Leadership in Marketing: How Today’s Marketing Leaders are Creating Impact

James Lawrence: Welcome back to the Smarter Marketer Podcast. I'm here today with Emma Logan. Emma, welcome to the pod.

Emma Logan: James, it's brilliant to be here. Thanks for having me.

James Lawrence: Emma has worked in marketing and media for more than 15 years across New Zealand, London, and Australia. You’ve worked client-side, agency-side, publisher-side, as well as in NFP roles. And now you work with CMOs and senior marketers. I quite like this term you use — it’s not a marketing-focused consultancy but a marketer-focused consultancy. It’s a nice term, one I hadn’t really heard before. So, I’d love to start with your journey — how did the Emma Logan Project come to be?

Emma Logan: Let’s start with what the Emma Logan Project actually is. I’m an executive brand strategist, and I get to work with some of the best and brightest CMOs and senior marketing leaders across the industry. Together, we crystallise who they are as leaders and how they want to show up and be seen.

More importantly, we figure out how to amplify that impact — across their people, their teams, their partners, and the wider industry. As you know, CMOs are tasked with impact — it’s part of their DNA. But in an evolving, high-pressure environment, how do you bring that impact to life authentically, without feeling forced into the spotlight?

It’s about helping leaders build presence that feels natural and genuine to them.

James Lawrence: It feels like a tough time to be a marketer — especially a senior marketer.

Emma Logan: Absolutely. We say that every year, but the complexity has truly ramped up. There’s an ever-evolving expansion of their roles, the skills they need, and the demands of leadership — not to mention the always-on consumer expectations.

Pressure comes from every direction. So, defining how you show up, what you want to be known for, and the kind of leader you want to be is more important than ever. Too often, leaders are reacting to circumstances instead of leading with intention.

An executive brand shouldn’t be just another spinning plate to keep balanced — it should create clarity. It helps you lean into the right opportunities and confidently say no to the wrong ones. Sometimes, that clarity even lets you pass opportunities to others on your team who are better suited for them.

James Lawrence: You’ve talked about the “cost of blending in” for marketers. What does that mean?

Emma Logan: For marketers and CMOs, impact is everything. If you’re not making impact, you’re out. It’s a highly visible role, with expectations that are arguably higher than other C-suite positions.

If you haven’t defined your executive brand, you still have one — it’s just unintentional. And the risk of staying silent is that someone else will fill that space for you.

There are exceptions, of course — like crisis situations where going quiet is strategic — but generally, silence invites misinterpretation.

Marketers are brilliant at storytelling and brand building for others. But doing it for ourselves? That’s confronting. It’s hard to see our strengths clearly. My work helps clients reflect that magic back — I create what I call an executive brand blueprint, a tool that helps leaders see themselves with clarity and intention.

Clients often say, “It feels like looking in a mirror.” That’s the magic — and it’s incredibly hard to achieve on your own because, as I like to say, it’s like trying to read the label on the jar from the inside.

James Lawrence: That’s a great analogy. We use that all the time on the agency side — it’s one of the reasons clients come to Rocket. I love the point you made about filling the space before someone else does.

Emma Logan: Exactly. I’m working with a client right now who’s misunderstood in the market. How people perceive them externally doesn’t align with who they are internally or what they want to be known for. So we’re reshaping that narrative — because if you don’t fill the space, someone else will, and not always with the story you want told.

James Lawrence: There are always classic challenges marketers face, but what are some of the new or emerging ones you’re seeing right now?

Emma Logan: Complexity is coming from every direction. AI is the obvious one — it’s everywhere, in both our personal and professional lives. The best leaders are eager to learn and experiment, but there’s also an art to unlearning old ways so you can embrace new ones. None of us truly know what’s next.

I heard someone say recently that office spaces might return to pod-like setups because we’ll all be working with AI copilots. It’s fascinating to think about how much change is still ahead.

I’m also seeing a rise in emotionally intelligent and kind leadership — a shift inspired by leaders like Jacinda Ardern. There’s growing emphasis on people-first leadership, diversity, inclusion, and understanding individual needs, especially around neurodivergence and belonging.

Leaders now have to manage teams that expect empathy, flexibility, and authenticity — it’s not about hierarchy anymore; it’s about connection.

James Lawrence: Great point. Marketing isn’t a profession in the same way accounting or engineering is — there’s no governing body setting standards. That freedom is part of the appeal, but it also causes fragmentation. There’s no single “right way,” but there are still truisms.

The lack of structure affects how marketing is perceived at the C-suite level — too often seen as just advertising or amplification, not as a strategic driver.

Emma Logan: Exactly. At its best, marketing transforms organisations. But too often, it’s dismissed as “the colouring-in department.” If we don’t change that narrative as an industry, we’ll keep fighting for credibility. Internally, strong stakeholder management helps, but as a profession, we need to lift the conversation and show the true value marketing brings.

James Lawrence: What do the best senior marketers do well when it comes to stakeholder management and boards?

Emma Logan: It all comes down to trust. Deliver on what you say you’ll deliver — that’s how trust is built and maintained. Transparency matters. Don’t overpromise. Consistency builds confidence. Trust is easily broken and hard to rebuild.

James Lawrence: And setting expectations for how marketing actually works. Too often, marketers are pushed into unrealistic ROI models — dollar in, dollar out. We have to educate internally that marketing’s a mix of short- and long-term investment. Otherwise, we’re set up to fail.

Emma Logan: Exactly. And whether marketing is seen as a cost centre or a growth driver fundamentally changes everything. The perception determines how much influence the team truly has.

James Lawrence: Some environments just won’t shift — but in others, you can change that perception with results and transparency. But there are definitely companies where you just think, “I wouldn’t want to be a marketer there.”

Emma Logan: Absolutely. Many senior marketers today are getting clear about where they want to play — which sectors, what structures, what titles, and how marketing fits into the organisation. Titles are shifting fast — growth, revenue, customer roles — but structure is the real signal of how seriously marketing is taken.

James Lawrence: And sometimes, structure tells you everything you need to know. But some leaders step into those challenging roles anyway — determined to prove what marketing can be.

Emma Logan: Exactly — to be the one who changes the narrative.

James Lawrence: You’ve said marketers are great at building brands but not for themselves. What separates those who do it well?

Emma Logan: Leaders who build authentic personal brands open doors they didn’t even know existed. They attract partnerships, top talent, and opportunities. Research from Telstra this year showed leaders with strong networks — and therefore strong brands — drive 5% higher growth, equating to around $15.5 million in additional value per organisation.

The best leaders share their insights generously. They hold the spotlight not to shine it on themselves, but to illuminate others and the ideas they believe in.

James Lawrence: That’s so true. There’s almost an inverse relationship between the loudest “thought leaders” and those who actually have the depth of experience. The best people often hesitate to speak up — but it’s not about having all the answers, it’s about sharing your perspective.

Emma Logan: Exactly. It’s not one-size-fits-all. The format should match your energy — for some, that’s podcasts; for others, it’s writing or mentoring. One of my clients was invited to speak on a major stage and nearly said no out of self-doubt. But when we looked at her brand blueprint, it aligned perfectly with her goals and strengths — so she said yes. And it was transformative.

James Lawrence: That’s great. It’s like marketing strategy — success comes from knowing what to say no to. Clarity creates confidence.

Emma Logan: Exactly. My work helps leaders identify what energises them and where to focus that energy. Executive branding isn’t about ego — it’s about intention and impact.

James Lawrence: I love that. And it’s so true — senior leadership can be lonely. Having someone like you as a sounding board clearly adds huge value.

Emma Logan: It’s definitely a safe space — part strategy, part therapy. Leaders often can’t share their challenges internally, so having that trusted relationship is rare and valuable. Networking, connection, and recovery are key themes right now. You can’t pour from an empty cup — big leadership requires big energy deposits.

James Lawrence: That’s a great way to put it — and such a good reminder. Emma, we finish every episode with one question: what’s one piece of advice you’d give to an in-house marketer?

Emma Logan: Put yourself out there. Say yes to opportunities that stretch you. Don’t let self-doubt keep you small. Even if you don’t get the opportunity the first time, you’ve set the intention and shown you’re ready.

James Lawrence: Love it. Emma, thanks so much for joining me.

Emma Logan: Thanks so much, James. What a fabulous conversation.