are 5 ways to find standout CMO candidates

I was evaluating a small number of CMO candidates when I noticed something. Each candidate seemed to have similar experiences and fit together well on paper. However, we found that their stories were very different when we spoke with them.

Although not surprising, their approach to the market’s role and perceived context was what stood out. What is the reason for such a stark contrast? Did it have to do with them or the client I was working with at the time? How can we all evaluate a suit to make an offer?

Selection committees and CMO candidates don’t have it all

CMOs are one of the most challenging jobs in an executive team. It can be just as difficult to hire one. Companies need to consider the changing landscape of business, CMO responsibilities, and diverse candidate pools. CMOs need to create a dynamic target narrative that matches these evolving expectations.

I have worked with many marketing and go to-market leaders. We used some insights to assist us. These insights are from an investor’s point of view and are part of our larger efforts to create cross-organizational value and resilient growth.

We evaluated five CMOs and one head marketing role in these engagements. We were particularly interested in several topics regarding the selection committees and candidates.

1. Looking for internal candidates

Personally, I prefer to focus on internal candidates. Three of the five cases had a dominant mindset that external hires were required for a brand new GTM or brand strategy.

As an intern candidate

Demonstrate that you are able to take a different approach than your predecessor and still maintain existing relationships. CEOs and boards are looking for a CMO who can think and act differently.

As a selection panel

If the GTM strategy does not serve as a pivot, you should look at internal candidates. Even those with less experience can have greater incumbent advantages. The time it takes to add value is reduced by existing relationships, processes and knowledge.

You can also encourage these candidates by providing coaching and mentoring. This speaks to a healthy culture of retention. It is worth re-examining and investing in talent management, succession planning, and retention strategies if there are not enough qualified candidates.

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2. Siloed CMOs

Silos in the CMO are a hindrance to growth. Maximizing the brand value of the product/service in the market is the most valuable asset that a CMO can bring. Modern marketing, among other things, builds brand value and strengthens engagement with the market.

As they act as an energy conduit between the brand and the market, CMOs need to integrate all aspects of the business. However, the CMO must be interested in the company and learn more about it.

As an intern candidate

Understanding how C-suite leaders navigate and make decisions is essential. This should be demonstrated in your interviews.

You should also continue to share your tips and insights as part of your personal branding. They must tell a story that goes beyond the marketing best practices.

As a selection panel

The CEO and board are not responsible for holding the CMO’s hands. It is important to show business empathy and initiative if they are able to see the big picture.

Look for stories of internal motivation when evaluating candidates. Also, consider how this translated into value creation within the organization.

3. CMO evangelists make poor candidates

Marketing was less important for one company. They had a storyteller and a “figurehead”. The CMO was lacking in operational and organizational experience. The CMO was seen as lacking authenticity and disconnected because he did not have an internal connection to the company.

The CEO should highlight the core values of the brand as well as the purpose of their company. Evangelists are primarily engaged in the market. The connective ecosystem and engagement are primarily owned by CMOs.

As an intern candidate

I’m a big fan of evangelists. Behind the scenes, I have helped to build and support them. Their extensive research and experience can prove to be an asset in conversations at the marketplace level. They can also provide industry engagement with innovative ideas.

However, CMOs who are primarily skilled in attending panels, interviews, and podcasts make poor operators and leaders. Too much attention and focus on oneself leaves little for others.

Learn the platform, create a value case, and then show it to your customers. It’s more difficult for services. Standout candidates can either adapt this version or invest their time to help in the sales process.

As a selection panel

In interviews, I also listened for the “we” part. Top candidates displayed culture building skills that encouraged experimentation, ownership, and collaboration.

Marketing can sometimes be less important depending on the headwinds. These cases featured top candidates who spoke out about retention, education and partnership, as well as community initiatives.

4. Correctly weighting tech abilities

I am originally a software engineer and computer programmer. I was surprised at how much weight I gained in tech skills. CMO candidates, like traditional tech leaders, may not be proficient in the latest programming languages and tools, but they can still add tremendous value to the company or the ecosystem by optimizing the impact of the stack. “Why” is more important than “how”.

Creating value is more important than perfect stacking.

As an intern candidate

It is not essential to be a CMO to understand how these stacks work. It is better to be able to identify the key technologies in your core and which platforms/tools are game-changing.

Be ready to describe:

• What were the major tech initiatives at your current/previous firm, if any?
• How to increase your brand’s value and productivity
• It enabled the business to succeed.

As a selection panel

Position descriptions have been seen shooting for the moon. It is not necessary to give extra weight or filter out a CMO candidate based upon the technology they supervise under their group. (Once upon a time, we selected a candidate who was initially rejected due to a mismatch in technology. A candidate’s ability to build value-added relationships and work with vendors is another important factor in their success.

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5. Be prepared but not too personal

While hyper-personalization may apply to customer relationship tactics, it gets too creepy in the selection process.

It can come across as unauthentic, overcompensating or showing an insecurity.

As an intern candidate

It is essential to do key research about the company. Interviewers may be influenced by your personal and deep research. This can result in inappropriate behavior or out-of-context situations. We had two candidates surprise interviewers during interviews with very personal gifts.

Personalized thank-you notes are still very welcome, provided they are within the context of your interview. These boundaries should be respected.

As a selection panel

However, the flip side of the coin is also true. Background research is required by HR. Interviewers who make assumptions about candidates’ non-relevant pasts can cause uncomfortable conversations.

You can learn a lot about candidates by asking them questions about their hobbies and interests. But, you should not go beyond what they have to offer.

The right CMO position or candidate

You can use many criteria in your individual processes. These points were used in our process to distinguish between great and average candidates. They often weighed more than traditional criteria, either positively or negatively.

No matter what my experiences have been, I am still learning and improving my thinking. A constant curiosity about the role and changing perceptions within executive teams is something I encourage. These will help you select the right people and support your business goals.

MarTech first published the post 5 Tips for Finding Standout CMO Candidates.