Because yes, budget planning season isn’t just about crunching numbers; it’s a time that can strain relationships and teamwork among brand managers. As budgets are allocated across marketing brands and initiatives, tensions can rise when some managers witness their funds shifted to other brands. Read between the lines, it’s shifted to other team members, not just brands. This is when our marketing egos inflate a little bit. And this friction may lead to frustration, competition, and a less-than-harmonious atmosphere within the team.

The Impact

Imagine this: a brand manager who’s poured hours of strategic thinking into their budget proposal suddenly sees their meticulously planned allocation transferred to another colleague’s project. It’s natural to feel a sense of loss and frustration. This emotional reaction can set off a chain reaction of resentment and competition, ultimately undermining the unity of the marketing team.

If you’re a Marketing director, you might not even spot these tension moments because they are hidden from you. They lurk sometimes in the form of little chit-chats about this brand, or that brand. Beware through that this level of competition isn’t healthy.

One of the impact I have seen is that when it’s not managed well, some team members are so frustrated they start looking for a job elsewhere. You might find it drastic. Look beyond that budget situation that seems to have triggered them. It is more likely that it stems from other frustrations that have accumulated to a point of no-return. Even if it sounds too late, it is time to have a chat and genuinely care about what is going on with them. Be in their shoes.

Addressing Concerns

Open and honest communication becomes paramount during these times. As a marketing leader, actively listen to the grievances of your team members. Provide them with a platform to voice their concerns and frustrations. Create a safe space where emotions can be expressed without fear of reprisal. Acknowledging their feelings can go a long way in diffusing tension.

You have probably developed a rationale for the way you have allocated your budget by brand, perhaps you’ve even asked all your team members to recommend their budget levels. Do invest some time to provide the overall team and each individual the story behind the choice of allocated budget. Allow for a Q&A. Remember to also not just look at year +1 but also the past and future. Budgets do not just live within a 12 month-lifespan, they have a past and they work on building a future.

Budget times are stressful for everyone involved. Even the gardener who comes once a week to water the plants in the office can sense the tension. So many meetings, pre-pre-alignments, pre-meeting for a final alignment, presentations to 4 or 5 different levels of stakeholders and an unbearable wait for the final numbers to come.

Promoting Collaboration

Fostering a spirit of collaboration in the face of competition is key. Emphasize that while individual brand projects are essential, the collective success of the team remains the ultimate goal. Highlight how shared victories are a win for everyone. Encourage team members to recognize that their colleagues’ achievements contribute to the team’s overall success.

Transparency and Fairness

Transparency plays a pivotal role in mitigating tension. When managers understand the rationale behind budget reallocations, they’re more likely to accept changes. Provide comprehensive explanations for these decisions, showcasing that they’re driven by strategic alignment and the best interests of the team as a whole

Team-Bonding Stuff

Bonding experiences can strengthen team relationships. Consider team-building activities that allow brand managers to interact outside the confines of budgets and campaigns. These shared experiences can break down barriers, forge connections, and lay the foundation for a collaborative work environment.

In summary

Brand budgeting is more than crushing numbers. As a marketing director, how you manage your team’s cohesion during this particularly stressful and high-stake time is going to make you an inspiring head of department or one that is losing a few trust points.

If this article has picked your interest, it might be time to know where to start when it comes to optimising your marketing leadership. Got 3 minutes? Take the quiz now

Speak soon,

Mags

Leadership Coach for Marketers