You are an experienced business leader who is appreciated for your ability to make decisions and take things forward. Your rhetoric is effective and you trust your gut feeling.
Fine. But in marketing, gut feeling is not an asset – rather a risk of prioritising wrong initiatives, stagnating development and missing out on new business opportunities. Marketing that gives good results requires curiosity, responsiveness and collaboration, which cannot be replaced by mere feeling and action.
Scenario: The result is scrupulous, margins are failing and everyone in the management team realises that you have to prioritise finding new customers to increase sales and profitability.
- A colleague suggests exploring new ways to acquire customers by creating an internal task force and engaging an external partner to help you move forward in your work
- Another colleague suggests that you run a replay of a very successful campaign you’ve run in the past. You would both save money and gain time by reusing the set-up and probably get quick results
- A third colleague offers to write a brief and engage the advertising agency that co-created the initiative last time to give them the chance to develop and improve it further
Three pretty reasonable suggestions on how you can find a solution to the problem. What does your gut say?
It doesn’t really matter, because that’s not how decisions that affect the whole company should be made. Instead, involve more colleagues in the discussion and find a way forward, which may consist of one or more of the proposals or something completely different.
Good ideas often come from unexpected places and your gut feeling must not prevent them from being heard.