Do remember that just because bottom-up management happens organically in some marketing departments and organisations it doesn’t mean it’s always done well.
Do be prepared to take on board some frank criticism of existing processes from junior staff.
Do bear in mind that if you want to introduce bottom-up management as a new concept you’ll need to do so as part of a wider cultural shift throughout the whole organisation.
Don’t let the Type A personality that’s typical of many marketing managers – bright and active, but with a sizable ego – put you off bottom-up management.
Don’t mistake bottom-up management for micromanaging. This is about listening, not telling.
Don’t introduce undercover tactics or surprise visits if you’re only looking to find fault. Best practice examples are every bit as important as finding out what doesn’t work.
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