When CEOs Resist Marketing Strategy: Move On or Fight On?
The Unexpected Wisdom: Sometimes Moving On Is Strategic
I had a recent conversation with a seasoned fractional CMO that revealed a surprising perspective on marketing strategy disagreements. When asked about the best way to persuade a CEO to change their mind on marketing strategy, I expected their answer to involve data, business cases, and success stories. Instead, the advice was startling: "Move on to a different idea."
This counterintuitive approach challenges conventional wisdom about marketing leadership. Their reasoning? Most executives, particularly CEOs who have worked tirelessly to reach their position, maintain firm belief systems. When a CEO is 100% convinced a marketing strategy won't work, they often look for every opportunity to prove their initial assessment correct.
So I ran a LinkedIn poll to explore this dilemma which revealed fascinating insights from marketing professionals. When asked how they would persuade a CEO to change their mind on marketing strategy, 41% chose "move on" as their preferred approach, whilst 30% favoured building a business case, and 19% recommended showing previous examples of success.
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Strategic Approaches That Work
The most successful approaches described by marketing leaders involve meeting CEOs halfway through small-scale testing and pilot programmes. Rather than requesting significant investment in unproven strategies, astute marketing leaders propose low-risk tests that demonstrate potential before scaling.
This approach serves multiple purposes. It provides concrete data to support the marketing strategy whilst allowing CEOs to maintain some control over the process. When results speak for themselves, resistance typically fades, opening doors to broader strategic changes.
Building business cases remains important, but timing and presentation matter enormously. Some marketing leaders emphasise the value of bringing CEOs along during strategy development rather than presenting finished plans for approval. This collaborative approach reduces resistance and increases buy-in by involving executives in the thinking process.
The Art of Strategic Retreat
Knowing when to move on requires sophisticated judgment. Several marketing leaders described scenarios where persistence proved counterproductive. Even when they successfully changed a CEO's mind, the intense scrutiny that followed made implementation difficult and stressful.
The concept of choosing your battles wisely emerged repeatedly in professional discussions. One marketing director noted they would "fight, but only one fight, meaning one push back. If the answer is no, it's no." This approach preserves relationships whilst maintaining professional credibility.
Some marketing leaders have found success in indirect influence, convincing other senior executives of their case and having them raise the strategy on their behalf. This method can be particularly effective when the marketing leader lacks sufficient organisational influence to change minds directly.
What Can Business and Marketing Leaders Implement for Their Marketing Teams?
Understanding these dynamics can help business leaders create more effective marketing strategy processes whilst supporting their teams' success:
Establish collaborative strategy development processes involving leadership throughout planning stages, not just approval points. Recruit marketers with strong stakeholder management skills for better strategy alignment.
Create structured testing frameworks for pilot programmes before major resource commitments. When building teams, prioritise candidates with both strategic thinking and practical implementation experience.
Develop clear communication protocols focusing on business outcomes rather than tactical details. Hire marketing leaders experienced in managing up and translating strategy effectively.
Build organisational cultures valuing expertise and evidence-based decisions whilst encouraging healthy debate. When scaling teams, seek candidates balancing conviction with execution flexibility.
About Karen Lloyd
As the founder and director behind our recruitment approach, I bring almost 30 years of unique expertise spanning both recruitment and marketing. Having placed my first candidate in 1996, I've since built 5 start-ups, served as a Board Director for 25 years, and developed recruitment strategies that work in competitive talent markets.
I'm also the host of "Spotlight on B2B Marketing", where I explore B2B marketing trends with industry leaders. My passion lies in helping global businesses grow their revenue-generating teams through strategic hiring and fractional CMO services.
About Armstrong Lloyd
Armstrong Lloyd goes above and beyond being a pure search firm - we partner with your business because we have all stood in your shoes as experienced hiring managers, marketing, and operational business leaders. We have a hidden network that goes beyond LinkedIn searches, adverts, or referrals from ex-colleagues to ensure you're getting the top 1% of talent.
Whether you need interim leadership, marketing team building, or executive search across the UK and beyond, the team at Armstrong Lloyd are here to ensure you reach your commercial business goals by building the best marketing team and strategy to give you a competitive advantage.
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