In our marketing careers, we start off in a doing-role and get completely swamped in execution. We think “if only I had a higher level job, I’d actually have time to think, rather than just do”. The problem for many of us, is not only do we get good at the doing, we get so good that we can’t get past it and we never end getting to the real strategic thinking. We just become a do-er at a higher level and drive everyone crazy beneath us.
When I talk to many of the senior Brand Leaders, at the VP and Director level, I hear 3 common things:
- “I am too busy and I have no time for strategic thinking”
- “My team lacks the experience so I have to jump in resolve issues myself”
- “If I didn’t jump in, it just wouldn’t get done right”
Are you really Strategic?
Everyone out there claims to be a strategic thinker, but I would guess that really only half of us really are strategic.
- Strategic Thinkers see “what if” questions before they see solutions. They map out a range of decision trees that intersect and connect by imagining how events will play out. They reflect and plan before they act. They are thinkers and planning who can see connections. This is PLANNING!
- Non Strategic Thinkers see answers before questions. They get to answers quickly, and will get frustrated in the delays of thinking. They think doing something is better then doing nothing. They opt for action over thinking. They are impulsive and doers who see tasks. They are frustrated by strategic thinkers. This is EXECUTING!
As a senior Brand Leader, it is easy to get so wrapped up in the details of the execution that you’re making the non-strategic decisions on behalf of the team. You have just really become the “senior” Senior Brand Manager that really annoys your team. Instead of providing the team with a vision, challenging on strategy or teaching the team, you’re telling them to make the flash bigger and change the sell sheet to purple.
If you speak in a telling voice, you leave your team with one answer: YES. If you speak in an asking voice you leave your team with 3 answers: YES, NO or let me dig in a bit more and find out.
Instead of telling people what to do, why not challenge yourself to sit back slightly and ask the really tough challenging questions. You’ll know you’ve asked a really tough question when you don’t even know the answer. There’s nothing wrong with stumping the team, because you’re even stumping yourself in the process.
So What are the Tough Questions to Ask?
As your team might be at the beginning stage of digging in on analysis, here’s are 10 great questions to ask your team:
- How do we make money? This focuses them on figuring out the pathway from the activities on the brand to the results in the market and the profitability on the balance sheets. The most beloved brands use the consumer connection to create a source of power that they can use on various areas of the market and then use that power to drive the brand’s profitability. Your team should be able to map this out and use it as a roadmap for the brand’s future. If you’re not focused on power and profit, then you’re not strategic.
- What is it that makes us different? The best of brands are either better, different or cheaper. Or not around for very long. If you can’t answer this question, then how do you expect your consumer to be able to answer. You’re likely just a me-too brand and once that’s discovered, you’ll be on a downward spiral.
- Why are we here? How did we get here? Where could we be? It’s great for getting to the vision, without writing the word “vision” up on the board and saying to everyone “ok go”. That gets you no-where. Pick a magical date of 5-10 years from now and say “if you got everything you wanted, what would the brand look like in 5 years?” Push them hard on the where to, because that’s when the brand starts to transform itself.
- What’s holding us back from being where we want to be? Once you get the team focused on the vision of 5 to 10 years from now. This allows you to start attacking your brand, to find the inhibitors that you can try to unleash or course correct.
- Which would be easier: getting our most loyal users to use more, moving up those who have already bought into the brand to start using regularly or getting a new user? This is pushing them towards a strategic choice, whether to focus on base users or new users–penetration or usage frequency. It also should start to force you to look at your brand funnel to see where you have strength and where you have gaps. Every brand should be utilizing a brand funnel. It’s almost negligent to not use one.
- That’s like working out at the gym and not knowing your blood pressure or cholesterol scores. When you layer in What would make us more Money, you might start to see the ROI impact of the same decision.
- What would our consumer say about our brand? This shifts the focus of the discussion from a myopic brand focus into thinking about the consumer first. Everything you do should be start and end with the consumer in mind. After all, if you figure out how to win over the consumer, you become more powerfully connected and can drive greater growth and profits through that power.
- For Strategy, what choices are on the table that helps you gain a foothold into the market but also helps to drive the long-term win? A test for any great strategy is whether it has all 4 key elements. FOCUS: all your energy to a particular strategic point or purpose. Match up your brand assets to pressure points you can break through, maximizing your limited resources—either financial resources or effort. Pick a tight target market of those who can love you, and pick a unique position that you can stand behind and win. You want that EARLY WIN, to kick-start of some momentum. Early Wins are about slicing off parts of the business or population where you can build further. Find that connection with your consumer—moving them along the love curve. LEVERAGE everything to gain positional advantage or power that helps exert even greater pressure and gains the tipping point of the business that helps lead to something bigger. Your brand finds a way to turn the consumer connectivity into a source of power the brand can leverage.Seeing beyond the early win, there has to be a GATEWAY point, which is the entrance or a means of access to something even bigger. It could be getting to the masses, changing opinions or behaviours. Return on Investment or Effort, where you can translate all the power you’ve earned into profits and brand value.
- For any choice related to brand positioning and go-to-market, whether it’s target market, main message, media choices or activities, force their hand by asking a few questions to ask: 1) which one gets us on our way to vision faster? 2) which one helps us grow faster 3) which one makes us more money? Always push your team to focus by making them use the word “or” instead of “and”. If you think you are a strategic decision maker, then whenever you choose both, you’ve failed. When you go into a casino, and put one chip on each of the 38 choices on the roulette wheel, it might be fun, but you’ll never win. By targeting everyone then you’re not making the choice, you’re just depleting your resources. And you run the risk that no consumer ever says “wow, that brand is really speaking to me.”
- When seeing new creative execution of anything, ask “DO YOU LOVE IT?” and then watch their eyes. Do you think our costumer will love it? Is this connected to personal pride or are they just passing the buck filling in forms. Getting something to market, big or small takes a herculean effort to overcome obstacles. I want to know on day 1, will they fight for it? A great idea that falls on the vine is worth less than an OK idea executed with passion. If we don’t love the work we do, then how do we expect the consumer to love the brand? OK is the enemy of greatness.
- Why do you want to spend this money? If you are about to spend millions of dollars, I want to hear the reason why you think it’s crucial, why it will pay back even greater than the resources we put forward. Understanding and aligning to one key objective allows everyone to focus on the outcome.
And finally, the most important question of all:
What do your instincts think we should do?
And then listen. You might be surprised by the good thinking on your team and you might be surprised that their answer is better than the one that is in your head.
This might be most obvious of questions, but how many times per week do you ask this? Imagine the responses you might get from that. Imagine how motivated your team would be. As a leader, I want you to start exhibiting more patience. You have to learn the art of questioning that sets up the listening. If you learn this skill you’ll start to realize that you can still control the direction of the brand through questions, even more than through direction. On the plus side, you’ll have a fully engaged, motivated team that’s ready to deliver.
As a Brand Leader at the executive level, you should walk into every meeting telling yourself “I know less about this than anyone in the room” and that puts you in the most powerful position to ask the right strategic questions and listen for the right strategic answers.
About Graham Robertson: I’m a marketer at heart, who loves everything about brands. My background includes 20 years of CPG marketing at companies such as Johnson and Johnson, Pfizer Consumer, General Mills and Coke. The reason why I started Beloved Brands Inc. is to help brands realize their full potential value by generating more love for the brand. I only do two things: 1) Make Brands Better or 2) Make Brand Leaders Better.
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