Following Up So the CMO Doesn't Have To
Following Up So the CMO Doesn't Have To#
Your CMO should never have to ask "did they send that?" - because you already know. Following up on commitments is one of the highest-value things you do. It protects your CMO's time and reputation at the same time.
Why This Matters More Than You Think#
When a CMO makes a promise to a client, they move on to the next meeting. When a client promises something back, the CMO assumes it'll happen. Neither of those assumptions is safe. You're the person who makes sure nothing falls through the cracks.
More importantly, you get to be the gentle nag so the CMO stays the trusted advisor. When a deliverable is late, the CMO shouldn't be the one chasing it - that changes the dynamic. You handle the follow-up, and the CMO stays focused on strategy and relationships.
Know What's Outstanding#
Before you can follow up, you need to know what's owed and by whom. Start each morning by checking commitments across clients:
"Switch to Acme Corp""Show me open action items for Acme""What commitments are outstanding for Acme?"
Build a mental map of who owes what. There are two categories:
| Category | Examples |
|---|---|
| Things the client owes | Brand guidelines, headshot photos, login credentials, budget approval, feedback on a draft |
| Things the CMO's team owes | Campaign report, blog draft, ad creative, strategy deck, meeting recap |
Both need tracking. Both need follow-up. The difference is who you're nudging.
Writing Follow-Ups That Don't Annoy People#
The key to a good follow-up is making it easy to respond to. Don't just say "checking in" - give them a reason to reply right now.
Bad: "Just checking in on the brand guidelines. Let me know when you have them!"
Good: "Hi Sarah - we're building the Q3 campaign assets this week and need the brand guidelines to match your colors and fonts correctly. Could you send those over by Thursday so we stay on schedule?"
The formula:
- What you need
- Why you need it (tied to something they care about)
- A specific date (not "when you get a chance")
Keep the tone warm but clear. You're helping them, not scolding them.
The Follow-Up Cadence#
Not every follow-up is the same urgency. Here's a general rhythm:
| Situation | First Follow-Up | Second Follow-Up | Escalation |
|---|---|---|---|
| Client owes a deliverable | 2 days after due date | 5 days after due date | 7 days - flag to CMO |
| Client owes feedback on a draft | 3 days after sending | 7 days after sending | 10 days - CMO decides |
| Internal team owes something | Day after due date | 2 days after due date | 3 days - CMO needs to know |
| Vendor or partner is late | Day after due date | 3 days after due date | 5 days - CMO decides next steps |
Adjust based on the client relationship. Some clients need a lighter touch. Some respond better to direct asks. You'll learn the patterns.
When a Follow-Up Becomes "We Have a Problem"#
There's a line between "they're just busy" and "something is wrong." Watch for these signals:
- Three follow-ups with no response at all
- A response that dodges the question ("We'll get to it soon" with no date)
- A deliverable that keeps getting pushed back
- A client who was responsive and suddenly isn't
When you see these patterns, don't send another follow-up. Escalate to the CMO with the context:
"Acme hasn't responded to three requests for the brand guidelines over two weeks. Last response was 'we'll get to it.' This is blocking the Q3 campaign build. Want me to try a different approach or do you want to bring it up in the next call?"
Log what you've observed so the CMO has the full picture:
"Quick note: Acme has missed three follow-ups on brand guidelines. Last contact was April 1. Escalated to CMO."Being the Bad Guy (So the CMO Doesn't Have To)#
This is a superpower. When you're the one chasing deliverables, the CMO stays in the "trusted advisor" role. The client never feels nagged by their strategist - they feel nagged by the support team, which is a completely different dynamic.
You can say things like:
- "I'm pulling together everything for your next session with [CMO name] and noticed we're still waiting on X..."
- "The team needs X to keep the project on schedule - could you send that over?"
- "I know you're busy - just want to make sure X doesn't hold up the campaign launch"
The CMO then walks into every meeting looking organized, on top of things, and never the person who sends "just checking in" emails.
Track Everything#
After every follow-up you send, log it:
"Quick note: Sent follow-up #2 to Sarah at Acme re: brand guidelines. Due date was March 28. Will escalate if no response by April 5."
This creates a trail. When the CMO asks "where are we on the brand guidelines?" you don't have to dig through email - you already know, and Coppermind knows too.
Tips#
- Follow up on behalf of the CMO, not yourself. "Sarah asked me to check in on..." carries more weight than "I was wondering about..."
- Don't wait for the due date to pass. A day-before reminder ("Just confirming we'll have X by tomorrow") prevents late deliverables entirely.
- Batch your follow-ups. Pick a time each day - maybe right after your morning briefing - and send all outstanding follow-ups at once.
- Keep a running count. If you're on follow-up #3, say so gently. "This is my third note on this - I know things get buried."
- Celebrate when things arrive. A quick "Got it, thank you!" reinforces the behavior you want.
Related Guides#
- Morning Routine - where you spot what needs follow-up
- Tracking Action Items - the system behind what's owed
- Triaging What Gets Escalated - knowing when a follow-up becomes an escalation
Ready to try this yourself?
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