The Real Reasons Why CMOs Get Fired

What do the most senior execs in the C-suite actually think of chief marketing officers (CMOs)?

It’s complicated, according to fresh research from Gartner, shared exclusively with ADWEEK.

The research firm interviewed 125 chief executives (CEOs) and chief financial officers (CFOs) to get the inside scoop on what’s expected of CMOs and how they can stay on the job longer—and the data is illuminating.

Gartner’s research revealed that CEOs and CFOs have high and growing expectations of marketers beyond meeting performance targets. These execs now want marketers to demonstrate flexibility, be held in high esteem by the C-suite and—surprisingly—get better at marketing the role of their function internally.

The main reason marketers are fired, Gartner found, was the inability to deliver promised results, with 69% of CEOs and CFOs stating this would lead to CMO removal.

A failure to adapt was the next biggest reason (58%), followed by a failure to earn the leadership team’s respect. 41% of CEOs and CFOs said they would terminate a CMO if they couldn’t communicate a strategic vision for the marketing department.

For a myriad of reasons—from moving up the ladder to poor performance—the average CMO tenure is notoriously one of the shortest in the C-suite. Most Fortune 500 CMOs last just 51 months, or 4.2 years, in the job, per data from recruitment firm Spencer Stuart.

Chris Ross, vp analyst at Gartner for Marketers, advised new CMOs have a “finite amount of time” to score points with the board. Whether they’ve been recruited internally or joined from another business, “that’s a magic period. You have to get off to a strong start,” he said.

CMOs need to market themselves better

Of course, not every CMO ends up getting fired. But figures from Gartner suggest senior members of the C-suite have a generally dim view of the top marketing job.

Only about one-third of CEOs and CFOs feel aligned with their CMO on how marketing can drive growth. A similar percentage (38%) consider their top marketer a good collaborator.

More troubling, perhaps, is that just 22% say their CMO has been clear about what the marketing department is responsible for accomplishing.

Compared to CEOs, CFOs are less optimistic about marketing’s ability to boost the bottom line. A slight majority indicate they are either neutral or skeptical on whether marketing is worth the investment.

This attitude can make it difficult for CMOs to secure the budget and resources they need to pursue their strategy.

One way top marketers can gain their CFO’s trust is by increasing their financial literacy and doing a better job of quantifying the ROI on their ad spend, according to a recent survey of 80 financial leaders from B2B market research firm NewtonX.

Marketers need more face time with senior execs

CEOs and CFOs gave better grades to CMOs in positions of power than those operating outside of a company’s inner circle.

Senior executives are nearly twice as likely to say a top marketer is exceeding expectations when they report directly to the CEO, as opposed to being one or two layers below.

Likewise, 42% of CEOs and CFOs noted their CMO is surpassing expectations when they’re involved in planning corporate strategy. Only 6% said the same when their CMO isn’t involved in making overall business decisions.

“CMOs who invest the time and effort to develop strategic prowess and perspective on the business are more likely to earn an invitation to contribute in a more significant way to corporate strategy,” reads a line from Gartner’s report. “This contribution can in turn have a dramatic impact on how senior executives view CMO performance.”

Bridging the C-suite gap

CMOs spin a lot of plates. Gartner’s study revealed the average marketing function is involved in or accountable for 10 business areas and will take on additional responsibilities by 2029.

As they add more to their remit, Ross said CMOs can rebuild CEO and CFO confidence by clarifying their accountabilities, communicating how marketing is connected to growth initiatives, improving collaboration with others, and more effectively demonstrating the impact of marketing.

“If there’s one thing that every CMO should be laser-focused on it’s: what is your growth story? Do you have a compelling growth story? [Can you demonstrate] how marketing is connected to and driving that growth?” he said.

Ross continued: “If you do, you’re much more likely to be seen as successful and exceeding expectations by your CEO and CFO.”