What do demand generation managers get wrong when trying to influence the C-Suite?

The main mistake that demand generation managers make when trying to influence the C-Suite is focusing too much on tactics and metrics instead of the business outcomes that matter most to executives, such as revenue and profitability.

When demand generation managers fail to speak the language of the C-Suite, it can lead to confusion and unproductive conversations. It is essential to reframe conversations in a way that is meaningful to the C-Suite and adjust the narrative based on the audience.

Demand generation managers need to tailor their messaging to align with the overall strategy, understand the C-Suite's priorities, and build relationships to gain their support.

The main mistake that demand generation managers make when trying to influence the C-Suite is focusing too much on tactics and metrics instead of the business outcomes that matter most to executives, such as revenue and profitability.

When demand generation managers fail to speak the language of the C-Suite, it can lead to confusion and unproductive conversations. It is essential to reframe conversations in a way that is meaningful to the C-Suite and adjust the narrative based on the audience.

Demand generation managers need to tailor their messaging to align with the overall strategy, understand the C-Suite's priorities, and build relationships to gain their support.

Three common mistakes come to mind when Demand Generation managers are trying to influence the C-Suite:

Focusing too much on the top of the funnel:

Awareness, traffic, and net new leads are important. However, if they don't convert to pipeline and revenue, your efforts won't carry much weight, and you'll develop a reputation for focusing on "vanity metrics." Avoid this at all costs; it will impose a major tax on your career.

Failing to understand the whole:

We have to stay focused on our task—generating pipeline for the business. But if we don't understand the part we play in the entirety of the Go-To-Market (GTM) motion we will be forever constrained to low-level IC status.

Failing the funnel math:

You may think adding $1M to your paid budget is a good idea. Still, if you don't understand how those 4500 leads convert to 140 MQLs, 120 SALs, 40 meetings, 20 opportunities, and ultimately $200K in revenue, you are going to upset your executive team, damage the business, and sink your career. Understand your conversion funnel and get familiar with the downstream impact on revenue.

Everyone in the C-Suite cares about efficiency, unit economics, and conversion. Work to develop that same level of awareness in yourself and watch your career skyrocket.