How have you dealt with leadership that doesn't buy into the messaging despite the market data?

All too often! haha Most of the time I find it best to combine quantitative data (i.e market data) with a healthy dose of qualitative data to ensure you have balance. Gut instinct and anecdotal feedback can still be valuable when it comes to inputs. Ultimately you want to test test test! It's hard to argue with results and once your messaging starts to deliver..leadership tends to come onside pretty quickly!

AB test the messaging, and remind leadership of the customization that can be done. Work with colleagues in product to align. Sometimes opinions aren't swayed, but if you come forward with contextual data—and respected people who share your view—there's often wiggle room.

This is a common challenge, and I find that there are a few considerations:

1. Developing a RACI model helps establish cross-functional roles and therefore limits everyone from "becoming a marketer" and informing messaging

2. Conducting an A/B test on what is proposed versus what management prefers can reinforce prioritization.

3. Listening (without replying) as sometimes, those with significant industry experience may be right over the testing, if you can better understand their PoV

Please reply or message me on LinkedIn if you have leveraged this, or found another valuable action to move forward, and ultimately share what drove results.