That’s always a tricky one! I’d start by sitting down with the CEO to really understand their vision like - what’s at the heart of their idea for the brand? Then, I’d have an open chat with the marketing team to make sure I get their perspective too. Like finding a middle ground where we can align the CEO’s big-picture vision with the team’s strategy. Then I’d look for creative ways to merge the two, so everyone feels heard and the brand stays strong. I mean, it’s all about working together and staying adaptable to discover the best path forward for the brand’s growth.

When the CEO’s vision clashes with the marketing team’s strategy during a rebranding, aligning both perspectives is key to success. Start with open dialogue, fostering conversations backed by data on market trends and audience insights. Highlight shared goals, such as increasing brand recognition or capturing new markets, to bridge the gap. Use this alignment to create a collaborative plan that merges visionary leadership with data-driven marketing strategies. This approach ensures a rebrand that is both bold and grounded in actionable insights.

I would chalk out a clear communication that would mark the importance of rebranding and build the conversation by displaying the importance of mutual objectives. Will show the projections by integrating solutions backed by data at the end I'd identify the gaps between both of them and work out on a measurable strategy that aligns with both the team leading to a proper rebranding that connects with all the stakeholders

To navigate CEOs inputs Vs the current marketing strategy, following steps could create value: 1. Present the Plan - Share a detailed, data-driven strategy - Highlight the brand’s current challenges and the problem it’s solving - Provide insights into customer needs and market trends 2. Engage the CEO in Collaboration - Involve the CEO in creative and strategic discussions - Include the CEO in conversations with the team and agency partners 3. Showcase Progress During Execution - Take the CEO on-site to observe real-time results and engagement - Use data to demonstrate progress and impact 4. Review Results - After execution, present comprehensive results. Include both qualitative insights and quantitative metrics-market share, performance

I cannot stress enough the importance of communication in an instance like this. Good CEOs (and hopefully, you have one of those) want to be surrounded by people who will challenge them AND support their vision for the company. The two are not mutually exclusive. Spend the time discussing the vision, alternative branding ideas, and the goals of the company/rebrand. It won't be easy — or quick — but everyone being able to speak their mind will get you to the solution.