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My mother was always the last parent to pick me up from gymnastics practice. While other moms arrived in jeans, she’d sweep in wearing a power suit, fresh from her role as a senior marketing executive at a major software company. At the time, it was a bit embarrassing. Looking back, I realize I was witnessing someone who refused to accept artificial limitations on what she could achieve. Years later, as a CMO, I’ve come to appreciate how those early lessons shaped my understanding of professional possibilities. As a CMO in the 80s, my mother was a trailblazerit was not typical for a woman to have a seat at the board table. But I’ve also learned that even with strong role models, we can still construct invisible barriers that limit our potential. These self-imposed ceilings manifest in unexpected waysnot just in career aspirations, but in how we think about work itself. Years before remote work became mainstream, I questioned another artificial boundary: the assumption that effective leadership required a physical office. The answers about where and how we could work seemed predetermined by longstanding corporate norms, until I proved otherwise. Wheres your artificial ceiling? The pattern of self-limitation is pervasive in the business world, especially in how we perceive career progression. I have personally experienced how these artificial barriers affect leaders, restricting our potential for further growth and advancement despite our knowledge of customers, market dynamics, and business strategy. Nevertheless, numerous skilled marketing leaders, including myself until recently, hesitate to pursue a trajectory beyond CMO. This is not due to a lack of capability, but rather because we have internalized certain assumptions about our career path direction and the roles that align with our expertise. The same can be said for other professions. Regardless of your department or title, where do you see yourself topping out? Whats the limit? And why is that the limit? Ask yourself those questions. And then make sure the ceiling you envision genuinely where you want your ceiling to be. (Of course, not everyone aspires to be a CEO; Im talking about aligning your perceived ceiling with your desired ceiling.) Break through the ceiling My own process of breaking through these limitations began with redefining success on my terms. That meant moving beyond traditional career metrics to focus on creating lasting impact. To me, this meant developing the next generation of diverse business professionals, building high-performance teams rooted in different perspectives, and pursuing roles challenging conventional wisdom about career progression. Breaking through artificial ceilings is about more than career paths. Its about how we work. Long before the recent global shift to remote work, I chose to lead my teams from a distance. This was in an era when many questioned whether remote leadership could truly work. But I’ve built and led high-performing teams across distances for years, proving that physical presence doesn’t define leadership impact. Today, my long-term success as a remote executive serves as evidence that meaningful mentorship, team development, and career growth don’t require shared office space. My professional goals have evolved beyond the CMO rolea goal that once seemed beyond my scope but now forms the core of my professional vision. The interesting thing is that breaking through the limitations was never just about moving up the ladder; its more that I realized that the metrics that matter to me, and the impact I want to have are beyond the CMO role. My perceived ceiling now aligns with my desired ceiling. Elevate others along the way The process of dismantling these self-imposed barriers isn’t just personal; it’s about creating ripple effects throughout organizations as well as our families, social circles, communities, and more. In my role mentoring emerging business professionals, I’ve seen how one person breaking through their perceived limitations can inspire others to do the same. (Really!) Its so much easier to recognize and dismantle artificial ceilings when youre doing so in an environment that actively encourages it. Again, this doesnt require physical proximity. When we challenge assumptions about where and how work gets done, we open new possibilities for talent, collaboration, and achievement. My teams have consistently demonstrated that leadership excellence transcends physical location. Thats why, for your sake and for the sake of the people around you, I strongly encourage you to take the lead in creating that environmentwherever you are. Empowering employees to challenge self-imposed boundaries requires intentional action: Actively questioning assumptions about traditional career trajectories Building support systems that encourage ambitious professional moves Developing teams that celebrate diverse perspectives and approaches Combining specialist expertise with broader leadership skills Creating opportunities for others to expand their perceived limitations Can you imagine the collective power of everyone redefining success, questioning assumptions, dismantling boundaries, and striving for their full potential? The potential impact on their individual success and career satisfaction is pretty amazing. Plus, you can combine that with the impact on the overall organization as people become more intentional about excellence and achievement. Even if youre not in a position to spearhead a cultural change within your own organization, you can still lead by example. Create a new pathway for others to follow. Turn uncertainties into possibilities For those questioning their own artificial ceilings, start by examining your automatic responses to career opportunities. Do you immediately rule out certain roles? Do you assume some positions are out of reach? Challenge these assumptions. Consider whether you’re limiting yourself based on outdated notions of what’s possible. Its okay to be uncertain; thats natural when youre in a new scenario and pushing through barriers. But that means youre getting somewhere. It means youre turning uncertainties into possibilities. I started my career stuffing envelopes. To get to the C-suite, there had to be a lot of new scenarios, and a lot of barriers to push through. And Im still working on it. The key is recognizing these self-imposed barriers for what they are: artificial constructs that can be dismantled with intention and support. The next time you encounter an opportunity that seems just beyond your reach, pause and ask yourself: Is this a real ceiling, or one I’ve built myself? The answer might reveal possibilities you never considered achievableand the first step toward breaking through to your full potential. Melissa Puls is chief marketing officer and SVP of customer success at Ivanti.
Category:
E-Commerce
The White Houses recent decision to grant press credentials to independent journalists, podcasters, and social media influencers marks a defining moment in the evolution of modern media. It acknowledges a reality that has been unfolding for years: How people consume information has fundamentally changed. For years, traditional media outlets have been the primary gatekeepers of news and information. Today, the landscape is fragmented, dynamic, and decentralized. Millions of people now turn to independent content creators, newsletters, and podcastsoften in place of mainstream news sources. This shift raises essential opportunities and challenges for companies and executives navigating todays complex media environment. Its no longer enough to focus solely on securing a headline in The Wall Street Journal or The New York Times. Brands must now consider a broader media strategy that embraces both traditional outlets and the increasingly influential world of digital-first journalism. But with this new ecosystem comes a critical question: What does credibility look like in a fractured media landscape? The new credibility equation For decades, legacy news organizations have been built on a foundation of editorial rigor, fact-checking, and accountability. Their reputations were shaped by rigorous journalistic standards and the trust they cultivated over time. Meanwhile, digital-native journalists and independent voices have built influence through transparency, authenticity, and direct engagement with their audiences. These two worldstraditional journalism and the creator-driven media ecosystemare now colliding. The rise of Substack writers with niche but highly engaged followings, YouTubers who command audiences in the millions, and podcasters shaping public discourse means companies must rethink their media approach. This shift makes it more critical than ever to scrutinize who is shaping the narrative and how companies engage with them. The days of assuming that credibility is tied only to newsroom mastheads are over. Today, credibility is about trustand trust is built differently across different platforms. Traditional media still mattersbut its not enough Despite the rapid changes in how people consume information, traditional media remains criticaland for good reason. Legacy outlets’ journalistic rigor, editorial accountability, and broad reach continue to make them essential players in shaping public perception. However, traditional media is under immense pressure. Shrinking newsrooms, declining ad revenue, and increased financial strain have led to fewer reporters covering more topics with less time. Many once-dominant outlets have had to pivot toward subscription models or lean into digital strategies just to survive. This means fewer opportunities for companies to secure high-impact, in-depth coverage from traditional newsrooms. In this environment, relying solely on traditional media is no longer viable. Companies must balance traditional earned media with owned content and engagement with non-traditional outlets. Those who do will be in the strongest position to shape and control their narratives. What this means for strategic communications As strategic communicators, our role is not just to secure media coverageits to ensure the right message reaches the right audience through the right medium and with the right voices. This means taking a more nuanced approach in a world where influence is distributed across a diverse range of platforms. Heres how companies should be thinking about media strategy in this new era: 1. Expand your definition of media The traditional definition of earned media has changed. Companies must now balance legacy media’s historical rigor with independent voices’ growing influence. That means evaluating a broader range of outlets, from traditional newspapers to influential newsletters, YouTube channels, and LinkedIn thought leaders. Reaching audiences effectively requires meeting them where they are. For younger generations, that might mean TikTok explainers or long-form podcasts rather than a story in a top-tier news outlet. To reach more specific B2B audiences, it could mean a niche Substack written by an insider rather than a mainstream business publication. Companies that fail to expand their media strategy risk missing out on key audiences who no longer consume information in traditional ways. 2. Prioritize journalistic integrityvetting matters While the range of credible media voices has expanded, the core principles of credibility remain the same. Companies must vet every media opportunitywhether its an interview with a top-tier publication, a widely followed YouTuber, or an independent podcaster. The key questions to ask: What is their reputation for accuracy and fairness? How do they engage with their audience? Do they have a history of sensationalism or misinformation? Credibility should not be sacrificed for reach. While a viral podcast might attract an attractive audience, if it lacks journalistic integrity, the long-term reputational risks outweigh the short-term exposure. 3. Own your narrative through direct storytelling With more voices shaping the public conversation, companies must take greater control of their messaging. That means investing in owned media channelsblogs, newsletters, corporate podcasts, and executive platformsto provide direct, unfiltered context. A strong owned media strategy allows companies to: Reinforce key messages consistently Provide additional context to paint the whole picture Build direct relationships with key audiences Executives who consistently engage on LinkedIn, for examplesharing insights, reactions to news, and original analysisare positioning themselves as trusted sources in their industries. In doing so, theyre not just relying on traditional media to tell their storytheyre actively shaping it. The future of media engagement The evolution of media is exciting and complex. In the years ahead, the companies that embrace this shift rather than resist it will shape the narrative. This new landscape offers unprecedented opportunities to connect with audiences more directly and meaningfully. However, it also demands a new level of discernment, strategic thinking, and adaptability. Companies must now balance the credibility and rigor of traditional media with the authenticity and engagement of independent voices while strengthening their channels for direct storytelling. Those who can do this effectively will not only navigate the new media world but also help define it. Tyler Perry is co-CEO of Mission North.
Category:
E-Commerce
Diversity initiatives, often called DEI, are in the political and business crosshairs. In recent weeks, Meta, Walmart, Target, Ford, and McDonalds are among global companies ending their formal DEI initiatives. Some of the bluster is performative. And yet, for many employees and global firms, theres a sense that this is an opportunity to rebalance the goals and rethink the strategy by innovating diversity practices to better meet the global business goals. Most DEI programs were crafted years ago, and their relevance and impact has been diminishing. Many initiatives overreached and have not adequately evolved to meet the changing environment. Like with any business process, companies need to innovate their approach to global diversity initiatives. Theres no doubt international companies recognize the value of having varied perspectives, experiences, and skills in all areas of their business. The global firms we work with know that having different voices and perspectives is essential to enhancing how teams function. It improves processes, productivity, and innovation. Companies are able to better understand their global customers needs and expectations, ultimately leading to increased profitability. The focus is then on how to ensure that there are diverse perspectives at every stage of a business process. Diversity is defined different ways A core element of our work focuses on applying social sciences, including cultural anthropology, to understand how local factors impact how companies achieve their business objectives. This is distinctly different from diversity initiatives, which are more focused on getting everyone to follow one standardized playbook for engagement, not necessarily prioritizing business goals. In the DEI playbook, there is only one accepted definition of diversity, when in reality diversitys definition differs across cultures. In the U.S., U.K., and Canada, for example, theres a tendency to focus on visible characteristics given the countries multicultural demographics. American companies have tried to export this version of DEI, but it does not work in every culture. The way American firms approach diversity has been stuck at the visible characteristics phase. In other countries, invisible characteristics like region, rural/urban setting, income, education, religion, tribe, caste, etc. can be more relevant, impacting how people communicate, interact, operate, and manage. Its essential to recognize that people who look different can actually think alike. And people who look alike can think differently. We already know that having people of different socioeconomic backgrounds provides more varied perspectives that can impact business objectives and innovation. For example, diversity of educational backgrounds means that companies are increasingly recognizing that they need to recruit from a wider range of colleges and universities around the world. Rethink diversity Its time to innovate by rethinking and expanding how we talk about diversity, making sure that its globally relevant for all stakeholders. And in this current environment, we have a unique opportunity to innovate diversity initiatives to meet the evolving needs of employees and customers worldwide. To be effective, its essential to integrate cultural nuances and localize any global strategies, including diversity initiatives, to achieve business objectives. There are key points to keep in mind as global firms integrate varied perspectives, voices, and roles into their business operations and processes. First, the current DEI concept is heavily influenced by American perspectives and values and it may not translate to local cultures. Focusing on shared values and business objectives, our cultural framework uses a methodology integrating social sciences and business. Companies should focus on how to improve their stakeholder engagementwith employees, customers, and partnersto achieve business goals. Diversity as the end goal is insufficient. It has to integrate into how people communicate, interact, and manage. Integrating cultural frameworks helps focus companies on making sure their teams work more effectively across cultures to better achieve business goals. For example, global hospitality and travel firms we work with recognize that global customer engagement teams with varied experiences result in better overall customer experience and satisfaction metrics, including higher NPS (Net Promoter Score) and improved profitability. What are the companys goals, and how can everyone collectively work together toward those goals? Starting with that premise enables teams to focus on how to communicate and interact more effectively across cultures, engaging local teams to better understand the opportunities and challenges for getting all team members involved. Share perspectives Second, ensure that everyone throughout your organization can provide their perspective wherever relevant and useful. Ensure that virtual and in-person teams are cognizant of local cultural communications patterns so all ideas and perspectives are shared. For example, our cultural framework integrates a number of cultural factors to compare and contrast cultures. Individualistic versus collective. Its not surprising that on a comparative basis, the U.S. is the most individualistic culture in the world. American business metrics tend to reward and advocate for the individual. In contrast, Asian, Middle Eastern, African, and Latin American cultures value group goals and teamwork more. So, any diversity and business initiative that focuses on the individual ahead of the group may not work locally. Its more valued to be respectful of the group dynamics. For example, throughout Asia, the focus is on the collective good. Highlighting individual differencesvisible or invisibleis considered a negative. People from diverse backgrounds and cultures communicate differently. A fundamental concept is verbal and nonverbal communications (high-low context). People who expect direct communications and clear verbal directnesse.g., in the U.S.will miss nonverbal cues from colleagues who are accustomed to reading the context, such as in East Asia. Add in hierarchical cultural value, where junior team members are less likely to speak up in the presence of respected senior team members. Other factors can complicate communications and team dynamics including invisible characteristics such as local income, education, caste, tribe, etc. These are simple examples of invisible characteristics, but they illustrate that companies need to be clear about diversity goal efforts. Diversity for the sake of diversity may not be as successful across cultures, but diversity as a way to achieve shared corporate values and goals is more likely to resonate. When developing a diversity program, be careful not to tell people how to be diverse but rather provide a conversation forum. We need to innovate how we view diversity, integrate invisible characteristics across cultures, and focus on shared purpose and business goals. In the long run, our goal should be to infuse diversity in every business process and team rather than a separate business unit. It will become ubiquitous. Sanjyot P. Dunung is founder and CEO of Atma Global.
Category:
E-Commerce
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