In the 1950s, former Boston Red Sox Centerfielder Jimmy Piersall wrote a popular book called Fear Strikes Out….
In it, Piersall chronicles his struggles against personal demons that threatened his sanity. Piersall’s book succeeds in being both a book of hope and of the deadly dangers fear presents. In it, fear strikes out and Piersall overcomes.
But what would have been the book’s title had fear hit a home run, had fear won? I suggest Fear Strikes Us Out as one possibility.
Few careers present as many fears as do marketing, sales and communications. But all careers present challenges that allow demons to get under our skins and into our souls. Since I know marketing and communications, I use them to demonstrate the dangers to our very lives that fear represents. If fear wins, we can lose our jobs, lose our careers, lose hope and lose our ability to meet our most basic needs.
Fear throws more than a few curve balls our way. Any one of them can strike us out. They come in various forms and frequently lead to a downward cycle of failure. Here is one scenario that fear presents:
1. CEOs, CFOs and clients often have little understanding of what we do, leading to a lack of faith in our ability to contribute much to the bottom line. We are seen as a necessary drain on the top line.
2. Because of number 1, we may limit our efforts to traditional, conservative and safe actions.
3. Because of number 2, our efforts seldom exceed expectations.
4. Because of number 3, CEOs, CFOs and client suspicions are confirmed.
5. Because of number 4, marketing budgets are among the first to be cut.
6. Because of number 5, job security and income are constantly threatened.
7. To prevent numbers 5 and 6, we continue to repeat the cycle, thinking that we can play it safe and keep our heads just above the water line.
In the above scenario, fear strikes us out. But what happens if we recognize the dangers of fear, recognize when fear is driving our actions, and instead of looking for a walk, we see the pitch and we hit it out of the park? What happens when we control fear instead of letting it control us? The scenario might instead look like this?
1. CEOs, CFOs and clients often have little understanding of what we do, leading to a lack of faith in our ability to contribute much to the bottom line.
2. Because of number 1, we commit ourselves to creating an understanding of how marketing and communications (plus sales) represent the greatest potential for increasing the bottom line, but more important, marginal growth.
3. Because of number 2, we confidently and assertively seek a seat at the planning and budget tables and reach out to clients to help them understand why outsourcing to consultants is not only a good idea but a necessary strategy.
4. Because of number 3, CEOs, CFOs and clients agree to let us show them what we can do.
5. Because of number 4, marketing budgets are not cut.
6. Because of number 5, we present an integrated strategic marketing plan with a mix of traditional and innovative tactics. We take calculated risks, we lead and manage the plan, we deliver and we exceed expectations.
7. Because of number 6, we help businesses grow.
8. Because of number 7, we maintain a seat at the table and client growth rises.
The first scenario represents planning driven by fear, the second represents planning that recognizes and accepts fear but refuses to allow fear to drive either our motive or the planning. We trust that we are the experts, and present a winning philosophy and plan.
The truth is that in either scenario, fear exists and it threatens our livelihoods. And even in the second scenario, job security is non-existent. However, in the second scenario we control our destinies and we likely will deliver better return on investment. Isn’t that the way it should be? Whether we work in the corporate world or for ourselves, shouldn’t we be the master of our fate?
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Lewis,
Brilliant demonstration that the key to change is not always only on CEO and CFO’s side. I like it because it is positive and encouraging. So thank you for that, Lewis.
This path could be suggested from both “bottom of pyramid to top management” OR “top management of pyramid to bottom”.
In either way, I think there is one other communication (not to say human) key : Receptive minds opened to change, right?
Another well-written piece, Lewis.
You’ve managed to highlight a challenging situation. After all, no one sets out to underperform. So, while the key to change is not solely on the side of the CEO and CFO, as the previous comment notes, they do have a lot to do with the environment. It’s tough to drive change when you’re not getting rewarded or at least seeing that your colleagues or bosses support those efforts. The path, then, is to score some wins that everyone can agree are wins. From there, credibility is gained. At the very least you find yourself with a bit more latitude (rope?) in which you can move. .
Receptive minds opened to change, right?
That’s it! Hire for that kind of culture, and much of the heavy lifting internally is done.
Rob,
I think you are right: Cultures are driven from the top. And if CEOs and other members of the executive team seek to meld innovation and best practices, they need to hire for those results. And when we hire for those results, we tend toward creative, self-actuating, risk-taking and independent people, who can also play team sports.
Lewis: interesting points here. I’ve seen examples of both in my career and I’d rather be the one at the bottom of your story.
Sometimes you’re faced with CEO/CFO’s who do not get marketing. Playing it safe (living in fear) never works. I think most of us — at least in this thread — agree that we’re driven to do our best, most creative work regardless of our environments. We’re wired that way. Sometimes it works, sometimes not. Sometimes you need to overcommunitate, and sometimes this doesn’t even work.
But I’ve never seen a success come out of playing it safe.
“We confidently and assertively seek a seat at the planning and budget tables…”
Lewis, I love it. As marketers “we should all hold this truth to be self-evident.” Often we let ourselves get marginalized by those who define marketing as ‘what happens at the end.’ I.e., someone gives us a product and tells us to go flog it (and, while you’re at it, make sure we get some cool t-shirts). Marketing should be integral to a company’s overall process and in on “it” from the beginning.
Stephen and Maureen,
You represent the kinds of professionals who can make it happen. Any corporation or client is lucky to have you. But are they able to recognize that fact?
“Sometimes the magic works and sometimes it doesn’t…” (know the movie reference??)…
Thanks — you have to pick your management carefully.
And that unfortunate typo should have said, “sometimes you have to OVERCOMMUNICATE…” just for the record.