CMOs, more than many other C-level executives, have to become adept at successfully moving from one firm to another. Adapting to new environments, new cultures, and new bosses is not always easy. What exacerbates the challenge is that many CMOs have had formative experiences at larger firms and then migrate into senior roles at more entrepreneurial and often smaller firms. The difference can be drastic and while the CMO is trying to figure out how to steward the department and organization, they also have to think about “fitting in”.
For advice on how to successfully make the transition, I sought perspective from Dave Minifie, the Executive Vice President, Business Implementation and Chief Marketing Officer of Centene. As a former executive from Procter and Gamble and graduate of the US Naval Academy, Minifie has had a lot of experience with companies and organizations that have very strong cultures and systems. While Centene is smaller than P&G, it is still a sizable, fortune 500 multi-line health care enterprise that has been experiencing tremendous growth. Since joining Centene, Minifie has been promoted from VP to EVP. What follows are Minifie’s thoughts on how to acclimate successfully to a new environment.
#1 – Put the 3 Cs First, every day. Culture, the combination of values and behavior, is just one aspect of organizational health and success. Minifie looks at the three Cs to assess his organization and then to determine what it will take to accomplish more.
- Culture: Does the team have the right mind set, values, and behaviors to get the job done?
- Capability: Does the team have the right skills sets to accomplish our tasks?
- Capacity: Does the team have enough resources to win? Is the team so busy working that they aren’t able to effectively do their job?
To delve deeper into the concept of culture, Simon Sinek observes in his latest book, Leaders Eat Last, how challenging it can be to find a “people first” culture in corporate America. As a leader in the Marine Corp, Minifie lived by the unofficial mantra of, “Mission first, Marines always.” That idea, embedded in an ethos where marines knew lives were constantly at risk, drove effectiveness: when the people around you realize you value them above all else, they will literally put their lives on the line for you. CMOs who understand this idea gain competitive advantage in the marketplace and with their C-suite peers.
Creating and building a culture takes time and effort. On the reward side, doing it well drives esprit do corps which in turn yields organizational effectiveness. On the risk side, failing to pay attention to culture results in burn-out, employee attrition, and a low rate of “doing it right the first time.” Advice: If your organization has a defined Mission (what the company does) and Purpose (why you are in business), then ground all cultural efforts in that Purpose. If the company Purpose hasn’t been defined, then the hard work is to define it and then live it every day.
For more on how to use Purpose to drive culture, Minifie recommends Yvon Choinard’s, Let My People Surf, and Leon Gorman’s LL Bean: The Making of an American Icon.
#2 – Accurately Assess the Landscape. Minifie indicates that it is highly unlikely if not impossible to be an effective change agent unless you know what aspects of the business proposition need change. In short, effective CMOs need to know a lot:
- Know your organization, inside out.
- Know your peers and how they operate.
- Know your competition.
- Know key drivers for the category and your business.
- Define your point of difference and drive it.
Once you’ve accurately assessed the landscape, then you can move on to crafting a vision and inspiring your teams to achieve it.
#3 – Lead. Minifie indicates that C-level leaders are there for a reason. It’s important to have the courage to stand up and lead, but ensure data backs up your point of view. In the absence of data, the CFO’s or CEO’s opinion trumps any others – but facts have a tendency to hold up under withering scrutiny. Minifie believes that leadership matters, so having a belief about what good leadership is matters. Since everyone possesses a different personality and set of life experiences, there are slightly different points of view about what effective leadership looks like. However, there are some simple, common threads:
- Communicate. This means listening more than talking; setting an explicit vision; using written communication to report, influence, and lead; making in person visits to remote sites and customers; and sharing praise and accepting blame – among other things.
- Develop. It’s important to focus on your own personal growth to ensure the organization’s growth is not impeded by your lack of knowledge. It’s also important to expand the capability of your team.
- Accelerate. Once the organization has a clear understanding of the expectations and can do the basics consistently well, then there is an opportunity to take things to the next level. Rely on your ability to communicate, have faith in the development program you’ve put in place, and put your foot down and drive!
If looking for help on developing a personal leadership framework, Minifie recommends The Leader’s Compass, by Ruggero and Haley.
To Join the Discussion: @KimWhitler and @MinifiesTake
