In today’s growth environment, the likelihood your boss moves up or gets moved out is high. That probable vacancy is a real opportunity for promotion. Do you have what it takes? Are you promotable Marketing Leader?

I recently interviewed the CEO of a Fortune 500 company.  We were discussing the difference between her A-player Marketing Leaders and their peers.  I asked her what differentiates A-player leaders them from the rest of the pack.  Her first answer was, “they’re promotable.”  Makes sense.  Her best leaders are those who could someday take her place.

 

In today’s growth environment, the likelihood your boss moves up or gets moved out is high.  That probable vacancy is a real opportunity for promotion.  Do you have what it takes?  Are you promotable Marketing Leader?

 

Download the Marketing Leader Profile Checklist to identify “promotable” competencies, determine areas of improvement, and benchmark your progress.

 

There are several key competencies that define the A-player Marketing leader.  Master these and increase the likelihood of landing the next big opportunity.

 

In this blog I want to cover a few skill sets that are critical to getting to the next level.

 

  1. Coaching and Talent Development

     

    Definition: Overseeing talent development programs and efforts. Taking interest in advancement of subordinates. Success of previous subordinates in other areas of the organization. Ensuring stable of qualified and available replacements. Developing Career Action Plans.

     

    A great leader is great at developing their team.  Ask yourself the following questions.  If you struggle to answer yes, then start focusing on coaching and talent development.

     

    Do you invest substantial professional time in overseeing talent development programs and efforts?

     

    Do you take personal interest in advancement of subordinates, including giving them one-on-one time for the sole purpose of career advancement?

     

    Can you point to previous subordinates in other areas of the organization who have been successful?

     

  2. Managing Resources

     

    Definition: Bringing specific support resources to bear to impact the execution of the marketing stategy. Overseeing contributions from staff other than those under direct management. Gaining cooperation from third parties that can assist in your strategy. Leveraging corporate assets (IP, content, reputation, tools, etc.).

     

    Sometimes the internal marketing is as important as external marketing.  Great leaders know how to engage and partner with other business functions.

     

    Do you offer high impact sales support and is sales aware of the campaigns and their role in them?

     

    Are you able to consistently gain cooperation of staff other than those under your direct management to move deals along?

     

    Can you gain cooperation from a wide variety of third parties that assist in advancing or in improving the company’s value proposition?

     

  3. Judgement/Decision Making

     

    Definition:  Reacting when under time or other pressure. Weighing conflicting goals and commitments and making decisions based on core values. Exhibiting wisdom in counsel. Judging character. Reading client situations.

     

    Great leaders have great judgment.  They make prudent decisions in the midst of conflicting goals and commitments.

     

    Do you panic when under time or other pressure?

     

    Can you consistently read client situations accurately and provide wise counsel?

     

    Are you able to weigh conflicting goals and commitments and make decisions based on core values?

     

  4. Team Builder

     

    Definition: Creates unity and productivity of staff. His/her staff consistently state they feel part of a high-performing team. Can improve average performers and motivate above average performers to excellence. Develops team-building and team motivating activities.

     

    Great leaders build great teams.  They foster a culture of high expectation and high performance.  Team members feel part of something big…Sky’s the limit.

     

    Does your staff consistently state they feel part of a high-performing team and are proud to be part of the organization?

     

    Are your average performers rising above mediocrity and your above-average performers motivated to excellence?

     

    Is there a strong sense of teamwork and camaraderie from other departments?

     

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If your boss left tomorrow, would you be on the shortlist for promotion?  Being ‘promotable’ requires mastery of certain key competencies.  I highlighted four above, but there are more.

 

Download the Marketing Leader Profile Checklist to see the Top 10.

 

Remember…“Leaders are made, they are not born. They are made by hard effort, which is the price which all of us must pay to achieve any goal that is worthwhile.” (Vince Lombardi)

 

 

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ABOUT THE AUTHOR

Randall LaVeau

Leverages the SBI Benchmarking methodology to help companies make the number.

Randall has over 10 years of experience developing scalable sales and marketing programs that range from demand generation to website optimization and sales effectiveness. He has created, coordinated and executed lead generation plans, programs and campaigns for new customer acquisition and existing customer retention. Additionally, Randall developed and managed advanced integrated marketing plans, translating innovative concepts into actionable strategy to enhance brand and product positioning and drive revenue. Randall’s skills include marketing strategy, lead generation, persona development, inside sales team development, sales coaching and sales enablement.

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