My company specializes in developing group purchasing programs for local governments and educational institutions. I’ve wanted to revamp our collateral material and website for the better part of the last year. We have a small team of seven and my team provided me with great suggestions for updating our materials, six months ago. Over the first ten months of the year, I made numerous starts on the lengthy list of materials to revise and proactively blocked off significant chunks of time to get the work done.
All to no avail. With my other responsibilities as the CEO and the never-ending litany of crises to address and fires to put out, I simply have not been able to complete the work.
Recently, the CEO of our largest client and closest partner, commented on the fact that I have been unable to get the work completed because I am trying to do it all myself. He reminded me that we have a member of our sales team who has a marketing degree and enjoys developing physical and electronic collateral material for the company in her spare time. He asked: Why haven?t you delegated this work to her? You can tell her what you want done and review her work product before publishing it.
His comments hit me like a ton of bricks. Why was I trying to do all the work myself when I have a team member who is good at developing collateral and, more importantly, loves to do it? I met with her a few days later to secure her buy-in to taking on 100% responsibility for the redevelopment of our web content and collateral material now, we will have done in three weeks what I was unable to complete in ten months.
So, my tip for busy CEO?s? Don’t forget to use the marketing resources you already have. Just because marketing work is not part of an employee?s formal job description doesn’t mean that an existing employee can’t help your firm do, right now, the marketing work that you need to have completed.