Free Assessment

The Irreplaceable
Marketer Assessment

Are you impossible to overlook?

15 Questions · 5 Disciplines · 75 Points

Answer based on where you are right now — not where you want to be. Honest answers give you the clearest picture of where to focus. Takes about 5 minutes.

0 of 15 answered

Personal Brand

Is your reputation intentional or accidental?

Q1. If someone described you in a leadership meeting today, what would they most likely say you’re known for?

1 I’m not sure — probably just “the marketing person”
2 Tactical execution or specific tasks
3 Being reliable and getting things done
4 Strategic thinking in a specific area
5 Being a strategic partner and business thinker

Q2. How intentionally have you shaped your internal reputation?

1 Not at all — I let my work speak for itself
2 Minimally — I focus on doing good work
3 Somewhat — I share wins when asked
4 Deliberately — I position myself strategically
5 Very intentionally — I manage my narrative proactively

Q3. When you make a mistake or a campaign underperforms, how do you handle it?

1 I minimize it or hope no one notices
2 I defend it or shift blame to circumstances
3 I acknowledge it privately but don’t share learnings
4 I own it and share what I learned
5 I reframe it as iteration and use it to build credibility

Visibility

Is your work seen and valued?

Q4. When leadership talks about marketing, how accurately can they describe your specific contributions?

1 They have no idea — they frequently mischaracterize what I do
2 They know marketing exists but can’t explain my impact
3 They can name campaigns but miss my strategic contributions
4 They understand most of what I do and why it matters
5 They can clearly articulate my business impact

Q5. How often do you proactively share updates, wins, and learnings with key stakeholders outside of formal reporting?

1 Rarely or never — only when asked
2 Occasionally, when there’s a major milestone
3 Monthly or quarterly, but inconsistently
4 Regularly through standing updates or touchpoints
5 Systematically, using a visibility ritual (weekly/biweekly)

Q6. When you achieve a win, what happens to the credit?

1 It goes to other departments or gets lost entirely
2 It’s unclear — it scatters without attribution
3 Marketing gets a nod, but my specific contribution isn’t named
4 My contributions are recognized by those close to the work
5 My work is directly attributed and acknowledged by leadership

Value Framing

Do you speak the language of business outcomes?

Q7. When you explain your initiatives to finance or operations leaders, how do you frame them?

1 In marketing terms (impressions, engagement, MQLs)
2 A mix of marketing metrics and vague business outcomes
3 Sometimes in their language, but inconsistently
4 Usually in business terms (pipeline, revenue, efficiency)
5 Always in business outcomes they care about, with clear ROI

Q8. How confident are you that leadership understands the business value of your marketing investments?

1 Not confident — I’m seen as a cost center
2 Slightly confident — my value gets questioned regularly
3 Moderately confident — they trust some of what I do
4 Very confident — they see me as strategic
5 Completely confident — I’m seen as a growth driver

Q9. How do you know whether leadership actually understands the value of what you’re doing?

1 I assume they do, but I have no real evidence
2 I can tell they’re unclear, but I don’t address it directly
3 I check in occasionally after big presentations
4 I watch how they talk about marketing in other meetings and adjust
5 I have direct evidence — in how they fund, consult, and advocate for me

Internal Influence

Are you shaping strategy or just executing it?

Q10. When strategic decisions are being made, are you in the room?

1 Never — I hear about decisions after they’re made
2 Rarely — only for marketing-specific topics
3 Sometimes — I’m invited but not always consulted
4 Usually — I’m part of planning conversations
5 Always — I’m seen as a strategic partner

Q11. How often do non-marketing leaders proactively seek your input on business decisions beyond marketing execution?

1 Never — I’m an order-taker
2 Rarely — only in crisis mode
3 Occasionally — for major initiatives
4 Regularly — they value my perspective
5 Consistently — I’m seen as a strategic advisor

Q12. When you say “no” to a request that doesn’t align with strategy, what happens?

1 I rarely say no — I’m afraid of the consequences
2 Pushback — my judgment gets questioned
3 Mixed reactions — depends on who’s asking
4 Usually respected — they trust my reasoning
5 Always respected — my “no” carries strategic weight

Strategic Adaptability

Are you future-proof in an AI-disrupted world?

Q13. When new tools, trends, or disruptions like AI emerge, how do you respond?

1 I feel anxious and behind — I resist change
2 I wait to see what others do first
3 I explore cautiously but slowly
4 I test and integrate strategically
5 I lead adoption and position myself as forward-thinking

Q14. When plans get disrupted — budget cuts, leadership changes, market shifts — how do you adapt?

1 I struggle — I feel overwhelmed and reactive
2 I scramble to adjust but lose credibility in the process
3 I pivot, but it’s stressful and the path isn’t clear
4 I adapt strategically and communicate well through it
5 I thrive in disruption and build trust through how I handle it

Q15. How specifically are you ensuring your skills stay relevant as AI reshapes marketing?

1 I’m not — I’m hoping my current skills are enough
2 I’m watching what others do but haven’t changed much yet
3 I’m learning new tools but haven’t connected them to strategy
4 I’m actively building skills AI can’t replicate — judgment, relationships, context
5 I’m positioning myself as a guide through AI change, not a casualty of it

Answer all 15 questions to continue.

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The IrreplaceableMarketer Assessment

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The Irreplaceable
Marketer Assessment