The challenge is this: the best marketing organizations have team leaders and channel leaders, and most people only think of team leaders.

If you ask a team leader what the most important matter is, they might answer: "Team first, product second". In this case, success for them is that their team is satisfied and that they reach their targets.  Not bad, but not a good enough leader.

In this post, we will analyze and finish with the last block, which is no less important, because there is no point in having a good structure, recognizing talent and establishing the processes and the ecosystem if none of it is led properly.

The best team leaders have to be ''business'' first and a ''driver'' second, and this is an essential shift, especially if you are a marketing manager.

To be a good marketing organization, team leaders have to think of the business first, not as a partner to the business, but as a driver of its work. This is an important mindset shift.

But this is only half the battle because, we need great channel leaders, great channel directors or managers.

If we ask, what makes a good channel manager? They would answer something like: "a good channel manager is the one who manages to reach the targets, to exceed the targets". But something is missing, there are many other things.

We need them to have a strong sense of responsibility. They have to be obsessed with what they bring to the table and know what their mistakes are so they can eliminate them immediately.

- They should have a strong point of view on how their channel is working, how it's going to grow now and in the long term.

- They should be able to respond to all kinds of queries: strong business case, proactive management, always reaching out when they see a blockage.

- Update everyone else on what is happening in their domain.

- Stay ahead of problems.

- All of this is proactive channel management, skill, diligence. The fact that they can leave the organization for a week and everything works well because everything is documented and clear to others.

- Revolutionary versus evolutionary: thinking outside your domain to have a greater impact.

- Complete funnel understanding.

- Pride in the channel: they should be obsessed with their channel. Always be reading about what your channel could bring to the organization. This kind of 'pimping' is contagious. This way, you will have more resources and you will be faster, so the organization will perform even better.

Each quarter you can rate your channel leaders using such a ''scorecard'':

In this case, would they be good channel leaders?

No, they are not at all. You cannot be a top marketing organization fighting the competition with 10 or 20 people who are halfway there. No matter how well-intentioned they may be, you have to raise the bar. They are going to follow you. These scorecards sometimes require difficult conversations, which brings us to the next tip, and it's a start:

You, as marketing leaders and as team leaders, have to do what is right while trying to do what is good for the team.

It sounds difficult, but it is vital that you take this perspective when you make decisions, and by the way, it is better for the team.

Leadership

Most people think that leadership is the same as management. Leadership can come from various sources, from some of the workers who have been with the company for 15 years or from others who have only just arrived.

What is certain is that it has to be a person who inspires revolutionary work. Someone who has charisma and attraction that inspires others to work harder, to raise the bar. Someone who stays later and comes in earlier and, of course, helps others to improve.

But what makes someone a great leader?

Gravitas

- Confidence

- Determination

- Integrity, honesty

- Emotional intelligence

- Reputation

- Vision (charisma): not afraid to talk about that vision, and where we are going.

Women tend to be better at vision, men at competence.

Communication skills

Most people think that this is only about 'speaking well'. That is important, but it is not everything. So a good leader must:

Have speaking and reading skills

- Be assertive

- Have a sense of humor, the ability to joke around

- Master body language and eye contact

La mayoría de las personas creen que esto se trata únicamente de ‘’hablar bien’’. Eso es importante, pero no lo es todo. Así que un buen líder debe:

Tener habilidades para hablar y para leer

- Ser asertivo

- Tener sentido del humor, capacidad para bromear

- Dominar el lenguaje corporal y el contacto visual

Tactics

• Invest in leadership training: internal and external.
  Talk to leaders of similar companies.
  Communication skills training. Read, observe, study!

Culture

In a growth culture, people believe their most basic skills can be developed through dedication and hard work. Brains and talent are only the starting point. This view creates a love of learning and resilience that is essential for high achievement.

Low ego, talking about ''we'' not ''I'', lots of empathy, with the category, with the customer, and being extremely optimistic is what makes our culture fantastic.

Hiring down-to-earth leaders and employees should be one of your priorities. This leads to a culture where everyone feels that their voices can be heard and there is a great level of freedom and empowerment.

Conclusion

A perfect marketing team must have:

- The right structure

- The right talent

- The right processes

- The right ecosystem

- The right management

- The right leadership

- The right culture

The world's top marketing organizations didn't get where they are by accident. They are built and designed with intention. They require time, energy and a relentless obsession with constant improvement.