Hi Friends,
Summer, we’re eagerly awaiting your grand entrance. But before that, let’s give a shout-out to all the warrior parents out there juggling work, sports banquets, dance recitals, and graduation parties in this merry mayhem of May. We’ve evolved into a hybrid species of chauffeur-coach-paparazzi skilled at managing a never-ending carousel of carpools and photographing every play-by-play for the world to see on our socials.
Now, on a more serious note (don’t worry, not too serious, we’re still fun here), I found myself contemplating the ‘why’ behind our parental juggling acts. Of course, love for our little ones is the prime motivator. But my love extends to my friends, parents, and job too. Yet, I’m not sure I’d dedicate this level of enthusiasm or frequency to them, even if time were as generous as the icing on a bake sale cupcake. So, could there be more to it than just love? Something to ponder as we lick the cupcake crumbs off our fingers.
The talk of the town recently has been all about finding purpose and striking a balance in our work lives. As a proud member of the Gen-X tribe, it took me a hot minute (or several thousand) to decipher this cryptic concept of balance. Eventually, I had an ‘aha!’ moment – my zeal for my work gifts me a lofty sense of purpose, making the balance seem like an elusive unicorn. Didn’t someone astute once claim that it feels less like work and more like a paid hobby when you love what you do?
So, you might wonder, how does this tie into AEC marketing? Well, I’ve been lucky enough to rub elbows with industry folk at several conferences lately (huge shout-out to PSMJ and SMPS for the invitation). It was hard not to notice a common thread of frustration amongst AEC marketers. Of course, passion was not in short supply, but many felt their value was as overlooked as the last cupcake at a bake sale.
It’s a puzzling paradox. AEC marketers are willing to burn the midnight oil to meet deadlines and pound the pavement to cultivate relationships. Yet, the escalator to the C-suite seems to be reserved for those with technical degrees.
Why do AEC firms maintain that you must know how to build the watch to sell the time? Why is the path to C-Suite for marketing and business development leaders as clear as a foggy London? Running a business and running a practice are different skill sets, aren’t they? If you’re not convinced, feel free to join my next presentation coaching session with a group of project managers and superintendents. We’ll make a believer out of you!
After tumbling down this rabbit hole of curiosity, I conducted an investigative spree on LinkedIn’s job board. The number of AEC marketing and BD jobs with salaries north of $200,000 was pleasantly surprising. But the plot twist was that many of these high-paying roles demanded technical degrees. The contrast was stark when compared to other industries like financial services, IT, and legal services. None of these required their CMOs to be experts in their respective fields. So, why does the AEC industry insist on a technical degree for someone selling, not building?
In this talent-hungry market, where differentiation is vital, it seems logical for firms to value the unique skill sets needed to scale a business, not just operational expertise and a dash of gut feeling.
So, what should firms be looking for in their marketing leaders today? And how should they train their internal teams who already display the crucial ingredients – passion and dedication? First, let’s focus on strategic thinking and a deep understanding of the customer’s journey. Marketing leaders should be capable of creating innovative campaigns that not only showcase the firm’s capabilities but also resonate with the client’s needs and aspirations.
In this digitized world, strong proficiency in data analysis is also crucial. Your marketing leaders should be able to interpret the hieroglyphics of data into insightful action plans. They should be data detectives, unlocking the secrets that numbers hold.
In addition, they should possess the art of storytelling. Not the bedtime fairy tale kind, but the ability to craft compelling narratives about your brand that ignite curiosity, stir emotions, and spur actions.
As for training your internal teams, it’s time to ditch the “one-size-fits-all” strategy. Instead, tailored training programs that consider your firm’s strategic goals, the individual’s strengths, and areas of improvement of your team members can go a long way.
Invest in training focusing on the latest marketing trends and strategies, such as social media marketing, SEO, content marketing, and CRM management, and we cannot leave out AI. But, before you object and claim AI will be the death of today’s marketer, let me offer a different way of looking at it. I do not think AI will replace marketers. However, I believe the marketers who know how to use AI will replace those who don’t.
Encourage your teams to participate in webinars, industry conferences, and workshops for continuous learning. Remember, marketing is an ever-evolving field, and staying updated with the latest developments is essential.
Lastly, foster a culture of open communication and collaboration. Remember, your teams are your best internal advocates. If they are passionate and dedicated, their enthusiasm will permeate your brand, creating an authentic connection with your clients.
So, there you have it, folks! As we brace ourselves for the summer sun, let’s also embrace the evolution of our marketing leader roles. After all, we’re not just selling a service but shaping experiences and building relationships. And as some of us have learned from our parental escapades, that requires more than just love; it requires a unique blend of skills, dedication, and an extra helping of cupcake diplomacy!
Keep up the good work until next time, and remember to slather on that sunscreen. And, of course, keep the cupcakes coming!
