GNT #155: If I were your CMO, I’d start here

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read time: 2 minutes

TL;DR: Sustainable business growth requires shifting from high-urgency tactics to a foundation of three pillars: radical client clarity, a selective point of view, and a growth system that respects human energy.

I’ve had this conversation more times than I can count.

It usually happens early when I’m meeting a new founder or leader and learning how they’re trying to grow.

At some point, they’ll say something like:

“We’re doing a lot of marketing, but I’m not convinced it’s helping us grow.”

As we talk it through, they usually describe something like this:

There’s content going out. The website looks fine. Leads show up here and there.

When I ask what’s actually driving the business forward, the answers tend to get fuzzy.

And that’s when the conversation often turns toward finding a new tactic. A new channel, a tool, or a campaign to layer on top.

But that’s not where I’d start.

In today’s newsletter, I’ll walk you through where I would actually focus first if I were your CMO, and why getting these few fundamentals right makes every other growth decision easier, calmer, and more effective.

Let’s get to it.
 

Why this matters

When leaders feel unsure about growth, the instinct is usually to add more content, channels, and activity.

What I’ve found is that growth rarely stalls because you’re under-executing. It's usually because the system underneath the execution isn't clear enough to support it.

As a CMO, marketing advisor, and growth coach, my job is not to create more activity. It's to create alignment so the right work compounds and the rest can be ignored.

I'd focus on these 3 things first

Foundational decisions that shape everything else.

1. Get radically clear on who growth is actually for

I would start with your current reality, not your aspiration.

Put together a short list of clients or customers who:

• Get the most value from your work
• Stay longer
• Pay without excessive friction
• Align with how you want to work and live

Then ask a few simple questions:

• What problem were they trying to solve when they decided to buy?
• What outcome made the investment feel worth it?
• Why did they choose you instead of waiting, hiring internally, or doing nothing?

This investigation is not about demographics. We're trying to understand their motivation.

Growth becomes calmer when you stop trying to be relevant to everyone and instead become deeply relevant to someone.

Action step:
Write a one-paragraph description of your “best-fit” client in their words, not yours. If it feels fuzzy, that’s your signal to slow down here.

2. Decide what you are willing to be known for (and what you’re not)

Most business leaders struggle here because this part feels uncomfortable.

Being clear means being selective. And being selective means letting some opportunities go.

If I were working with you, I'd ask:

• Where do we consistently deliver outsized value?
• What do we believe about this problem that others don’t say out loud?
• What approach do we no longer believe in?

This is where positioning and your reason for existing meet. Your point of view is not a slogan. It's your filter for decisions.

When you have a clear point of view:

• You sound and show up more human
• Content gets easier to create
• You waste less energy debating direction  

Action step:
Finish this sentence without hedging:
“We believe the right way to solve this problem is ________, even when it’s harder.”

It's OK if you can't finish this yet. What conversations need to happen to get clearer?

3. Build a simple growth system that respects energy

This is where lead generation and sustainability have to coexist.

I would not recommend optimizing for maximum reach or speed first. I would optimize for consistent momentum.

That usually means:

• Primary channels where trust compounds over time
• Clear offers that map to where your client actually is in their journey
• Fewer priorities, executed consistently

Systems that rely on constant urgency eventually burn out the people running them.

A good system makes it obvious:

• What to say
• Where to say it
• What matters this quarter and what can wait

Action step:
Ask yourself:
“If we had to stop everything except one channel and one core offer for 90 days, what would we keep?”

That answer tells you a lot.

Final thought

If we were digging into your strategy, I wouldn't push you to do more.

I would help you decide:

• Who you're really building for
• What you actually stand for
• How to grow in a way that supports the business and allows you to successfully execute over time

I’ve learned this the hard way over the years. Clarity reduces noise. Focus protects energy.

And growth built this way lasts longer.

I'm always rooting for you. See you next week.

-Colleen

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