Marketers’ worth can’t be reduced to a line item on a spreadsheet

If imposter syndrome is a gremlin, for marketers, the ROI debate is that gremlin’s rocket fuel.

When Marketing Week research exposed the startling reality that over 80% of marketers wrestle with imposter syndrome, it made me think about ROI and how we are in a unique position where we often (although not always) have to justify our existence.

The relentless pressure to justify marketing’s value isn’t new, but the continued shift toward short-termism and the ease with which digital numbers – though often misleading – can be plucked from dashboards have intensified the demand for a single, absolute ROI figure.

In one of my recent workshops, a senior marketing leader said: “We’re in this weird space as marketers and creatives where we’re being asked to prove the value of what we’re doing. But even when we try to get there, the boards or CFOs turn around and say: ‘I don’t believe that number.'”

Marketers spend enormous time and cognitive energy rehearsing ROI conversations, second-guessing contributions and worrying about being ‘found out’ as somehow inadequate.

When we are questioned at every turn, have to fight to save our budget or defend against cuts, is it any wonder the imposter gremlin is rampant across our industry? I’m not blaming our stakeholders at all. If we want to deal with the imposter gremlin then this is one topic we need to address head on.

It’s tricky when stakeholders demand a single, definitive number representing marketing’s value. The reality is far more nuanced than a straightforward metric can capture. Positive return on investment doesn’t necessarily equate to true success and the complexity of marketing’s impact runs much deeper than a simple numerical representation.

In fact, we all know ROI can be misleading. Just because you earned more than you spent doesn’t mean you achieved your objective. You may have grown sales at a lower profit margin or failed to penetrate a new consumer audience. Short-term metrics, while tempting in their simplicity, fail to acknowledge the long-term strategic process of brand building that can’t be reduced to a momentary snapshot of performance.

The challenge lies in communicating this complexity to stakeholders who often seek simplicity, while maintaining the integrity of our professional insights. The problem arises when marketers are faced with the challenge and stumble. They over-explain, struggle to frame their argument, or rely on filler phrases like ‘Well, the things is…’ that undermine credibility.

Building stakeholder understanding requires a proactive, educational approach that goes beyond defensive marketing. It’s about creating a shared language and mutual understanding of marketing’s complex role. This means establishing clear expectations early in project planning, long before the first measurement conversation occurs.

Off the defensive

When a project begins, most stakeholders are focused solely on the end result.

Instead, take the initiative to outline not just the potential outcomes, but the journey of getting there. Transparency becomes your greatest ally. At the project’s outset, create a detailed roadmap that articulates potential scenarios, timelines and the multifaceted ways marketing impact might manifest. This isn’t about making excuses in advance, but about setting a collaborative framework of understanding.

For instance, if you’re launching a new brand campaign, don’t just promise increased sales. Explain the ecosystem of impact. How might this campaign influence brand perception? What early signals will we look for? How do these connect to longer-term business objectives? By breaking down these nuances, you transform the conversation from a defensive posture to a strategic partnership.

Vulnerability, when paired with clear thinking, becomes a powerful form of professional strength.

This approach requires developing a kind of marketing translator skills. You’re not just presenting data; you’re telling a story that non-marketing colleagues can understand and appreciate. Use analogies, visual storytelling and concrete examples that bridge the gap between marketing complexity and business objectives. Think of yourself as an interpreter, helping stakeholders see the strategic value that might not be immediately apparent in a spreadsheet.

The key is to establish this dialogue before challenges arise. Regular, proactive communication prevents the reactive, defensive conversations that fuel imposter syndrome. Schedule check-ins that aren’t just about reporting numbers, but about sharing insights, discussing evolving strategies and demonstrating the strategic thinking behind your marketing approach.

The constant mental gymnastics of justifying marketing spend isn’t just challenging—it’s emotionally exhausting. My esTeam co-founder Anna tells a story of a CFO who walked out of a meeting because she wouldn’t provide a single number for ROI, even though to do so would be potentially misleading. This captures the essence of the ROI dilemma—it’s not just about metrics, but about identity and professional credibility.

Develop your professional identity to help silence the imposter gremlin

Marketers spend enormous time and cognitive energy rehearsing ROI conversations, second-guessing contributions and worrying about being ‘found out’ as somehow inadequate. We aren’t just defending a budget, we’re defending our professional worth. When we are challenged to provide a single, definitive number representing marketing’s value it can trigger a cascade of self-doubt. Am I good enough? Can I prove my worth? What if they discover I’m not as competent as they think?

Psychologically, this goes beyond mere performance anxiety. It’s a fundamental misalignment between self-perception and professional role. There’s no ‘set standard’ for measuring marketing value, which creates a perfect breeding ground for imposter syndrome.

The key to silencing the imposter gremlin isn’t hiding, nor is it over-performing. Instead, develop a robust, values-driven professional identity that transcends specific metrics.

The real transformation happens when marketers shift from being defensive budget guardians to strategic advisors. My work with marketers’ centres on demonstrating that marketing is a critical driver of business value. We can position ourselves as trusted advisors to the business, or our clients, who understand the deeper context of organisational goals.

Precision meets storytelling

Practically, this means developing a comprehensive measurement approach.

Don’t rely on a single ROI number, create a portfolio of indicators that tell a more holistic story. Use early signals to demonstrate progress, connect your work to critical business objectives and be transparent about the complexity of marketing’s impact. One key insight from recent research by esTeam is the need to educate stakeholders about the nuanced nature of marketing measurement.

Most importantly, your measurement portfolio is a communication tool. It’s not just about collecting data, but about crafting a narrative that demonstrates marketing’s strategic value. Each metric should connect to a broader business goal, transforming your report from a dry statistical summary into a compelling story of business impact.

Prepare in advance “beats” or anchor points for discussions – those key messages that ground your narrative. Don’t be afraid to rehearse (yes, even if that means talking to yourself in the shower!)

Your worth isn’t determined by a single spreadsheet or immediate return. You are strategic partners, creative problem-solvers and critical drivers of business success.

Develop a calm, assured communication style that demonstrates your strategic thinking. Confidence is built through practice, preparation and a deep understanding of your unique professional value.

Balance technical precision with storytelling. Stakeholders don’t want a data dump; they want to understand the human impact behind the metrics. Use analogies, share brief narratives that illustrate your point. If you’re explaining a campaign’s impact, don’t just cite conversion rates. Explain how those numbers represent real people engaging with your brand.

Develop a communication approach that demonstrates strategic thinking. This means anticipating questions before they’re asked. When you present your marketing insights, come prepared with context, potential challenges and proactive recommendations. You’re not just reporting – you’re advising.

Most critically, embrace transparency. If a campaign didn’t achieve exactly what was initially projected, don’t shy away from that. Explain the learning, the insights gained, the strategic adjustments you’re making. Vulnerability, when paired with clear thinking, becomes a powerful form of professional strength.

The most compelling personal brands aren’t built on perfection

The imposter gremlin thrives in silence and uncertainty. By developing a communication style that is clear, confident and strategically nuanced, you transform that whisper of doubt into calm and compelling professional insight.

To the 80% of marketers wrestling with imposter syndrome: Your worth isn’t determined by a single spreadsheet or immediate return. You are strategic partners, creative problem-solvers and critical drivers of business success. The imposter gremlin thrives on silence and self-doubt, but it withers in the face of confident, strategic communication.

The next time that gremlin starts whispering, take a deep breath. You have a unique professional identity that transcends any single metric. Your value lies in your ability to understand people, connect business objectives and create meaningful impact. Silence isn’t the answer – strategic, confident communication is.

Ultimately, managing ROI conversations is about more than numbers. It’s about telling a compelling story of value, building trust and positioning yourself as an indispensable strategic partner. Your professional worth cannot be reduced to a single line item on a spreadsheet.

Laura Chamberlain is an award-winning professor at Warwick Business School, a marketer, career strategist and coach. She is also founder of self-development consultancy Think Talk Thrive.