How can marketers overcome office politics to build cross-organization relationships needed to do their jobs? That was the topic discussed by marketing leaders at the keynote for Day 2 of The MarTech Conference.
“For marketing leaders, office politics can thwart collaboration, undermine authority and prevent the adoption of a singular strategy,” said Drew Neisser, founder of CMO Huddles, who moderated the conversation, which included three accomplished marketing leaders.
Dealing with politics in an organization
“I believe politics exists everywhere — they’re inevitable,” said Marni Puente, SVP/CMO for Fortune 500 government contractor SAIC. “So, it’s not so much about eliminating the politics, it’s about navigating.”
Puente suggested finding commonalities with leaders in the C-suite and across the business. Above all, establish trust, which is the basis of any working relationship.
Also, it doesn’t hurt to apply some of your marketing skills to understanding and connecting with stakeholders in the business.
“As marketers, we really have a leg up in terms of building relationships with key stakeholders — whether with the board, C-suite, direct reports or peers,” said Puente. “And part of that is because so much of what we do is looking at our customers or our clients, and applying the same principles we apply when we think about our buyers and mapping out that buyer persona. Really understanding what motivates them. What are their pain points? What are their needs?”
Understanding people’s motivations helps marketers overcome the organization’s politics and build solid relationships with those key stakeholders.
Dig deeper: How to secure leadership buy-in for digital marketing intiatives
Show that you understand the business
One of the best ways to build trust as a marketer is to demonstrate that you understand the business. Show that marketing is an able partner in important business decisions.
“I think it’s really important to make sure you are very clear that you understand the business…and that you can bring unique value from a marketing lens,” said Karen Feldman, VP marketing and communications at IBM Consulting.
This means the marketer at the table is able to provide data-driven answers to questions from other leaders in the organization.
“I do find there’s nothing better than bringing the facts and bringing fresh thinking that other leaders might not have on their minds,” Feldman said.
Not only is the thinking fresh and fact-based, but it’s aligned with business priorities established by other leaders in the business. A successful working relationship makes clear that marketing understands and shares those priorities.
Being a cross-functional team member
Being a strong marketing leader means being a member of a cross-functional team.
Sure, marketing leaders work with their marketing team to carry out marketing functions. But they also have to build relationships with leaders of the other teams. And those leaders, along with the marketing leader, make up a team, too.
“I have always found that if I can’t get my cross-functional stakeholders and partners onboard with an idea or a campaign or an initiative, nothing’s going to get done,” said Trinh Tham, founder of Straatt Business Reimagined.
Also, don’t underestimate the importance of communication with your team members.
“Make sure that you’re not only asking questions yourself, but that you’re opening yourself up to questions, opening yourself up for dialogue,” said Tham. “As long as everyone has a common understanding of the objectives, and that open line of communication, I’ve found that to be important.”
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