Being at the top of the marketing strategy of companies is not easy. CMOs know it well. The pressure on top marketing executives is very high and companies demand results with deadlines that are practically unsustainable.

They want everything and they want it for now, which means that not only are marketing managers giving too much weight to the short term but also that their own bosses take too little time to change them.

Analyzes show year after year that marketing staff turnover is very high. The coronavirus crisis has not made things better: the average time CMOs spend in their positions are at a minimum . The pressure to present results is much greater and the time marketers have to do so is getting shorter and shorter.

All of this puts pressure on marketers, but it also leads to staff burnout faster and faster. But why do these executives rotate and do it so much and so fast? A study has decided to take the question, this time, to CEOs and question them directly about what makes them lay off so many staff and why they are doing it so quickly.

As is usual in this type of analysis, the sample market is the United States, but its conclusions are quite universal and can be extrapolated to other markets. The joint Boathouse and GLG research stems from the fact that the time chief marketing officers spend in their jobs is shrinking.

According to their conclusions, if this is the case, it is because the CEOs do not really trust them. In general, CEOs are convinced that the work they do is important, but, at the same time, they have little confidence in how they do it and the results their CMOs achieve.

Why Managers Have No Faith in Their Marketers
Thus, 86% of the CEOs surveyed say they believe that the CMO’s contributions can change the decisions made by the board. 67% believe that top marketing managers are results-oriented and 47% that their critical responsibility should be business growth. But, against this, only 4% of CEOs say that their top marketing manager is their trusted person in the management team (60%, by comparison, choose the chief financial officer). The actual trust they have in their top marketers is limited. Only 34% of CEOs believe they trust their marketing manager a lot and only 32% say they trust that the CMO will grow their business.

What is it that leads CEOs to not trust their marketing managers?
They believe that marketers don’t understand what the business needs. They also consider that they abuse marketing buzzwords and are more concerned about their own career than the company. In fact, 58% of CEOs acknowledge that they understand that marketing is complicated, but that their CMOs use too much technical language that their results are not seen. You could almost say that marketers have a marketing problem within their own companies. His communication is poor and his image is not particularly positive.

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