We will look at four levels of Marketing which are Assistant Brand Manager, Brand Manager, Marketing Director and VP/CMO. While we present in a linear way, I think learning is rather random. We gain confidence through our success but we learn from our failures. You must boldly look to make an impact and take chances. Put all your passion into your work. At every level you have to adjust to the new role. Brand Managers fail when they keep acting like ABMs who are looking for a to-do list. Directors fail when they keep acting like Brand Managers by micro-managing and making every decision. And, VPs fail when they don’t know what to do. We all say we want to advance, but don’t think of it as just a title: think of it as a challenge to step back.

1. THE BRAND LEADER
Climbing the Marketing career ladder
When I look back on my 20 years in the consumer packaged goods
industry, I remember fondly every promotion I received. We will look at four
levels of Marketing which are Assistant Brand Manager, Brand Manager,
Marketing Director and VP/CMO. While we present in a linear way, I think
learning is rather random. We gain confidence through our success but we
learn from our failures. You must boldly look to make an impact and take chances. Put all your
passion into your work.
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Sometimes we get so
fixated on getting ahead
that we forget to enjoy
where we are now.

2. At every level you have to adjust to the new role. Brand Managers fail when they keep acting
like ABMs who are looking for a to-do
list. Directors fail when they keep acting
like Brand Managers by micro-managing
and making every decision. And, VPs fail
when they don’t know what to do. We all
say we want to advance, but don’t think
of it as just a title: think of it as a
challenge to step back.
In every job I’ve ever been in, no matter
what level, or what company, I rode the
IDIOT CURVE. The idiot curve lasts
about 90 days, coincidental to what
most companies call probation period.
The basic rule of the Idiot Curve is: You
get dumber before you get
smarter. During the idiot curve, the first
thing to go is your instincts. Your brain is
only so big, that all the new facts you
learn, that when pressed, you reach for
one of these new facts instead of using your instincts. The second thing to go is your ability to make
decisions. New jobs are always stressful–trying to impress your boss, trying to maintain composure
with ambiguity, and trying to deliver when you aren’t sure how to do that yet. Most of us think that
stress impacts execution first. But really it impacts decision-making–you might find yourself frozen
like a dear in the headlights or you might make choices you think you are supposed to make instead
of taking the time to think things through. The third thing to go is your natural strengths. Everyone
has natural strengths and natural weaknesses. But in these early days, you spend too much time,
covering up the weaknesses, that you don’t allow your strengths to fully show.
Assistant Brand Manager (ABM)
For the most eager first-time marketers that want to change the world, the ABM role is a reality
check where you learn before you can run. Too many new grads want to focus on strategy right
away, but this is a “doing” role, executing programs, analyzing results and learning how to be a
project manager. Through the execution, you want to send signals that you are capable of thinking
and leading in the future. In my 20 years of CPG marketing, I must have interviewed 1,000s of
potential Assistant Brand Managers. I was lucky to have hired some of the best, who have gone on
to have very strong marketing careers.
So what separates the average ABM from the great ABM that gets promoted? The best seem to
figure out the right thing to do and then go make it happen. Some ABMs can figure out the right
thing to do, but struggle to work the system to make it happen. Other ABMs can certainly work the
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The Idiot Curve keeps showing up whether you are a new
ABM, Brand Manager, Director or a VP. Learn as much as
you can, and ensure your curve only lasts 90 days.

3. system, but they forget to think
through what is the right thing to do.
This is not an easy job and only 50%
get promoted to Brand Manager. The
ABM role will feel frustrating to you,
many times inhibiting your creativity
and even your own ideas, but fight
through it.
The best new marketers listen to the
subject matter experts they are
supposed to lead. In year one, you will
learn more from those subject matter
experts than you will from your
manager.
Here are the five success factors for the Assistant Brand Manager:
1. Analytical Story Telling
A great ABM is able to tell stories, where others just see data. There is tons of data all over—
share results, tracking, test scores, etc. One of the most critical skill an ABM can work on is
developing stories with the data. It is one thing to have the data point, but another to have thought it
through and know what it means, and what action you will take on this data. Look for patterns or
data breaks, ask questions, start putting together stories and challenge the stories. Use stories
backed up by data to sell your recommendations. Never give a data point without a story or action.
You risk letting someone else take your data and run with it or tell a story different from yours.
2. Be Pro-Active
A great ABM takes action and moves before being asked. Most of the projects for ABMs are
already set by your manager. When you are new, it is comfortable to wait for your projects. But
don’t get in the habit of waiting for someone to create your project list. A great ABM starts to push
ideas into the system and create their own project list. Some of the best ideas come with a fresh set
of eyes and we need a continual influx of new ideas. We also start to see the ABM making good
decisions, on their own, and communicating to their boss. Not asking permission but telling what
they want to do and look for the head nod. Know what’s in your scope and align with your manager.
3. Make It Happen
A great ABM can get what they want. Instead of just functionally managing the steps of the
project, great ABM’s “make it happen”: faster, bigger and better. Faster means you understand what
are the important milestones that need to be hit. Manage the bottle necks: the task that have the
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4. longest completion time, that impact the entire project. Sometimes you need to push with an
inflexible but motivating fist to get it done. Bigger means you want to do more than is required. You
find that magic to make it even have a bigger impact. Creative solutions or motivating others to do
more. Better means you have to take the same people and get them to give their best ideas or their
best effort or their best work. Guaranteed you will meet many points of resistance. Every project
will. Solving these and still getting the most you can, is what separates great ABMs from the rest.
4. Contribute Strategically
A great ABM puts their strategic thoughts forward. You need to be a strategic thinker—asking
the right questions to ensure you are focused on the right area, where you can gain a positional
power that leads to higher growth and profit for your brand. Ensure you are staying strategic and
not just falling in love with some execution not aligned to your brand’s strategy. It’s so easy to be
lost in your own “cool” projects. At the ABM level, showing that you can keep things aligned to the
strategic is just as important as being strategic. Speak up and represent your strategic thinking.
Standing up for your thoughts shows that you are in the game, that you are thinking, and that you
believe in your strategic thoughts. Silent ABMs never last.
5. Accountable
A great ABM is accountable in the ownership of their work. Accountability is the stepping stone
to ownership. And the ownership of the brand is a sign you can be a Brand Manager. We need to
see that before giving you your own brand. Great ABMs motivate but don’t delegate. If you have to
step in, then jump in. You cannot let things slip or miss. You have to stay on top of the timelines
and lead those on your project teams. You have to be action oriented, and solution focused. You
can never allow your team to get stuck. Be the hub of communication to all team members, and to
key stakeholders, including upwards to your manager.
Here are the ten reasons that ABMs fail.
1. Can't do the analytical story telling.
2. Struggle to deal with the ambiguity of marketing.
3. Slow at moving projects through.
4. Selfishly think about themselves.
5. Don't work well through others.
6. Miss answers by not being flexible.
7. Fall for tactical programs that are off strategy.
8. Hold back from making contributions to the team strategy.
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5. 9. Settle for "OK" rather than pushing for "great".
10. Poor communicators, with manager, senior management or partners.
If you can be better at these five factors than your peers, then you'll get promoted. Conversely, if
you are missing any one of these, you might not get there. I hope your boss gives you a quarterly
review because I believe ABMs can grow so fast that you need those regular check-ins. If you just
get an annual review, you won't go as fast. Ask for feedback, cherish it, and use the next 90 days to
build on a strength or eliminate a gap.
Brand Manager
Most new brand managers mistakenly think this role is about managing because they finally get a
chance to manage a direct report. However, the bigger part of this role is the transition you need to
make as you move from do-er to owner. Yes, you’ll get your first change to manage a direct report,
but many times that effort can be a distraction from your chance to continue to learn and grow.
Many brand managers are disheartened to find out they are a disaster with their first direct report,
but I always remind them that they’ll finally get better by the fifth direct report.
Here are the five success factors for Brand Managers:
1. Ownership
A great Brand Manager takes ownership of the brand. Many BMs struggle with the transition
from being the helper to being the owner. As you move into the job, you have to get away the idea
of having someone hand you a project list. Not only should you have to make the project list, you
should come up with the strategies from which the projects fall out of. A great Brand Manager talks
in ideas in a telling sense, rather then an asking sense. It is great to be asking questions as feelers,
but realize that most people are going to be looking to you for decisions. They will be
recommending you will be deciding. When managing upwards be careful of asking questions—try
to stick to solutions. You just gave up your ownership. Your director wants you to tell them what to
do, and debate from there.
2. Strategic direction
A great Brand Manager provides a vision & strategies to match up to. Bring a vision to the
brand. Push yourself to a well-articulated 5-10 year brand vision great. But a vision can be as
simple as a rallying cry for the team. But you have to let everyone know where you want to go. The
strategy that matches up to the vision becomes the road map for how to get there. As the brand
owner, you become the steward of the vision and strategy. Everything that is off strategy has to be
rejected. Communication of strategy is a key skill. Learn to think in terms of strategic pillars, with 3
different areas to help achieve your overall strategy. Having pillars constantly grounds you
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6. strategically, and is an easy way for communicating with the various functions. Each function may
only have 1 strategic pillar but seeing how it all fits in is motivating.
3. Managing others
A great Brand Manager spends the effort to make their ABM as good as can be. Most BMs
struggle with their first five direct reports. The key is to keep self evaluating and looking for ways to
improve with each report. Most BMs struggle to shift from “do-er” to “coach. They think they can do
it faster, so they may as well do it. They just become the “super ABM”. Many BMs fail to share the
spot light, so it becomes hard to showcase the ABM. But the work of your ABM reflects 100% of
how good of a manager you are. ABMs need feedback to get better—both the good and bad. I see
to many BMs not giving enough feedback. And so many afraid of “going negative” so the ABM is
left in the dark or left thinking they are doing a good job. Great BMs take the time to teach up front,
give the ABM some room to try it out and then give hands-on feedback in real time. Use weekly
meetings to give both positive feedback and address gaps. Brand Mangers should do QUARTERLY
sit down performance reviews with their ABMs, who have the capacity to learn faster than annual
reviews allows for.
4. Working the system
A great Brand Manager gets what they want and need. The organization is filled with groups,
layers, external agencies, with
everyone carrying a different
set of goals and motivations.
You can see how the
organization works and
appreciating what are are the
motivations of various key
stakeholders. You then use
that knowledge to begin to
work the system.You are
starting to see key subject
matter experts giving you their
best. You understand their
personal motivations and find
a way to tap into those
motivations as a way to ask
people for their best. It might
be an odd step, but from my
experience a really motivating
step. Very few people ask for “your best”.
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7. 5. Dealing with Pressure
A great Brand Manager can handle pressure: ambiguity, results, relationship time. Ambiguity is
one of the hardest pressures. As a leader, patience and composure help you sort through the
issues. The consequences of not remaining composed are a scared team and choosing quick
decisions with bad results. Another big pressure is when the results don’t come in, it can be
frustrating. Reach for your logic as you re-group. Force yourself to course correct, rather then
continuing to repeat and repeat and repeat. Challenge team to “this is when we are needed” You
will see pressure in relationships. Be pro-active in making the first move to build a relationship. Try
to figure out what motivates and what annoys the person. Understand and reach for common
ground, which most times is not that far away. At every level there is time pressure. It is similar to
the ambiguity. Be organized, disciplined and work the system so it doesn’t get in your way. Be calm,
so you continue to make the right decisions. Use time to your advantage.
The ten reasons that a Brand Manager will fail:
1. Struggle to make decisions
2. Not analytical enough
3. Can't get along
4. Not good with ambiguity
5. Too slow and stiff
6. Bad people Manager
7. Poor communicators, with manager, senior management or partners
8. Never follow their Instincts
9. Can't think strategically or write strategically
10. They don't run the brand, they let the brand run them.
At the Brand Manager stage, I hope you love the magic of marketing. Let it breathe and let it come
to life. It is easy to lose your passion and try to do what your boss wants or do things to make short
term numbers so you can get promoted. Those don not really work long term. My advice is do not
just do the job, do it with all your passion. If you don’t love the work you do, then what consumer
would ever love your brand.
Marketing Director
This role becomes less marketing and more leading. Your role is to set the consistent standard for
your team and then hold everyone to that standard. To be great, you need to motivate the greatness
from your team and let your best players to do their absolute best. Sometimes you’ll need to teach,
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8. guide and challenge. Sometimes, you’ll have to put your foot down to stay fundamentally sound
and other times you’ll have to follow creative ideas you might not be so sure will win. Let your best
people shine, grow and push you. It’s their time.
Here are the five success factors for Marketing Directors:
1. Set a consistently high standard
Hold your team to a consistently high standard of work. Rather than being the leader by
example, I would rather see you establish a high standard and hold everyone and yourself to that
standard. Shift your style to a more process orientation so you can organize the team to stay
focused, hit deadlines, keep things moving and produce consistent output. Consistent quality of
brand plans, execution and interactions with everyone. It is about how to balance the freedom you
give with the standard you demand. Delegate so you motivate your stars, but never abdicate
ownership of how your overall team shows up..
2. Be the consistent voice on the team
A great Marketing Director becomes the consistent voice of reason to any potential
influencers, acting on behalf of the brand team. The director becomes the usual point person
that the VP, sales team, agency, each turn to offering their thoughts on the brands. Yet the Director
has to allow their BM to own the brand. As the team’s voice of reason, a great marketing director
must continue to ground all potential influencers in the brand plan with the strategy choices,
consistently communicate the brand's direction and back up any tactical choices being made by
the team.
3. Consistent people leader
Let your people shine. Newly appointed directors have to stop acting like a “Senior-Senior Brand
Manager" and let your team breathe and grow. We know you can write a brand plan, roll out a
promotion super fast and make decisions on creative. But can you inspire your team to do the
same? It becomes the director's role to manage and cultivate the talent. Most Brand Managers
have high ambitions--constantly wanting praise, but equally seeking out advice for how to get
better. Be passionate about people's careers--anything less they will see it as merely a duty you are
fulfilling. A great Marketing Director should be meeting quarterly with each team member one on
one to take them through a quarterly performance review. Waiting for year-end is just not enough.
4. Consistently shows up to the sales team
Marketing Directors become the go to marketing person for the sales team to approach.
Great sales people challenge marketers to make sure their account wins. I have seen many sales
teams destroy the Marketing Director because they do not listen, and they stubbornly put forward
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9. their plan without sales input. Be the director that consistently reaches out and listens. They will be
in shock, and stand behind your business. If sales people feel they've been heard, they are more apt
to follow the directors vision and direction. A great Marketing Director should informally meet with
all key senior sales leaders on a quarterly basis, to get to know them and listen to their
problems. This informal forum allows problems to bubble up and be heard, before they become a
problem.
5. Consistently makes the numbers
A great marketing director makes the numbers. They have a knack for finding growth where
others can’t. And yet when they don’t, they are the first to own the miss and put forward a recovery
plan before being asked. Great Directors have an entrepreneurial spirit of ownership, create goals
that: “scare you a little but excite you a lot”. They reach out for help across the organization, making
those goals public and keep the results perfectly transparent. And everyone will follow you.
Consistency matters
Hopefully, you noticed the word “consistent” show up in all 5 factors for success. Stay
Consistent. That is a trait I would encourage every director to take: show up with consistency in
standards for your team, strategy, people management, dealings with sales and owning the
numbers. With a bigger group of people that you influence, with a broader array of
interactions across the
organization and with a bigger
business line on the P&L, anything
less than consistent will rattle your
core team and rattle the system
built around you. No one likes an
inconsistent or unpredictable
leader. They will mock your mood
swings in the cafeteria. You will
become famous but for the wrong
reasons. The sales team will not
be able to rely on your word–and
to them, that’s everything. Senior
Leaders will struggle with you–and
will not want to put you on the big
important business because it just
feels risky. Your agency will be
uncertain as to what mood you will be in, when you show up to meetings. With your maturity and
experience, now is the time to start to craft a consistent version of what you want to be.
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10. VP Marketing/CMO
At the Chief Marketing Officer (CMO) level, success comes from your leadership, vision and getting
the most from your people. If you are good at your role, you might not even need to do any
marketing, other than challenge and guide your people to do their best work. Your greatness comes
from the greatness of your people. Once you figure out the magical leadership equation that better
people create better work, you’ll be able to deliver better results. Invest in training your people as a
way to motivate your team and keep them engaged. At the end of meetings, use teaching and
mentoring moments to share your wisdom.
Quintessentially, rule #1 is you have to make the numbers. As the VP, your main role is to create
demand for your brands. You are paid to gain share and drive sales growth to help drive profit for
the company? The results come from making the right strategic choices, executing at a level
beyond the competitors and motivating your team to do great work. But how you do it, and the
balances you place in key areas are choices you need to make. Making the numbers gives you
more freedom on how you wish to run things. Without the numbers, the rest might not matter.
Here are the five success factors for the VP Marketing and CMO roles:
1. People come first
Focus on the People and the Results will come: The formula is simple: the smart the people,
the better the work and in turn the stronger the results will be. You should have a regular review
of the talent with your directors. I
would encourage you to ensure
there’s a systemic way to get
feedback to everyone on the
team, preferably on a quarterly
basis. Invest in training and
development. Marketing Training
is not just on the job, but also in
the classroom to challenge the
thinking of your people and give
them added skills to be better in
their jobs. Marketing
fundamentals matter. The classic
fundamentals are falling,
whether it is strategic thinking,
writing a brand plan, writing a
creative brief or judging great
advertising. People are NOT getting the same development they did in prior generations. Investing
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11. in training, not only makes them better, but it is also motivating for them to know that you are
investing in them.
2. Be the visionary
You are the Mayor of Marketing: Bring a vision to the role. Look at what needs fixing on your
team, and create your own vision statements that relevant to your situation. Bring a human
side to the role. Get up, walk around and engage with everyone on your team. It will make
someone's day. Your role is to motivate and encourage them to do great work. Influence behind the
scenes to help clear roadblocks. Know when you need to back them up, whether it’s an internal
struggle, selling the work into your boss or with a conflict with an agency. Do they love it? When
they put their great work up for approval, and it’s fundamentally sound, approve it. Don’t do the
constant spin of pushing for better, because then you look indecisive.
3. Put the spotlight on your people
Let them own it and let them Shine: It has to be about them, not you. Do not be the super-
duper Brand Manger. It is not easy to balance giving them to freedom to lead you and yet knowing
when to step in and make a decision. By making all the decisions, you bring yourself down a level or
two and you take over their job. Instead of telling, you need to start asking. Ask good questions to
challenge or push your team into a certain direction without them knowing you’re pushing them is
more enlightening than coming up with statements of direction. Challenge your team and recognize
the great work. It might be my own thing, but I never said: “thank you” because I never thought they
were doing it for me. Instead I said: “you should be proud” because I knew they were doing it for
themselves.
4. Be a consistent, authentic, approachable leader
People have to know how to act around you. You have to set up an avenue where they are
comfortable enough to approach you, and be able to communicate the good and bad. A scary
leader discourages people from sharing bad results, leaving you in the dark. Open dialogue keeps
you more knowledgeable. If you push your ideas too far, you could be pushing ideas from a
generation too late. Get them to challenge you. Inconsistent behavior by a leader does not “keep
them on their toes”. It inhibits creativity and creates tension. Be consistent in how you think, how
you act in meetings and how you approve. Leadership assumes “follower-ship”. Creating a good
atmosphere on the team will make people want to go the extra mile for you. Knowledge makes you
a great leader, and it starts with listening. You will be surprised how honest they will be, how much
they will tell you.
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12. 5. Run the process and the system
While your people run the brands and the execution, you should run the P&L and essentially
run all the marketing processes. You have to run the P&L and make investment choices. Bring an
ROI and ROE (Return on Investment and Effort) mind set to those decisions. These choices will be
one of the essentials to making the numbers and gaining more freedom in how you do the job. In
terms of process, it’s always been my belief that great processes in place—brand planning,
advertising, creative briefs—is not restrictive but rather provides the right freedom to your
people. Get your people to drive all their creative energy into great work that gets in the
marketplace, not trying to figure out what slide looks really cool in the brand plan presentation.
The VP role can be very lonely. I remember when I first took the job as VP, I found it surprisingly a
bit lonely. Everyone in marketing tries to be “on” whenever you are around. And you don’t always
experience the “real” side of the people on your team. Just be ready for it. The distance from your
new peers (the head of sales, HR, operations or finance) is far greater than you’re used to. It might
feel daunting at first. Your peers expect you to run marketing and let them run their own functional
area. And the specific problems you face, they might not appreciate or even understand the
subtleties of the role. Your boss also gives you a lot of rope (good and bad) and there’s usually less
coaching than you might be used to. It is important for you to have a good mentor or even an
executive coach to give you someone to talk with that understands what you’re going through.
Expected behavior at every level of marketing
• Hit deadlines: Never look out of control or sloppy. Marketers have enough to do, that things will
just stockpile on each other. In Marketing, there are no extensions, just missed opportunities.
• Know your business: Don’t get caught off-guard. Make sure you are asking the questions and
carrying forward the knowledge.
• Open communication: No surprises. Keep everyone aware of what’s going on. Present
upwards with an action plan of what to do with it.
• Listen and decide: It is crucial that we seek to understand and equally important that we give
direction or push towards the end path.
• We must get better: When you do not know something, speak in an “asking way”. When you
think you know, speak in a “telling way”.
• We control our destiny: We run the brands, they do not run us. Be slightly ahead of the game,
not chasing your work to completion. Proactively look for opportunity in the market, and work
quickly to take advantage.
• Regular feedback for growth: Always seek out and accept feedback, good or bad, as a lesson
for you. Not a personal attack or setback.
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13. Beloved Brands: Who are we?
At Beloved Brands, we promise that we will make your brand stronger and your brand leaders
smarter. We can help you come up with your brand’s Brand Positioning, Big Idea and Brand
Concept. We also can help create Brand Plans that everyone in your organization can follow and
helps to focus your Marketing Execution. We provide a new way to look at Brand Management, that
uses a provocative approach to align your brand to the sound fundamentals of brand
management. We will make your team of Brand Leaders smarter so they can produce exceptional
work that drives stronger brand results. We offer brand training on every subject in marketing,
related to strategic thinking, analytics, brand planning, positioning, creative briefs, customer
marketing and marketing execution.
Beloved Brands Training program
At Beloved Brands, we promise to make your team of BRAND LEADERS smarter, so they produce
smarter work that drives stronger brand results.
1. How to think strategically: Strategic thinkers see “what if” questions before seeing solutions,
mapping out a range of decision trees that intersect and connect by imagining how events will
play out.
2. Write smarter Brand Plans: A good Brand Plan provides a road map for everyone in the
organization to follow: sales, R&D, agencies, senior leaders, even the Brand Leader who writes
the plan.
3. Create winning Brand Positioning Statements: The brand positioning statement sets up the
brand’s promise to the consumer, impacting both external communication (advertising, PR or in-
store) as well as internally with employees who deliver that promise.
4. Write smarter Creative Briefs: The brief helps focus the strategy so that all agencies can take
key elements of the brand plan positioning to and express the brand promise through
communication.
5. Be smarter at Brand Analytics: Before you dive into strategy, you have to dive into the brand’s
performance metrics and look at every part of the business—category, consumers, competitors,
channels and brand.
6. Get better Marketing Execution: Brand Leaders rely on agencies to execute. They need to
know to judge the work effectively to ensure they are making the best decisions on how to tell
the story of the brand and express the brand’s promise.
7. How to build Media Plans: Workshop for brand leaders to help them make strategic decisions
on media. We look at media as an investment, media as a strategy and the various media
options—both traditional and on-line.
8. Winning the Purchase Moment: Brand Leaders need to know how to move consumers on the
path to purchase, by gaining entry into their consumers mind, help them test and decide and
then experience so they buy again and become a brand fan.
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14. Graham Robertson at Beloved Brands
A NEW WAY to look at Brand Management.
Graham is one of the voices of the modern Brand Leader. He started Beloved
Brands knowing he could make brands stronger and brand leaders smarter.
Beloved Brands will challenge you to think strategically so you can create a
Brand Positioning, a Brand Concept and a Big Idea for your brand. Graham
will help write Brand Plans that focus everyone who work on the brand and
make your team of Brand Leaders smarter so they can produce better
work that drives stronger brand results.
Graham spent 20 years in Brand Management leading some of
the world’s most beloved brands at Johnson and Johnson,
Pfizer, General Mills and Coke, rising up to VP Marketing.
Graham played a major role in helping Pfizer win Marketing
Magazine’s Marketer of the Year.
His public speaking appearances inspire brand leaders to
love what they do. Over 4 million marketers have visited his
website,beloved-brands.com with the desire to become smarter.
Graham has served as a contributing author to Advertising Age in
the US and Marketing Magazine in Canada.
To contact Beloved Brands, email graham@beloved-brands.com
or call 416-885-3911. You can also follow us on Twitter @belovedbrands.
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