “training” topic. And the CMO’s unique role here.

Habit #7:  Train All the Time

We really have quite a dilemma in business today.  Most employee surveys I see through my clients, and most conversations I have with “middle” managers, clearly show people feel training is a lost art.  Many formal training programs have been cut during the recession,  and it is tough to reinstate them once they are cut.  Meanwhile, with the pace of change in business today, especially in marketing, training is more important than ever.  So what can be done?

My first idea for you is an obvious one, and one that does not cost a penny.  Yet it is not practiced regularly.  It is a simple thought:  train all the time, and expect that from all leaders. Every conversation, every meeting, every visit, is an opportunity to train.  Most of us train by example, and bright, observant people pick that up.  But what I am talking about is to overtly and explicitly use everyday encounters as training moments.

As a young leader, I loved it when people did that with me.  My first brand manager at P&G used to group our brand team together after every advertising agency meeting and ask “What did we learn today?”   “What could we do better?”  ”Are we excited about the outcome?”

I have tried through my career, especially as a CMO, to keep this habit alive.  It adds a few minutes to each meeting or visit, no more.  I also found an extra benefit to the training — which people deeply appreciate as it is an investment in them — and that extra benefit is that outcomes improve immediately.  Right after a meeting ends, when everything is fresh, when I am replaying the meeting outcomes and learning, I find that I revisit something with the team or individual and we make it better.  Immediately.  And if it is a sales call, capturing this learning quickly leads to prompt followup with the customer, and usually better results.

So training all the time does not cost anything but a few extra minutes after a meeting, and it improves results.  Good deal — get on with it!

The second idea I have for you is to formally train your people also all the time.  Obviously your people cannot and should not be in training sessions all the time, that is not what I mean. I mean you need as CMO to be accountable for the capabilities you build in your company, in tough times and in good times.  Great training builds the capabilities an organization needs for competitive advantage.  You must first be clear on these, and then build your training program around it and constantly measure and innovate to be sure you are building the capabilities you need to build.

Pret A Manger, the wildly successful natural and preservative-free fast-food company, is relentless on training against their core capabilities of inspirational team leadership, clear and sincere communication, and passion for, and knowledge of, healthy, organic, easy food. Target trains by ensuring every employee (they call all employees leaders, nice!) knows “why” they are doing what they are doing and how this is linked to their brand ideal and guest satisfaction.  At P&G, we dedicated expert resources to training what people needed to learn for today’s business, while we created the training we felt prepared us for the future.  I had reviews once a quarter to ensure we were seeing results, and building the right capabilities for the future.

Last point:  training, both the kind you can do every day and the more formal training, is perhaps the strongest signal to your people that they are what drives your business.  One of my first visible actions as P&G’s new CMO in 2001 was to dramatically reframe our training, and to get personally involved in its execution.  P&G people got, and loved, the message: building our capability and inspiration will lead us to win with consumers and customers.

Categories: Business, CMO Habits, Marketing, Speaking Events

This is part six of a ten-part series that will share my Ten Habits of Highly Effective Chief Marketing Officers, based on my experience and what I have learned from others.  See my January 22 entry for Habit #5 — Champion innovation – especially disruptive innovation.

Habit #6:  Setting Your Standards High

The toughest feedback I ever got in a meeting, or from a boss, was that I was “capable of so much better.”   I learned early in my career that one of the most powerful levers we have as leaders, especially as CMOs, is where we set our standards.   And how we communicate these standards to all involved.   Setting your standards means answering questions like:  When is the work of my team good enough to move forward?   What level of performance is acceptable?   When do we say “yes” or “no” to important decisions?

The higher you go in an organization the more important it is that you are clear about your standards.   So when you are a CMO, where you set these standards is critical for your business and organization’s success.  And, believe me, the daily pressure of business will challenge you to compromise your standards, on what results get rewarded, what people get promoted, what innovation makes it to market.  Don’t do it.  Don’t compromise your standards. The great leaders don’t.  Leaders like Mary Dillon at McDonald’s,  Becky Saeger at Charles Schwab,  Michael Francis at Target,  Jim Farley at Ford,  Trevor Edwards at Nike.

I remember three leaders early in my career at P&G who taught me this.   Bob Goldstein, the CMO of P&G when I joined the company in the early 1980s,  always drilled me on my advertising program:  Was it memorable and persuasive enough?  Did I have an alternate campaign in test market?  Was I investing enough?  Neil Kreisberg, a Senior Account Executive at Grey Advertising in the 1980s,  set his standards for his group’s advertising even higher than I did as a junior brand manager on Jif peanut butter.   And Jurgen Hintz, a senior P&G German manager working in the U.S.,  never stopped pushing for discontinuous thinking.  No annual business plan or budget was accepted without a “how high is up” test.

I find in my consulting and in my research that CMOs do not leverage this simple but highly effective habit. And it is a habit that gets practiced every day, in every decision, which means you can make a big difference here immediately.  My advice is to pick a few areas that are very important to your business success,  like what new initiatives you approve,  what people you promote,  what goals you set,  what competitors or companies you benchmark.   Get clear in your own mind what YOUR standards are, and then begin communicating through your words and actions.   You will be amazed at how your organization will respond.

Categories: Business, CMO Habits, Marketing, Speaking Events