What do you do if your brand manager lacks assertiveness?

A lack of assertiveness in a brand manager can slow down decision-making and dilute strategic clarity. In such cases, I focus on creating a safe space for dialogue, encourage ownership of smaller decisions first, and provide structured feedback. Sometimes, pairing them with a more confident cross-functional lead can also balance the dynamic. Leadership is coachable, especially when backed with trust and patience.

Confidence comes from familiarity. Most people aren’t indecisive. They’re just unclear. Here’s how I’d troubleshoot: 1. Do they actually know what “good” looks like? No context = no confidence. If they’re not close to the business goals or brand strategy, they’ll second-guess everything. 2. Have you built a brand system? Without a clear structure, everything feels like a shot in the dark. You can’t expect boldness when the rules keep changing. 3. If clarity and systems are in place, and they’re still unsure? Then yes – it might be a fit issue. Not everyone’s built to lead. And that’s okay. But most of the time? What looks like hesitation… is just a lack of familiarity.

Be assertive in finding a new one? Of course, not the answer. Work collaboratively and hold hands. Or - work together to find a suitable and clear way through to help up-skill and learn as a team.

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Si a tu gerente de marca le falta asertividad, busca generar un canal de comunicación abierto y respetuoso. Ofrécele retroalimentación constructiva enfocada en situaciones específicas. Puedes proponer dinámicas de equipo o capacitaciones en habilidades de comunicación. Modela la asertividad en tus interacciones para influir positivamente. La empatía y el ejemplo son claves para fomentar un cambio saludable.

Unclear expectations might be the real problem, not their personality. Observe how they handle meetings or conflict—assertiveness gaps often stem from structure, not skill. A Gallup study found only 50% of employees know what’s expected of them at work.

Before taking action, pause to assess the situation clearly. Whether it’s a business challenge, team conflict, or personal decision, understanding the full picture is key. What are the facts? What are the emotions involved? Who are the stakeholders? A thoughtful assessment helps you respond strategically instead of reacting impulsively. It allows you to weigh risks, consider options, and make informed choices. Clarity leads to confidence. The better you understand the situation, the better your chances of navigating it successfully and moving forward with purpose.

Si a mi gerente de marca le falta asertividad, primero le ofrezco retroalimentación constructiva, enfocándome en situaciones específicas para que tome conciencia. Luego, propongo capacitaciones o talleres para fortalecer sus habilidades de comunicación y toma de decisiones. Además, fomento un ambiente abierto donde pueda practicar la asertividad sin miedo al error, apoyándolo para que gane confianza y mejore su liderazgo y efectividad.

I could write pages on this topic, but I’ll keep it short—a hesitant brand manager isn’t just their issue, it’s a leadership problem. If they’re struggling, it’s likely they don’t know which hill to take. The fix? Prioritize the right steps: Define their role beyond the brand. Back decisions with data. Clarify their authority. Coach for directness—teach clarity and confidence. Hold them accountable—track execution, influence, and impact. Some leaders say they want change, but when it’s time to commit, they just want instant coffee—quick, easy, familiar. Define the right hill. Invest your time to strengthen leadership. Watch them step up.

All brand advertising depends on what is depicted, written, or said. Your brand manager should have a list of blacklisted, and forbidden words. Otherwise, you can write and post whatever you want. The same applies to images. If your team is hesitant to express themselves in ads, there may be an issue with your brand management.

They won’t speak up if they feel unsafe. Start a positive conversation about where they feel blocked and how you can help unlock it. Psychological safety is the #1 factor in high-performing teams, per Google’s Project Aristotle.

Open dialogue is the foundation of strong relationships and effective teamwork. It encourages honest, transparent communication where everyone feels heard and valued. By fostering an environment of trust and respect, open dialogue helps uncover new ideas, resolve conflicts, and build collaboration. It invites questions, feedback, and diverse perspectives without judgment. Whether in business or personal life, keeping conversations open and authentic leads to better understanding, stronger bonds, and smarter decisions. Embrace openness to create a culture where growth and innovation thrive.

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Instead of confronting the “lack of assertiveness” directly, try asking how the brand manager perceives their autonomy and what would help them feel more empowered. Often, the issue lies in unclear ownership or decision-making limits. A safe and judgment-free conversation can unlock valuable insights and foster a more collaborative dynamic.

If your brand manager lacks assertiveness, start by clearly outlining the expectations of their role and emphasize the importance of confident leadership. Consider providing assertiveness or communication training, or pairing them with a mentor who demonstrates strong leadership qualities.

Assertiveness starts with safety. If your brand manager is hesitant to speak up, there’s likely a trust gap. Ask directly: “What’s holding you back?” You’re not just inviting feedback, you’re removing blockers. Open dialogue makes room for ownership. If we want bold campaigns and confident messaging, we need environments where risk isn’t punished. Branding won’t speak louder externally until it feels safe internally.

I've observed a paradox (let me know if you have seen it too): the moment you talk about someone’s lack of assertiveness, you risk making them even more defensive. So how do you talk about it? 🔥 Two offbeat ways to have this convo: 1. Blame it on “The Algorithm”: Say "We want to figure out what we can tweak?” Turning this into a shared experiment lowers the pressure and lets them play co-hacker rather victim. 2. The “Future Self” scenario Instead of focusing on the now, ask your brand manager to imagine their role a year from now and describe how they’d want to be perceived. This reframing shifts the focus from critique to aspiration, making the conversation less threatening and more inspiring Let me know which one worked for you😉

Give their confidence a runway. Assign small, visible responsibilities—like leading one meeting per week or owning messaging for a campaign. Keep goals SMART and behavior-focused. Clear wins build public confidence fast.

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Setting clear objectives is the foundation of focused progress. Objectives provide direction, helping you prioritize actions and measure success. Well-defined goals should be specific, measurable, achievable, relevant, and time-bound (SMART). They turn big ambitions into manageable steps, making it easier to stay motivated and accountable. Without clear objectives, efforts can become scattered and ineffective. By setting purposeful objectives, you create a roadmap that guides your decisions, tracks your growth, and ensures every action moves you closer to your desired outcome.

Goals related to assertiveness should tie into real business outcomes. For example, “leading the definition of the brand’s voice for the next product launch” is more meaningful than “speak more during meetings.” Contextualized, strategic objectives ensure progress feels natural and relevant, not performative.

Assign responsibilities they can own end-to-end: leading a weekly sync, drafting a bold brand message, or presenting a creative review. Keep goals SMART and behavior-driven. Don’t just say “be more confident”: show them where, how, and why it matters. Progress builds in public. A few small, successful reps in low-risk settings often unlock exponential growth.

Give them tools, not just pressure. Offer communication workshops or one-on-one coaching. Many freeze not from fear—but from not knowing what to say or how to say it. Companies with structured upskilling see 2x improvement in leadership readiness.

Assertiveness training is vital for supporting managers with communication skills and helping them with gaining confidence with speaking up and in negotiations.

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If your brand manager lacks assertiveness, don’t just push harder. Coach smarter. I start by asking: do they actually lack assertiveness — or just confidence in this specific context? Big difference. Sometimes the issue is clarity, not character. We co-define small wins, like leading one client call or owning a brief solo. Progress stacks fast when there’s safety and structure. Training helps, but it’s not a magic wand. What works best is modeling what good looks like — direct, respectful, outcome-focused communication — and showing it’s safe to speak up.

Providing training is an investment in growth—both for individuals and the organization. Effective training equips people with the skills, knowledge, and confidence to perform better and adapt to change. It fosters a culture of continuous learning, innovation, and improvement. Whether through workshops, online courses, or hands-on coaching, training helps bridge skill gaps, boost morale, and increase productivity. By prioritizing development, you empower your team to take on new challenges, contribute fresh ideas, and drive success, creating a stronger foundation for long-term achievement.

Beyond traditional communication or leadership training, consider mentoring programs with senior professionals inside or outside the company. Sometimes what’s missing is simply reference points and exposure. Learning from those who’ve faced similar challenges can accelerate confidence-building and maturity.

Don’t just push performance. Equip it! Many freeze not out of fear, but because they don’t know how to communicate effectively. Communication training, storytelling workshops, and 1:1 coaching go a long way. Training isn't about fixing people, it’s about activating potential.

⚠️ Training isn’t about giving someone more tools, it’s about helping them unlearn the rulebook they’ve been over-obeying. ⬆️ Try these two rebellious rules of thumb: 1. Plan a “Wrong Answers Only” Workshop: Run a session where your brand manager has to pitch ideas that would get them fired. The only rule: no safe answers. Watch them access boldness once the fear of correctness is off the table. 2. Flip the Feedback Loop: Instead of training them, ask them to train a junior or new hire on how to “take a stand.” This works, Why? Because we teach best what we most need to learn. The irony forces reflection and eventually lead to growth.

Encouraging risk-taking fuels innovation and growth. When people feel safe to step outside their comfort zones, they unlock creativity and discover new possibilities. It’s about fostering a culture where calculated risks are valued—not punished—even if they don’t always succeed. Embrace mistakes as learning opportunities and celebrate bold ideas. By supporting risk-taking, you empower yourself and others to break barriers, challenge the status quo, and drive progress. After all, some of the greatest achievements come from daring to try what others hesitate to attempt.

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Progress starts at the edge of discomfort. Give them autonomy in low-risk areas. Let them make decisions and back them, win or lose. That support builds real-world assertiveness. Managers who empower direct reports see 20% higher team initiative (McKinsey).

Clearly define roles, expectations, and KPIs so the brand manager gains confidence in decision-making. I mentor them in assertive communication techniques and involve them in high-stake discussions to build presence and authority gradually.

Empowerment is not just about giving autonomy it’s about supporting the outcome, whether it’s a success or a misstep. Start by giving ownership over low-risk scopes or micro-initiatives. As confidence and results grow, so can the size of the responsibilities.

If taking a creative risk results in micromanagement or public correction, don’t be surprised when your brand manager shuts down. Normalize failure, debrief learnings, and celebrate experimentation. Innovation comes from discomfort, not perfection. The more you reward calculated risks, the more you’ll see boldness turn into brand power.

The best brands aren’t made by playing safe; they’re built by people who dare to challenge, disrupt, and occasionally step on a few toes (with style, of course ;) In case your brand manager isn’t there yet, don’t replace them instead reinvent them. Assertiveness doesn’t mean being rude. It means being clear so that the room adjusts its volume - not the other way around. If your brand manager’s risk tolerance is low than you need to intervene creatively.

Feedback turns growth into habit. Schedule monthly check-ins. Highlight assertive wins, offer constructive nudges, and reset expectations as needed. Growth is a process, not a one-time push. Teams with ongoing feedback outperform peers by 12.5% (CEB Global).

Feedback is only effective when it’s specific and situational. Instead of saying “You were more confident today,” try “When you defended the creative concept to the product team, it showed your strategic clarity.” Concrete feedback reinforces desired behaviors and builds momentum.

Behavior changes faster with modeled proof. When Slack noticed a mid-level brand manager avoiding conflict in cross-functional meetings, leadership paired her with a mentor from product who was known for direct communication. Within 3 months, she led a high-stakes brand pitch to execs, gaining praise for clarity and presence. Mentorship combined with low-risk leadership moments helped her step into assertiveness without forcing personality change.

Creo que hay que evaluar un punto complejo. Conozco muchos perfiles que no son asertivos pero si respetuosos (es decir, no gestionan bien las respuestas, pero saben entender lo que les transmites). Lo importante es entender si hay margen de mejora. Que alguien entienda de asertividad debe venir de mensajes asertivos.