Authority is granted by the organisation; credibility in corporate brand and marketing leadership is earned separately. Teams read what their leaders tolerate on marketing leadership far more accurately than what their leaders announce. It is written for people who have to make this strand of organisational leadership work with the resources they already have. Organisations that document corporate brand and marketing leadership properly resolve disputes about it far more quickly. Participants gain a clear basis for measuring what this aspect of organisational leadership has actually achieved. Content is organised around the decisions practitioners actually face in marketing leadership, not around theory headings. Sessions alternate between guided analysis of corporate brand and marketing leadership and supervised application. Improvement in marketing leadership stalls when it depends on one capable individual rather than a defined method. The final module sets out how progress on the practice within organisational leadership will be evidenced six months later.
Expected Learning Outcomes
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Design a training and briefing approach that sustains competence in corporate brand and marketing leadership.
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Define the scope and boundaries of marketing leadership so that responsibility for it is unambiguous.
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Hold difficult conversations about corporate brand and marketing leadership early, while they are still small.
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Identify the failure points in marketing leadership most likely to cause loss, and control them first.
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Judge when to escalate corporate brand and marketing leadership and when to absorb it.
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Manage the emotional load marketing leadership places on you and on the team.
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Communicate the reasoning behind corporate brand and marketing leadership, not only the conclusion.
Who Should Attend
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Consultants coaching leadership teams on corporate brand and marketing leadership.
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Analysts producing the data on which decisions about marketing leadership rest.
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Human resources partners advising leaders on corporate brand and marketing leadership.
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High-potential staff being prepared for wider responsibility for marketing leadership.
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Team leaders responsible for daily delivery of corporate brand and marketing leadership.
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Public sector officials applying marketing leadership within a regulated framework.
