The Future of Marketing Leadership: 4 Skills to Succeed in 2025

#1: We’ve all seen the headlines: CMOs have the shortest tenure in the C-suite, and B2B marketing leaders are under more pressure than ever to deliver ROI. Marketing leadership is at a crossroads—but what if mastering four critical skills could transform how you lead and help you earn the trust of your CEO?

In this episode of Growth Activated, we explore the future of marketing leadership and uncover the 4 essential traits every B2B marketing leader needs to succeed in 2025. From aligning marketing with business goals to enhancing operational excellence and agility, this episode is packed with actionable strategies to help you navigate today’s complexities and thrive as a marketing leader.

If you’re ready to elevate your career, deliver measurable results, and become a trusted partner to the C-suite, grab a notebook and hit play!

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Chapters

• 0:00 Welcome to the Growth Activated Podcast
• 0:35 Introduction to the CMO Crisis and Why It Matters
• 8:24 Skill #1: Business Mindset and Business Acumen
• 12:40 Skill #2: Customer-First Mindset
• 18:00 Skill #3: Operational Excellence
• 23:23 Skill #4: Art of Agility
• 29:31 How to Implement these skills in your Marketing Leadership journey
• 31:40 Closing Remarks & How to Connect with Mandy

Transcript

Speaker: Mandy Walker

Podcast Musical Introduction:

Welcome to Growth Activated. I'm Mandy Walker, your host with 15 years of experience leading marketing teams ranging from small startups to large service organizations. I've built high performing teams of all sizes and have seen firsthand how fast the landscape is evolving, making marketing leadership more complex than ever. Today, I help marketing leaders elevate their strategies, lead with confidence and build careers they love. If you're ready to drive impact, and unlock growth for yourself and your company, you're in the right place. Let's get started.

Brief Introduction to Today's Podcast

Hey everyone, welcome to the first episode of Growth Activated. I'm your host, Mandy Walker, and in our very first episode together, we'll be diving into the CMO crisis and the four leadership characteristics I believe current and aspiring marketing leaders will absolutely need to master in order to be a successful marketing leader now and in the future. So today, not only will I be sharing more about how to show up in these four key areas, but I'll also be offering some quick wins within each of the characteristics to enable you to take some quick action on as soon as today. So let's get started.

Introduction to the CMO Crisis

The CMO crisis is something that is very close to my heart. And honestly, a big part of why I felt so passionate about starting this podcast. So it only felt right to make this the inaugural episode. So when we talk about the CMO crisis, what are we referring to? And I think one of the most staggering stats that's tied to the CMO crisis is that 80% of CEOs don't trust or are unimpressed with their CMOs, which is insane. That's by the Harvard Business Review, by the way. And we see this everywhere. It's seen in the fact that the CMO role is the shortest tenure in the C-suite in many industries, including software, where our average tenure is less than 18 months. Um, you know, we're also seeing that companies are constantly restructuring or even eliminating the CMO position altogether in today's world. And when I've personally seen this, it's that now marketing is rolling into like the chief revenue officer or even a chief growth officer, if there's one that exists. And I think as a result, and what I've personally experienced is that CMOs and marketing executives are experiencing major burnout from the fact that We've got such high turnover, our CEOs don't trust us, they don't believe in us, and it's exhausting. So let's talk a little bit about how the heck we got here. I'll be the first to say that marketing feels harder than ever right now. We are expected to deliver far beyond what traditional marketing was 20 years ago, 30 years ago, 50 years ago. And in today's world, CEOs are expecting us to drive growth and higher ROI in a highly complex environment. I personally find that marketing feels like one of the most wide functions that is out there. When you think about our counterparts in sales or finance, we are just expected to cover so much ground and oftentimes as leaders, we don't have the level of depth or expertise in all of those areas of marketing, which is okay. But we are now expected to drive growth and higher ROI in this highly complex environment. You know, there's been an absolute explosion of MarTech tools and technologies. I was just looking at the chart the other day, there's over 14,000 marketing technology tools as of this year, which is up 20% year over year. We know that there's been an explosion of AI and automation. There's an overwhelming amount of data, more data now than ever on our... customers and their journey with our brands, which is wonderful in one way, but also understanding the overall customer journey is becoming more complex than ever as a result. And then I would be remiss not to say that this is absolutely a do more with less era. We're still seeing it due to macroeconomic conditions. I'm finding that CEOs are expecting their CMOs to do more than. with less more than they have in the years past. So as you're listening to this, if you're wondering, do I have this problem? Does my CEO trust me? The first thing I would challenge you to think about is does your CEO bring you and marketing in to solve big business problems? Do you have a seat at the table? If you don't, that is one of the biggest indicators that your CEO does not value you at the executive level. I also find that CEOs who may not trust or are unimpressed with their CMOs or their marketing leaders may view their marketing function as a supportive reactive department where their number one goal is sales enablement. I see that a lot. I also see when a CEO can't communicate what direct value marketing brings to the company and how marketing is directly contributing to achieving their business goals or their vision. That happens a lot as well. And then certainly is your CEO aware and engaged on your marketing plans and your strategies? Do they support it? Do they support it through their time and through your budget? Hey, do you have a limited marketing budget or do you have the budget you need to make real high impact on the growth and the vision of your company? So if you're realizing as you're listening to this, that you're experiencing your own marketing leadership crisis and your CEO and frankly, C-suite, doesn't trust you, which given the stats of 80% don't trust their CMOs, you're probably in that bucket. Today, we're going to dive into four key characteristics that I believe every marketing leader needs to be successful in 2025 and beyond.

Understanding the Impact of the CMO Crisis

So before we get into the four characteristics, I want to talk a little bit about why this matters. And for me, the biggest reason that led me to have in this conversation was the personal burnout that I experienced as a marketing executive due to all of these factors. I was a B2B marketing executive for over a decade at a very large company running a very large team. And by the way, the company was amazing, the team was amazing, but I was experiencing all of this friction that we're talking about. And I just realized marketing wasn't fun for me anymore, not in that current environment. And so I left. And not only did I leave the company I was at, which was a great company, but I left marketing. And I went to an early stage B2B SaaS startup and I ran growth operations. Shifted into operations and ran everything from sales to biz dev, to marketing, to customer success, but predominantly the operational side. And I loved it, I had so much fun. But what I realized during that time was that it wasn't that I didn't enjoy marketing or that marketing wasn't fun anymore. it was that marketing as it exists today is broken. And being a part of the entire growth function and driving the whole growth function from start to finish helped me realize and really elevate and lift to identify what about marketing is broken right now and frankly, how to fix it. And so as I left that startup, I went back into marketing. and I've been a fractional CMO and marketing strategist for many, many B2B companies since then. And what I've come to find is that there's some common themes around what CEOs are looking for in their marketing leaders and frankly, what we can be doing to be building trust and keeping our jobs in the C-suite.

Introduction to the 4 Key Leadership Characteristics for Marketing Leaders in 2025 and beyond

And today I wanna share those with you, not only so that you can build trust with your CEOs and hold on to your jobs and build your careers further, but honestly, so that you can avoid burnout. I feel such passion for making sure that people enjoy and love the lives that they're in and the jobs that they're in. And avoiding burnout is one of the ways to make sure that happens. So no matter what your marketing background is, whether you're in demand gen or brand marketing or creative or PR, you need to focus on these four leadership characteristics in order to build trust with your C-suite and enjoy your role. So let's get started.


Key Marketing Leadership Skill #1: Developing a Business Mindset

The first and most important leadership characteristic that I'm gonna talk about today, and if you only have one takeaway, let it be this one, is that CEOs are desperately looking for marketing leaders to be a business leader first. I personally always like to say when I walk into an organization, I'm a business leader first and a marketing leader second. But what does that mean? CEOs want us as marketing leaders to be strategic revenue-minded business leaders. But often, We are so out of alignment with the business. And I think one of the first ways and biggest ways that we're a lot of out of alignment with the business is that we are so focused on marketing metrics and KPIs instead of the business metrics and KPIs and goals. And honestly, many of us don't even know our business metrics. Do you know which numbers your CFO cares most about? Do you know what it means? Do you know how it's calculated? Do you know what's keeping your CEO up at night? Right? If we aren't familiar with what our business goals are and the KPIs in which our CEOs and our CFOs are talking to the board about, and it's driving our funding, it's driving our growth, it's driving all of our investments, then we can't adequately align our marketing plans and strategies and tie them clearly to business results. And if we're not doing that, we're certainly not in lockstep with our peers, particularly on the team. where our marketing strategy is supporting and driving growth in a way that is sustainable and works for sales and product and technology and finance. So what does it mean to be a really strong business leader? I believe that it means you have a deep understanding and high engagement with the company vision and goals and you use it as your guiding north star across your entire marketing function. From your marketing goals to the marketing strategies you select, to the campaigns you launch, to the programs you run, to the roadmaps you build, from start to finish, can you point to everything in your department, what you are doing programmatically or not, and clearly be able to articulate how it maps to the business goals or which KPIs it's driving? We'll talk about this in an upcoming episode around how to build a strategic marketing plan that is tightly aligned with your business.

3 Quick Wins for Developing a Business Mindset

But in terms of today, let's talk about some quick wins on how you can be more business-minded as early as tomorrow. 

1. First, I want you to ask yourself, do you know the business goals and KPIs that your C-suite is pushing towards? And this includes everyone from your CEO to your CFO to your CRO. Are you familiar with what their KPIs are and how they're defining that data? If not, start here. 
2. If you are aware, The second thing I want you to think about in terms of a quick win is does your team know these business goals and KPIs? If the CEO went and asked your director of demand gen what the business KPIs are and what they're most focused on, would they know the answer? Would everyone on your team from directors down to coordinators know the answer? If not, make sure that they do. Do some training on this, bring them up to speed. 
3. And then third, if... you and your entire team, you feel confident that they know the business goals and KPIs, then I would ask, does your team know how they are personally impacting the business goals through their work? In everything that they're doing, could they themselves point to it and say, this is the business goal I'm impacting through this campaign that I'm running? I encourage us to start here because ensuring this business-minding thinking should not just be us, it should really be reverberating throughout our entire department. 

So like I said at the beginning, if you do nothing else, start with this number one leadership characteristic of developing a really strong business mindset and business acumen. You know, as Stephen Covey always says, begin with the end in mind. And so with that, make sure you and your team know what you're aiming at and keep it front and center as your North Star in everything that you do. 

Key Marketing Leadership Skill #2: Developing a Customer-First Mindset

Okay, so number two, our second. leadership characteristic that I'm seeing that is most important in order to build trust with our CEOs is being customer focused. It blows me away how many marketing leaders are not customer focused despite the fact that they think they are. And what I'm seeing in today is that marketing leaders and frankly sales leaders as well, we have this basic understanding of our target audience and the buyer personas we're going after. maybe some basic firmographics, basic titles, but we are largely not disciplined on the level of depth of who we should be going after and when, or frankly, even lacking the alignment between sales and marketing on how we define our ICP and our target audience and our buyer personas, let alone the accounts that each of our functions are going after and most of the time, not being the same. Today, this is more important than ever. As most of us know, the marketplace is more saturated than ever. We are competing for the buyer's focus and attention against more companies, more messages, more channels now than ever. The market is so saturated. And if we don't get super crystal clear on talking to the right customers with the right message at the right time, we will lose every time. And I still see this today that in lots of companies, whether I'm talking to the marketing leader or the sales leader or frankly even the CEO, so often we want to talk to everybody. We want to tell everybody. We want to go far and wide with our product or our service. And while I understand it because growth is the number one thing, we will never grow if we're trying to talk to everyone about everything and therefore talking to no one about anything. And frankly, as a result of not being super clear on who our customers are or who we want them to be, we're also as marketing executives, not doing a great job as being the voice of the customer. And so when we think about being customer focused as one of the key leadership characteristics, what it means, at least in my world, is that our customers, both current and future, are at the center of our business and at the center of our marketing strategies. And we are hyper-focused on talking to the right customers with the right message at the right time. And frankly, I even like to say on the right channel. So in some upcoming episodes, we'll definitely talk about how to build a modern day ICP and targeting strategy and how to align that with sales. We'll talk a little bit more about how to truly own the voice of the customer.

3 Quick Wins for Developing a Customer First Mindset

But for today, for some of the quick wins, 

1. The first thing I want you to start with is an ICP assessment. Do you have one? Is it up to date? Are you just using basic firmographics or are you also pulling in some advanced data points outside of the standard firmographics like verticals or geographies or company size? If you don't have a defined ICP, start there. Start to pull together, start to interview your sales teams and just start to get a basic ICP together. That's the first thing I want you to do is a quick ICP assessment - figure out where you're at. 
2. The second quick assessment I want you to do as a quick win is an ICP activation assessment. And what that means is, are you activating the ICP definitions you have? And if so, how? Are you actually leveraging the ICP documentation you have? Is your team leveraging it in any of the campaigns? Is your sales team leveraging it? Do they know you have one? And you can even just start with marketing if trying to find out whether sales does is not a quick win for you. Totally fine. 
3. And the third quick win I want you to look at as it relates to being more customer focused is do a messaging assessment. So now that you've looked at your different ICPs and your buying personas, and how you're leveraging them or if you're leveraging them, are you modifying any of the messaging to those different ICP segments or to those different buying personas across your marketing? 

Everything today in terms of quick wins, I just want you to do those assessments, see what your ICP definitions are, see how your team and potentially your sales teams are leveraging the ICP information in their work, and see if you're leveraging different messaging across those different programs. And honestly guys, well, some of this may not be considered to be the fun part of marketing because we're not running campaigns and doing all these fun things. Things like targeting and ICP and buying personas. and being the voice of the customer is critical to the foundation of our entire go-to-market organization. And I've been at so many companies who don't feel like understanding their ICP or personas is important. They'd rather just do, execute, right? Just get on with it, do the marketing. But this is a critical step. And I would say, do not pass go without it, right? When you're building your marketing strategies and you're running your new campaigns, do not launch anything without being crystal clear on who your targeting is and who your customer is. 

Key Marketing Leadership Skill #3: Marketing Operational Excellence

Okay, number three, the third leadership characteristic I believe is going to be critical for all marketing leaders in 2025 and beyond is operational excellence. And truthfully, this is one of my personal favorites because I believe it's actually one of my superpowers and a big part of why when I left marketing, I actually went into growth operations. But if you don't have a handle on how to operationally run a high performing function, regardless of what your level of expertise is, you are going to struggle. When leaders lack operational excellence, I see this come to life in a few different ways. Oftentimes, they don't have very clear marketing roadmaps, or they don't have a handle on project management within their organization, or they don't have a handle on clear resourcing strategies. or operational systems, and they're not leveraging tools and technologies in a really efficient, streamlined way, or at all, honestly. And the truth of the matter is, most marketing departments are a mess. And in fact, the number one thing I tell a CEO after I build a marketing plan and strategy for them is that even once you have the plan, you have to ensure you have a clear infrastructure and plumbing. within your existing function, because otherwise they don't have the marketing machine that they need in order to execute the plan in a scalable, repeatable, efficient way. And so what does it mean to be operational excellence? Well, I think the first thing it means is that we don't do random acts of marketing anymore. We're not an activity-based function. Everything we do, every person we have, has a purpose and ties to the business goals in some way. And we as marketing leaders have a full marketing system visibility into what's working and what's not, and we have to find systems and documentations on how to make each of those systems run.

3 Quick Wins for being an Operationally Excellent Marketing Leader

So as we get into some quick wins on how you can be more operational excellence, um, it's hard for me to keep this to three because I could just go on and on about this all day, but 

1. The first thing I want you to do is familiarize yourself with a bottoms up marketing plan. Now I'll cover this in a future episode, lots of future episodes here as you can see, which we're really excited about. But if you don't know what a bottoms up marketing plan is, I want you to go do some quick research. And essentially, what I would share is that a bottoms up marketing plan is essentially your forecast in terms of knowing exactly which campaigns and which channels are going to drive the growth metrics you need. over the next year. Having this type of plan in place is crucial to running an operationally excellent team. 
2. The second quick win that you can do tomorrow in order to make sure you are operationally excellent is to identify your pipeline target. Now you likely know what your business's revenue goal is over the next year. And if you don't, that's okay. You're already gonna be doing the quick win from being more business-minded in number one, going to find out. But if you do know your revenue goal, for the next year, back that into, what is your pipeline target? Do you have that identified yet? And if you don't, you can use some basic conversion rates or industry benchmarks and trends to figure out how much pipeline do you need to drive as a marketing executive in order to hit your revenue goals. You don't have to get into the how. I mean, that's certainly what a bottoms up plan will help you do when you get around to executing one. But right now, I just wanna make sure you know what is your immediate pipeline target for the next year. 
3. And the third quick win in order to be operationally excellent that I'd like to see you do is take stock of your total marketing spend. Are you aware of all of your spending across different headcount, vendors, tools, technology, campaigns? And if not, can you do the work to start gathering that information in order to build an operationally excellent marketing budget that is focused on growth investments as opposed to just programs, we need to take stock of where we're currently at, what we're currently spending. Don't worry about changing the budget or anything, just the goal right now with this quick win is just visibility. Get some visibility. 

Okay, to recap, the ways that we can be more operationally excellent. One, familiarize yourself with the bottoms up marketing plan. Just do a quick Google search if you can. Two, identify your pipeline target based on your revenue target. If you don't know your revenue target, Hopefully you're identifying that as your quick win for the business-minded leadership characteristic. And three, take stock of your total marketing spend. Get some visibility on what your budget is. And so as we wrap up the operationally excellent leadership characteristic, I think part of why this is gonna be so critical is that we've all been tasked with doing more with less. Gone are the days where we can spend the large amounts of money, time, and resources without proving ROI back to the business. And that's a big reason why being more operationally excellent and making sure that we're running a lean, strong, efficient marketing machine will be critical to our success as marketing leaders down the road. 

Key Marketing Leadership Skill #4: Art of Agility

The fourth and final key leaderships to characteristic that I'd like to talk about today is the art of agility. And while you could consider the art of agility as a part of operational excellence, I wanted to call this one separately out because a key complaint I clients so often, whether it's the CEO or the CRO, or frankly, any of the other peers and departments we have, is that marketing is so slow. Now, I'm sure you've heard this, right? Do you get complaints from your peers on your function not delivering or not delivering fast enough? And truthfully, I don't think it's because we don't wanna help. I think it's because we filled our plates with so much to do that we don't have the ability to respond quickly. And of course we filled our place with so much to do. When we think about the fact that we're tasked to do more with less, or the fact that our function has more responsibilities than ever, it completely makes sense. However, it's going to be critical for us as successful marketing leaders to be able to remain agile, be innovative, and get the right work done quickly by responding quickly to changing market conditions or new opportunities. Being an agile marketing leader means we don't let our marketing plans just collect dust, but rather we update it and iterate it regularly to match the evolving business needs we're seeing. This should be a living, breathing plan. In order to accomplish this, it means we need to build agility into our plans and budgets so that we can test, iterate, and scale. One of my favorite books around operational excellence is this book called The Phoenix Project. If you haven't read it, go check it out. It's for IT leaders, but honestly, it covers so many amazing operational principles that's important to every business leader, in my opinion. And in this book, one of the principles that it talks about is how we as individuals and as team members are not able to remain agile when our plates are super full. There's this amazing chart, and I'll link to it in the show notes. the wait time and capacity of a team member. And when the capacity of someone exceeds 90%, meaning that their plate is full more than 90% of the time, the wait time to have that individual do anything skyrockets. And so what you'll see on the chart is that if you're able to stay closer to 85% of the time at capacity, your wait time goes much lower. And meaning we've got room for agility. We've got room to react and to respond. And so I love this idea of only filling up your time. 85%. Right. And I actually apply that principle to my marketing budgets. I leave up to 10 to 15% of room for iteration in my marketing budgets. I leave up to that much time on the capacity of my teams or the campaign calendar that we're planning. I want to leave room for testing and experimentation. And so based on this chart and some of the principles that I've learned over time, I like to leave about a 10 to 15% room for the agility to show up.

3 Quick Wins for being a more Agile Marketing Leader

So in terms of some quick wins, how can you be a more agile marketing leader tomorrow? 

1. The first thing I want you to do is look at your resourcing. Do a quick resourcing assessment. Where do your projects always get stuck? Why? Is the bottleneck a person or a process? Get an understanding of what's going on with your resourcing and why you may not be able to be more of an agile team as you'd like to be. 
2. The second thing I'd like you to do is think about how you evaluate new opportunities. Do a quick assessment on that. Do you have a current evaluation process for new opportunities? Do you have an intake form where your team or other departments is submitting new ideas or market opportunities they'd like to take advantage? Do you have a set list of questions you ask? How are you making sure that you're aware of what new opportunities are available? 
3. And the third quick win in order to be a more agile leader I'd like you to think about is evaluate your feedback loop. When I say feedback loop, I mean evaluate the feedback loop of your marketing performance and how campaigns are running. Evaluate your leadership feedback loop. Do you have a feedback loop with your different stakeholders? Are you collecting information regularly from customers or your peers on what's working and what's not? And if you do, what do you do with it? Do you act upon it? So the goal with each of these quick ones between identifying your resourcing issues, identifying how you capture and evaluate new opportunities, and also evaluating your existing feedback loop is just about getting the right information. together so that you can figure out how to be more agile in a way that makes sense for you and your department. 

And so as we wrap up this fourth characteristic, you know, the one thing I'd like to share is that while our company and marketing goals and objectives are usually pretty steady throughout the year, how we achieve them likely is going to change on an ongoing basis. And you know, I specifically call it the art of agility. Because I do believe it's an art between balancing how often to change up your tactics and not changing them too quickly. On one hand, we don't want to jump from thing to thing. We need to give our marketing campaigns and programs time to simmer and perform, and that does require some patience. But on the other hand, we don't wanna keep doing things that aren't working over and over again. We need to adopt a fail fast mentality. So as you think about the quick wins, as you execute on the quick wins, think about the best way that you can balance bringing agility into your department in a way that's going to make sense for you and your business. 

Closing: Why these 4 Skills Matter for Marketing Leaders in 2025

So as we wrap up today, I just wanna reiterate how important it will be for each of us to implement these four key leadership characteristics in order to be successful in 2025 and beyond. We need to show up first and foremost as business leaders. We need to be in incredibly focused on our customers. We need to focus on operational excellence, and we need to instill the art of agility in terms of how we run our teams. And I could argue that all of these four characteristics have always been important in frankly any strong business leader, not just marketing. But the reality is, and what we're seeing today, is that marketing leaders aren't prioritizing these areas. And it's... desperately showing in our turnover rates and the lack of CEO trust. And so as you think about what to do next, I'd love for you to take a personal assessment on each of those four characteristics and take some stock. Where do you excel? Where do you struggle? If you were to ask your C-suite tomorrow, whether they thought you were a business-minded leader, whether they thought you were customer focused, whether they felt you had operational excellence infused into your department, whether you're an agile leader, what would they say? And then I want you to implement some of these quick wins. And you know what? I know I shared a lot here. So perhaps you just start with one of the characteristics. Take the one above that you feel like you've got the largest gaps in, or take the one that feels the easiest to make the most improvements on, or frankly, start with the business-minded leader because that one is going to win through and through. And finally, be accountable. Make a commitment to yourself and to your exec team. Share these four leadership characteristics with your exec team and share with them what you're doing in each of these areas to elevate yourself to be a stronger marketing leader. You know, we're heading into the new year. It's the perfect time for you to make sure you've got a really strong strategic marketing plan that's aligned with the business. It may also be the time that you want to set your own career goals and ensure that you are on a strong career path and avoiding burnout as you think about your long-term future.

Why Mandy Walker started this Podcast, and What to Expect in Coming Weeks

And so I hope that you'll continue to come back to this podcast. We are going to have weekly episodes from here on out so that we can continue to have these conversations in these areas and frankly many more. And you know, a big part of why I started this podcast is that While there's so much information out there and amazing training around how to be an expert in different areas of marketing, what I personally found is that there's very limited information around how to transform existing marketing leaders into the new age CMO and into the new age marketing executive based on what CEOs are expecting. And so in my personal career, I've done thousands of hours of research and learning and training and testing. and have brought these strategies and implemented them across many B2B companies and across many B2B marketing teams. And I'd love to share this information with each and every one of you so that you can be more successful in your roles and continue to elevate into the marketing executive that you really have the ability to be and build a career you love. And so with that, I'll say thank you. Please subscribe and share with a friend if you found this information helpful. And in the meantime, let's keep activating growth. for you and your business. Thanks so much.