Team Management, Time Management,


work life balance

07:00: Hit the snooze button.

07:30: Wake up, a bit groggy, but not as much that a cup of coffee can’t fix.

07:30 – 08:30: Along with my usual morning routine, I check my email. Being a marketing manager, I receive emails throughout the day and night, so my Inbox needs a thorough review.

08:30: I’m out of the house by 8:30 or latest by 9. I live one hour from my office, and the traffic is unbearable in parts. Instead of letting it get to me, I’ve found a way to make the best use of this time – listening to the Tim Ferriss Podcast. He’s one of the top Marketing Gurus I follow and I find his podcast insightful.


10:00: I check my emails again to see if there’s anything that I have missed. I respond to some, and cue in the others for later. One member of my team is responsible for sending thought-provoking articles, so I quickly drop those into the ‘to Read’ category of my Inbox. I will read them on Friday.

10:30: The next hour is spent on ideation. There are, always, many marketing-led ideas floating around. I have a discussion with my team – suggest changes to some ideas, shoot down a few and look to amplify others. I sign-off on a few previously discussed ideas and approve them for execution.

11:30: This is usually the time for my meetings. The first is usually an update call with my boss(es). We usually discuss finances and budget allocation, analyse reports, share some feedback about those who report to me and spend a few minutes discussing the other arms of our organisation’s structure. This call usually happens once or twice a week. On the other days, I am usually in meetings with my colleagues from other departments like Sales and Research.

12:35: Hyderabad, we have a problem! I have been pulled out of one of my meetings to deal with a crisis. There is a delay in the launch of marque range of products. So the marketing campaign for the same will be postponed. This will not sit well with our key client, who is our launch partner, and with the Sales unit as well. They’re threatening to back out of the deal, which will throw our entire launch in disarray.

The National Sales Head and I get into a back-and-forth argument first. Then we have a conference call with the client. We explain our reasons for the delay. We also add-in a digital-led contest to pacify the client and keep them interested in the property. The cost of this contest will be siphoned from the marketing budget. However, on the flipside, I’m keeping in mind that there wouldn’t be such a substantial budget if it wasn’t for the client. Crisis solved.

13:30: Lunch. My team and I usually have lunch together. It has evolved into our daily psyche.

14:00: I spend this time managing and reviewing on-going campaigns. In an MNC there are always multiple campaigns in the market. These could range from something as simplistic as blog content to an exhaustive video shoot. However, its management and execution is vital to ensure every element meets the guidelines of the product and the business. Managing it is one of the most important jobs for a marketing manager, as you are only as good as the message you have in the market. It could also include the launch of new campaigns, which often involves working with third party agencies or clients to ensure delivery and work towards achieving expected results.

15:00: I’ve called in our digital agency to preview all point-of-sales material for a product range we have in the market and have to market. Our brief was clear as it comes from our company’s overseas headquarters. There is not much room for experimentation in local markets. Fortunately, our agency has managed to meet the brief exactly. Job done, we’ve hired the right agency!

16:15: The previous timeframe is always a marathon session, where I usually get most of my work done. I take a 15-minute break and head to the analytics station. In this digital age, I have found this to be one of the most complex and compelling aspects of my job. As a benchmark, I usually rely on competitive analysis as a stringent barometer. That’s because I strive on being ahead of everyone else in this space.

17:30: Not many Marketing Managers believe in this, but I provide daily feedback to those working in my team. It may not be ideal, but based on the relationship we share and the speed at which processes evolve, I find the older system of weekly or monthly feedback outdated. My team too is responsive to this methodology. It helps them focus on their goals and targets in real time.

18:30: Time to leave the office. I have never felt the ROI on working late hours is worth it, unless the work is highly critical in nature.

Post work is another long drive home. Once home, I either go for a swim or head to the gym, grab a bite to eat, read few pages of a book, and fall asleep.

PS: I am not married. As yet.

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