When establishing the PMM function in an org, how can you manage expectations and change perception if leadership (CEO, Founder, CMO) have a different interpretation of the role?

Assuming you were hired for this role, I think that this type of conversation should ideally happen before you accept the job. Asking a question like "what vision does the CMO, Founder, CEO, executive team, etc. have for this role?" Even just digging into the job description and asking for more detail. If their perception is something wildly different than yours, you might not want to take the job.  But that doesn't really answer your question... So, if you find yourself in this position as a ne ...Read More

This question is great and so very relevant. I've been companies where leadership has had 3 very different thoughts on the PMM org.  PMM IS AMAZING What the heck is PMM and why am I paying their salaries?  Eh, PMM exists but I don't care much about what they do. << my least favorite of them all, believe it or not.  PMM is amazing: This of course is an easy one! Keep doing great things and the leadership team will advocate for you. Communicate to them often on progress. Partner wherever nec ...Read More

If you end up in a situation where leadership has a fundamentally different idea of the PMM function than you do, you're facing an uphill road but you have a path to change perceptions. First, build content and programs that customers not only love but also openly express how much they love those things. Whether you look at CSAT, YouTube comments or ad hoc quotes from a key customer meeting, let happy customers be your advocates internally. Chances are, if your model for PMM churns out work that ...Read More

I would try an establish common ground early and often. Ask yourself these questions: What guiding principles do you need to establish between your role and senior leadership to be successful? What latitude do you need to be successful? What core philosophies do you need alignment on to be successful? Once of you a sense of the above, set rules of engagement with leadership so you're aligned on needs. This comes before outcomes - establish your relationship and rapport. Once that's in place, dis ...Read More

Such a great question! And sadly, a common challenge for product marketing. I've found even when a company hires its first product marketer, not everyone is aware or on the same page. I have struggled with this very same thing at multiple companies and have found creating a team charter to help.  You can check out how I tackled that here: https://medium.com/@julie.ef.brown/how-to-write-a-product-marketing-charter-916d91e53a65  The critical components are: Define what PMM is (and can even say wha ...Read More

I would start by meeting 1:1 with your leadership team (CEO, Founder, CMO) to understand each leader's interpretations of the PMM function. You can probe with questions like, "How would you describe PMM's primary role within our company today? What does success look like for you? What are your most important metrics that PMM can own and influence?" You want this to be a conversation so be ready to listen, but also be prepared to offer your POV based on your personal experiences and different typ ...Read More