The Real Reason CEOs Fire CMOs First

For a long time, I believed that CMOs held the key to unlocking business growth.

After all, marketing is the heartbeat of every successful company, isn’t it?

But here’s the hard truth. CEOs don’t see it that way. And if you’re a CMO reading this, don’t tune out just yet, there’s something here for you.

Why does this matter?

Because when things go wrong, CMOs are often the first to go. The average tenure of a CMO is just 4.1 years. shorter than any other C-suite executive. Compare that to CFOs at 5.1 years or CEOs at 8 years. The numbers don’t lie.

(Source: Harvard Business Review)

The Problem Isn’t Always the CMO

it’s not entirely the CMO’s fault. CEOs are just as responsible for this dynamic. Hiring a CMO isn’t like hiring a CFO or COO. Marketing is subjective, unpredictable, and, let’s be honest, a bit mysterious to those who don’t live and breathe it.

Here’s the reality: CEOs often don’t know what they really need from a CMO. They hire someone based on an impressive CV or a standout interview, only to realise later that the fit isn’t right. By the time they figure it out, millions may have been spent with little to show for it.

Why CMOs Get Fired

When the board demands results and the company isn’t hitting its targets, who gets the blame?

It’s usually the person responsible for generating leads, building the brand, and driving revenue.........the CMO.

But why are they often the first to go?

1. They Overpromise CMOs are natural storytellers, skilled at painting a vision of what’s possible. But when those promises don’t materialise quickly, the story falls apart. CEOs aren’t patient; they want results yesterday. When CMOs ask for six months to “prove their value,” it sounds like an excuse.
2. Budget Battles The classic complaint: “I don’t have enough budget.” While it may be true, CEOs expect results with the resources at hand. Complaining about budgets only reinforces the perception that marketing is a cost centre, not a revenue driver.
3. They Don’t Build Alliances The C-suite is a political arena. CMOs who fail to build relationships with CFOs, COOs, and CIOs are setting themselves up for failure. Collaboration isn’t optional; it’s essential.
4. Misalignment with Business Needs Harvard Business Review identifies three types of CMOs:

What CEOs Can Do Better

If you’re a CEO, take a moment to reflect. Firing your CMO might feel like the easiest solution, but is it the best one? Here’s how to set them up for success:

1. Define Success Clearly Don’t hire a CMO without knowing exactly what you want. Are you after lead generation, brand building, or revenue growth? Ambiguity is the enemy of success.
2. Align Compensation with Results Tie bonuses to measurable outcomes like revenue growth or customer acquisition. This ensures accountability and focuses the CMO on what matters most.
3. Involve the Team A CMO doesn’t work in isolation. Ensure they can collaborate effectively with the existing marketing team and other departments. Better yet, involve key team members in the hiring process to ensure alignment.

How CMOs Can Thrive

Surviving and thriving as a CMO requires a proactive approach. Here’s what to focus on:

1. Show Results Quickly The first 90 days are critical. Find quick wins to build credibility. CEOs won’t wait for results, and neither can you.
2. Build Relationships Your C-suite peers aren’t competitors; they’re allies. Invest time in trust and collaboration. A united front protects you when challenges arise.
3. Know Your Strengths Be honest about what you excel at during the hiring process. Misaligned expectations are a recipe for disaster.
4. Recognise Your Team Great CMOs credit their team’s contributions. Earn loyalty by acknowledging their efforts.

A New Mindset for Marketing Leadership

It’s time to rethink the CMO role. Many companies are already shifting to titles like Chief Growth Officer (CGO) or Chief Revenue Officer (CRO), roles that come with clearer accountability and a direct link to business outcomes.

But a title change alone isn’t enough. Success in marketing leadership requires a mindset shift, one focused on driving measurable results, aligning with the broader business strategy, and being relentlessly useful.

Both CEOs and CMOs have room to grow. By fostering better communication, setting clear expectations, and prioritising measurable impact, they can forge a partnership that drives real business growth.

At its core, marketing isn’t just about campaigns and creativity; it’s about making a difference. Done right, it’s one of the most powerful drivers of success.