Matt FarnhamAs a marketing leader of a small team, I’ve learned that success requires wearing many hats. Unlike leaders in large organisations with specialised teams for every function, those of us in lean environments often switch between high-level strategy and hands-on execution daily.
I’ve found that this kind of role can be challenging, it also provides a unique opportunity to stay connected to the work and make a real impact. I’ve also often found myself laughing internally when I hear people talk about ‘reaching out to our comms team’ or ‘our social media team helped to deliver this’ and thinking ‘Must be nice’.
Here are some of the key lessons I’ve learned about balancing strategic thinking with practical execution:
1. Set Clear Strategic Priorities
When resources are limited, it’s essential to focus on what will drive the greatest impact. I’ve found that a well-defined strategy serves as a guiding light for both my own efforts and my team’s. Aligning on clear goals and metrics keeps us from getting lost in day-to-day tasks.
Tip: Set aside time to revisit your strategy often. In the early days I was guilty of getting so stuck in to hands on work that I my ‘strategy’ wouldn’t get updated. Markets shift, priorities change, and the ability to pivot is a competitive advantage in small teams. Taking time out to do the strategy work can feel like it’s taking away from deliverables when you’re under the pump, but I’ve found when I revisit my strategy, I come up with new ideas and reinvigorate myself.
2. Know When to Step In and Out
As a leader, my responsibility is to ensure we’re moving in the right direction, but I also need to understand what’s happening on the ground. Balancing both perspectives means knowing when to step in and when to step back.
Tip: Schedule regular strategy check-ins, but don’t shy away from jumping into tactical work when your expertise can accelerate progress. There’s a balance to this though, and if you’re not careful and find yourself stepping in all the time, your team might feel like you don’t trust them. I’ve found that asking team members to lead certain initiatives has helped to create a sense of ownership for them and they want to complete the project and don’t mind about sharing where they are getting stuck.
3. Empower Your Team
Trust is a powerful tool. While I stay close to the work, I’ve learned that empowering my team members to take ownership fosters growth and builds confidence. Providing clear expectations, offering support, and celebrating wins keeps morale high and productivity steady.
Tip: Encourage your team to propose solutions, not just problems. Collaborative problem-solving strengthens both individual capabilities and team cohesion. Being in a small team also provides a great opportunity for team members to contribute their ideas to the strategy.
4. Prioritise Ruthlessly
It’s easy to get overwhelmed when you’re juggling strategic responsibilities and execution. I’ve developed a disciplined approach to prioritisation, constantly evaluating what deserves my time and what can be delegated or deferred.
Tip: Use frameworks like 4DX, OKRs or an Impact/Effort matrix to differentiate between urgent tasks and those that truly move the needle. Also, get really good at communicating priorities and how things get prioritised to stakeholders, it’ll cut down on pushback if they see what you’re choosing to work on.
5. Stay Hands-On, but Don’t Micromanage
Being a hands-on leader doesn’t mean controlling every detail. It means staying familiar with the tools, platforms, and challenges your team faces so you can offer relevant support and guidance.
Tip: Set aside dedicated time for tactical work each week. It keeps your skills sharp and strengthens your ability to lead with empathy and insight. If you find yourself with a spare couple of hours one week, message your team and ask them if their is something you can take off their plate and do for them. Let them own the big ticket items that fill them with a sense of achievement and smash out a few things you can do with your eyes closed.
Final Thoughts
Leading a small marketing team requires agility, resilience, and a willingness to adapt. The ability to switch between strategist and practitioner isn’t a burden – it’s a strength. By remaining deeply engaged with both the big picture and the execution, I’ve built a team culture that values collaboration, problem-solving, and shared ownership of our successes.
In the end, leading from the trenches isn’t just about managing tasks. It’s about inspiring and empowering your team to deliver exceptional results, knowing you’re right there with them every step of the way.
Matt Farnham is an award-winning senior marketing leader with more than a decade of experience in brand, communications and customer engagement. His work has focused on helping organisations build trust, strengthen customer relationships and drive sustainable growth, particularly in highly regulated industries. In 2024, he was named Future Leader of the Year at the Australian Marketing Institute Marketing Excellence Awards. He writes about brand strategy, marketing effectiveness and customer behaviour at mattfarnham.au.
