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PM Forum - Toronto
Influence outcomes - even without formal 'power'
All marketing professionals need to get results - which can involve getting approval on anything from a new brochure to a national advertising campaign - but may not have much in the way of formal power within their firm.
The PM Forum luncheon in Toronto on 26 March provided some answers to this challenge through a panel presentation by: Adrian Horwood, Senior Vice President, Marketing and Communications at National Bank Financial; Suzanne Godbehere, Director, Industry Marketing for PricewaterhouseCoopers; John Clifford, a partner at lawyers McMillan Binch Mendelsohn LLP; and Mary Ann Freedman of Freedman and Associates, who acted as chair of the panel.
One point raised was that senior members of the firm likely won't understand (or respect) marketing-speak. For example, don't talk about the firm's "brand," but rather its "reputation." Discuss the effect your initiative will have on the culture of the organization. If you talk at a level of strategy and what drives it, rather than operationally, your message will be more likely to be acted upon.
There are many people in a partnership firm who feel that they should have influence over decisions, and so may take joy in saying "no" early and often. This means that there is an informal power structure that is often more important than the formal structure. So, build support for your ideas among these informal power-brokers before presenting them formally - couched in terms of "I'd like to get your advice on an initiative that's just in draft form now, one of several ideas we're considering."
It helps to recognize that most professional firms have a flat organizational structure - while there is a Managing Partner (or similar title), this person is often a first-among-equals member of the partnership. Decisions are made largely on a consensus basis, perhaps with a core group of individuals.
In some partnerships, marketers (who generally are not partners) have trouble finding out who are the most influential people. So, determine what counts as winning behaviour at your firm, and note who exhibits it. It could include the highest-billing professionals, those who lead the teams serving the most important clients, or those in charge of building new areas of practice for the firm. It is important for all marketing ideas to serve the needs of these key individuals.
Building relationships with them is generally best done with one-on-one meetings, or "face time." E-mails, printed material and phone calls may be ignored. It is best to determine when is the best time to go and see them in person, and then do so. This can be a challenge in a multi-location firm, and may mean a lot of travel time, but the investment is generally worth while.
Carl Friesen
Golder Associates Ltd
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