Trust in politicians has evaporated. Consumer trust in brands is at an all-time low. And too many executives don’t trust their bosses. What’s the problem? Perhaps it’s professionalism? Brexit, for example, is a tough (and stupid) challenge – but the politicians in...

The internet is great. If you know something and you want to write a blog that 100,000 people read, you can. If you want to do a podcast that 100,000 people hear, you can. The internet is also great for people who don’t know much, but are good in front of a camera and...

Brave leaders change the world. Air traffic controller Anthonius Gunawan saved the 160 souls on board Batik Air 6231, by staying in the tower, so the plane could escape minutes before the earthquake struck. Berta Cáceres led the protests that stopped the Honduras Agua...

You are in the business of change. In fact, we are all in the business of change. We try to get customers to accept our offer. We try to get colleagues to support our cause. We try to get friends to join our Saturday dinner. Making change happen is what most of us do,...

Marketers are more emotional than many of their colleagues, which makes earning respect difficult, but they can gain influence by speaking the language of logic.

Hard work is appreciated. Or so people hope. That’s why they put in the long hours, go the extra mile, give their best. But then, things go nowhere. The big meeting gets cancelled, budgets get cut, friendly voices disappear. Working hard is commendable, but it’s just...

To make change happen, shed light on the issue. Measure customer feedback, costs, time wasted – whatever your currency is. Make sure your data is solid. Praise those in the top left corner who are doing well; no need to shame those in the bottom right-hand corner – the chart will do it for you.

Tell people how you got to where you are. Talk about the hurdles. Share your tricks. Give hope. As a leader, the most precious thing you can help others build is confidence. And it’s free.

If you want dissatisfied customers, lock them in.

For breakthrough results, harmony isn’t the recipe. Fighting is. Under one condition: the fight has to be constructive.

Tell customers it’s a middle seat upfront. Then, be generous. Give people a free drink, more air miles, a discount coupon, an extra report, your premium service package. Make the middle seat wider.If people feel good about your middle seat, they may come back. For sure, it’s fair.

Sheryl Sandberg has a point. In her book ‘Lean In’, Facebook’s current COO asks women, “What would you do if you weren’t afraid?” Sandberg is a public role model. Her book has empowered millions of women to step up. To seek and speak the truth. To claim their seat at...

“What’s the point of the Chief Marketing Officer (CMO)?” I asked Marketing Week readers that question. Why? Well, here is a baffling paradox: Each day, the world’s marketers create billions of cash dollars. Baileys, the Irish cream liqueur, has just had a record year....

Use the power of travel for change. In organizations, get people to meet customers, switch departments, take on cross-functional work. Do the same yourself—and leave your country now and then. That one new perspective, that one new idea, that one new priority that you acquire can make all the difference.

Elvis didn’t invent rock 'n' roll. Steve Jobs didn’t invent the smartphone.* Google didn't invent web search. All three took an idea, twisted it, made it better—and changed the world. People love out-of-the-box ideas. But they pay for what's inside the box. For what...

Reach out to three people who disagree. With your project. With your political perspective. With your moral view. Listen and say: “Thank you.” It’s not about making promises. It’s about genuinely learning what it will take to bridge the gaps.

I've got good news. Until December 1st, our publisher, McGraw-Hill and 800-CEO-READ offer a 40% bulk discount for our marketing leadership book The 12 Powers of a Marketing Leader. Here's the deal: for 25+ books, it's 40% off....

To fix marketing’s perception problem, marketers must overcome the fear of forecast, measure what matters, and make selling a purpose again

Many leaders still spend most of their time in the office, but the most important part of their role – creating organizational change – requires face-to-face contact with those outside their department

Want to lure the world’s best talent into marketing? We need to step up the profession’s standing first

Marketers want a positive, do-good brand purpose but if they do harm before doing good, all integrity will be lost and brand purpose will go straight out the window

Agencies, like brands, need consistency. Agencies used to have access to the C-suite within brands but that’s no longer the case. It’s time for agency leaders to step up and rebuild agency C-suite relevance again

Facebook’s current data woes point to a bigger challenge: leaders must stop delegating responsibility and take charge of marketing communication again (from my Marketing Week column).

The recent #MeToo campaign is a reminder of the important role we all have as leaders: building confidence.

When marketers fail, both they and their organizations suffer. Yet many marketing officers still haven’t built the key foundation for success: alignment with the CEO. That’s perplexing.

Have you ever experienced reduced budgets, a loss of career momentum, or a lack of traction in your company? If so, you could be at risk of a serious career disease

What a Super Bowl night! In the end, it was a hard-fought victory for the Eagles. Off the field, another battle raged on between Budweiser, Coke, Kia, Pepsi, Squarespace, P&G, and many others: the nation’s top brands fought for customers’ attention. But after the dust settles, many CEOs, CFOs and shareholders will ask: Was it worth it? Can I trust my marketers? This year, again, they’re short of good answers.

Success in a customer-facing role is all about mobilizing two groups of people that most leaders overlook: their bosses and their colleagues.

The digital future is bright—but it’s complex and it nags on executives’ confidence. The new currency of expertise is having an overview