Leadership in Marketing

Last week, alongside 200+ guests, I had the privilege of attending the Leadership Jersey talk delivered by The Lieutenant-Governor, His Excellency Vice Admiral Jerry Kyd CBE, on “How Not to Lead.”

At one point, a picture of a yummy looking cake appeared on screen, and I wondered where this fitted in with Leadership. The analogy was simple – the ingredients that make up a great leader vary depending on the leader!

However, His Excellency said that all leaders must put the organisation first and should be the approach of any leader. However, this often requires making tough decisions and taking risks.

In the military, leadership is not about being liked or making friends; it is about making life-and-death decisions. One of the examples His Excellency shared told of this stark reality.

So what’s the difference between difficult decisions and risks? Can you be a good leader without taking risks? Are making difficult decisions and taking risks the same thing? 

Probably not. Risks involve uncertainty about the outcome but are worth pursuing. Whereas a difficult decision often has a predictable outcome and are made in the best interest of the organisation.

Therefore leadership in the military is very different from leadership in marketing. In marketing, our difficult decisions often revolve around choosing the right platform for a campaign or determining budget allocation – certainly not life-or-death scenarios. However, marketing leaders still need to inspire, engage, and ensure their teams are aligned. Strong leadership should foster innovation, maintain motivation, and ensure that the organisation’s goals are consistently met. However, how do you remain consistent but still embrace change, particularly in the fast-paced digital landscape? If a leader resists change, do people stop following them?

In today’s digitally dominated world, a marketing leader’s ability to adapt is crucial. You have to make use of these changing digital tools to help make data-driven decisions to optimise products and campaigns thus ensuring a strong return on investment.

His Excellency also spoke about how different generations perceive leadership. While Gen X and Millennials may prioritise experience and strategic vision, Gen Z—much like modern consumers—are increasingly drawn to leaders who stand for something meaningful. This means marketing leaders must embody and communicate their organisation’s values authentically. A leader who champions sustainability, inclusivity, or social responsibility can inspire campaigns that resonate deeply with audiences.

Finally, His Excellency highlighted the distinction between skill and attitude. Attitude, His Excellency argued, is something you either have or don’t, while skills can be learned. Effective communication is often regarded as the cornerstone of marketing but is classed as a skill that can be developed so it’s important but not necessarily vital for a strong marketing leader.

I think that ultimately, leadership in marketing is about balancing creativity with strategy, vision with execution, and innovation with tradition.