Posts tagged chemistry
confessions of an ad man
Jan 29th
Well.
Maybe its because I get to talk with a lot of teen/20somethings or maybe its because all my friends are cynical bastards … but I seem to defend the advertising business a lot.
And maybe because of that I thought I should take a moment and share some truths.
Because the business (for the majority) is not made up of liars, hucksters, clowns, alcoholics and smarmy assholes.
And mostly we try and tell the truth to businesses and consumers. I say mostly because I admit that there are some moments inside an agency where one of the minority (from the above aforementioned majority) find a voice (most typically with regard to new business) and says things that send a shiver up my ethical spine.
Regardless.
Some truth (I imagine this is just an abbreviated list of truths of which we could add many many more if I were to think about it more).
Advertising is not always about just selling stuff.
Advertising isn’t just a catalyst for buying (or convincing someone to buy) … it is a catalyst for how people see things, think about things and, sometimes, actually do things. I heard Spike Lee once say .. “I feel a responsibility for everything I create <because millions will see it>.” Advertising may be the most powerful thing out there to affect people. We know we are in a business but we also know we impact people significantly more than the sales numbers ever reflect. We in the business never forget this (albeit it may look like we have on occasion). Ok. Let’s just say that the people in advertising who really ‘get it’ never forget this.
That said …
Yes. Creativity is about results & awards (or recognition).
We understand what we do makes an impact … and should be measured by some type of results. On the other hand … because it is creativity we like some creative validation that you didn’t just have to throw mud against the wall to make something stick. The truth is that advertising people thrive on both. And we have to because sometimes bad advertising can generate results. And people get fooled by just looking at sales results (and not examining the results in terms of what people actually think … because that impacts future behavior). Good advertising can generate better results (and better long term impressions). And awards help better delineate between the crappy advertising that shows results and good advertising that shows results.
We like results & recognition. And we like people talking about it … speaking of which …
Social media is actually not that social.
We care about social media. Probably more than most business owners actually do. Many businesses create an illusion of ‘social’ but in reality maintain a relatively non-social business model (as defined in traditional social terms). So. The truth? The term social media has taken on galactic size proportions standing for everything … and nothing. Here is the truth. Most social media vehicles are simply information disseminators. They aren’t social. They permit people and businesses to narcissistically spew forth ad nausea about themselves. What makes the web different is that there is an OPPORTUNITY to respond. If you take part in responding … well … it still isn’t social … it has simply become a dialogue (sort of). It only becomes social when there is some interaction like talking with someone at a party. Trust me on this one … in most cases it remains at stage one (the spewing part). For the most part the current social world is a monologue.
Oh. Just like TV.
Now. This doesn’t diminish the importance of social media and the future … it’s just that the good agencies keep perspective and actually recommend what is going to be the best for a clients’ business.
Ok. Back to TV.
Television is not dead.
One TV ad on American Idol can reach more teens then a PitBull tweet. And make a bigger impression (because you have those funny moving picture thingies).
Anyway. As long as tv executives keep their heads out of their asses often enough to actually produce programs people will watch … there will be TV ads. And as long as there is TV advertising there will be a maddening mix of insightfully educating entertaining executions and pedantic pedestrian drivel waste of :30 seconds.
Why is that? ….
We don’t know what works (for sure).
Sure. There are some basic principles that can insure your advertising will be in the “good” portion of the gene pool but, in the end, setting research aside … people are fickle and clients (in general) find it difficult to make the hard choices (because they prefer to ‘please’ rather than ‘prod’ the mind) needed so that the advertising actually has enough sharp edges on it to stand out. I will say this … give a good advertising agency (not a hack agency) one year to do whatever they believed was the best thing to do and I would bet over 80%+ of everything they did would be good (people like it) and effective (creates results).
Anyway. We are probably like songwriters. We write songs and we know some are better than others when we write them. We also kind of recognize when we write a hit – on the off chance when we write something like that – but you can never be sure until it is actually out there for all to hear & see.
And we do care what people think …
We do care about clients (most of them).
There is nothing better than knowing you have created something people like and generates results in partnership with a client you respect.
Nothing.
The only advertising people who have no/little respect for their clients or nothing good/nice to say about their clients (most typical comment is “they just aren’t that smart”) aren’t good advertising people. And you don’t want to work with them anyway.
And we do care about the people who buy the stuff too, but …
The consumer is not the king/queen.
Sorry to burst everyone’s bubble but if they were (kings & queens) they could demand anything they wanted and businesses would go out of business chasing their fleeting whims.
Here is the truth. A sale is a partnership between the seller & the buyer. At its best it is a marriagelike relationship. In either case … things are balanced … with one not significantly more important than the other. And why is this important? Well. With balance there is trust. And that is the basis for any long term brand or business proposition. Treat them like a king/queen? Yikes. At some point they will believe they are one and … well … treat the company like a serf (that is bad by the way).
Speaking of how people are treated …
Creative people always have a thread of insecurity (or fear).
If people want to wonder why creative people (or agency people in general) do wacky things … well … try this on for size. Remember what it felt like the first time you were in love and decided to say it out loud? You were scared shitless it wouldn’t be reciprocated. Or, worse, someone would just laugh. Well. That’s life in advertising on a daily basis. Creative ideas and ads and thoughts are emotionally, typically insightful, parts of our soul we elected to have the kahones to share with the public. In the end no client is the enemy, the consumer isn’t the enemy … fear is the enemy. Understand that and you understand the people in the business.
Ok.
I am sure I missed some other truths, but those are probably the biggies.
Good advertising people don’t lie. Either by omission or in actual ‘untruths.’ And they actually have the clients’ business interest in mind with almost everything they do … because when a client is successful, even if an agency may not get credit, they almost never get fired.
That’s the truth, the whole truth and nothing but the truth (at least for today).
ad agency client service: best job in the world
Sep 9th
I have worked within the advertising agency business environment my entire career. Began in Media, shifted to account management (interfacing with clients), learned strategic planning/account planning along the way, shifted into senior management and have handled new business, some business consulting assignments and ultimately have managed entire agencies. Throughout my career I have not only touched pretty much every aspect of a marketing/advertising/business consulting company but also have touched upon just about every industry and business type out there (excepting waste management possibly). All that said. The best job in the world is in account management. Sure. I imagine it has a lot to do with your personality and what floats your boat but there is absolutely no job in the world that will insure you will never be bored, always be challenged, have the opportunity to lead as well stand aside and still share in successes more than a position in account management. It is not for the faint of heart. You have to have resiliency of kevlar and a slight strain of paranoia to balance a sometimes quasi-arrogant attitude to push you way through a seemingly endless maze of objections and doubters to great ideas and great work.
Bill Gray, CEO of O&M said this at the 2005 4 A’s conference about account management :“Great account people have great observational skills, seek simplicity as the foil to complexity, take great intuitive leaps, are not linear thinkers and have bias to action.”
Anyway. I say all that as a preface to something I liked to give my team members when they joined (or I joined an agency). While I wrote it many many years ago as a young supervisor I have always hesitated to revise it. Yes. It could be improved. Yes. It could be smoothed. But, yes, it says pretty much what it needs to say.
Welcome to the description of possibly the greatest job on earth:
——-+
Welcome to account management. You are a unique person at the agency. You have to know as much about your clients business as an employee of that company does (maybe a little more). You also have to know more about your own agency than the client does (a lot more in fact). You are paid by the agency, but you won’t ever get paid unless your client is successful. You are a business consultant – internally and externally. You are an expert in ‘objection management’ (or at least you better become one if you want to be able to get ideas implemented) and you are a decision maker.
Think of yourself as the one who drops the pebble into the still pond. Your job isn’t just to drop the pebble but more so to recognize how the ripples will spread out and affect everything surrounding you. As a junior account person your pond may be small (simply opening a project effects a number of people), but the key to becoming a senior manager is recognizing how decisions dropped into the business pond ultimately impact when the ripples hit the long-term horizon. You won’t get them all right. And you’ll have to be flexible enough to know when to course correct versus “stay the course”.
It’s a tricky job. But it’s a great job. It is never dull. High risk. High reward. Being the closest to the client you get to truly share in their successes more than anyone else in that agency. As the main contact with the client you get to share all the agency successes. The highs are high. The lows are low. But (this being written by an account person with over 20 years experince) it is the best job in the agency.
Some rules of the road for account management within my group:
Create a Positive Environment.
People in the agency take your lead. If you are passionate, they will be passionate. If you show you respect the client, they will respect them also. It is up to you to create an environment that makes people want to work on an account. Sure. On occasion you will be asked to work on an account that you will scratch your head and trying to figure out what YOU like about the account.
Well. That is actually part of being a great account person. Finding that initial spark yourself. Finding the passion for that account that you can share with others. Trust us .. there are people on the client side who LOVE what they do. Find out what it is. Tap into it yourself. Be accountable. Be honest. Be an expert. And share the passion they have.
You have to be a little of a ‘chameleon.’ No. that does not mean changing your ideals or beliefs. It simply means you have to assume some of the characteristics of your account environment so that you can blend in and become part of the client. Then you will be successful. Then you can create a positive environment. Then you can convince your client to take some chances and that typically leads to bigger results successes. (then everyone is positive when that happens.)
Lead versus follow.
Lead, lead, lead. That’s your job. You always have to know where ‘you are going’ so that you can help people better understand why they have to do what they are doing. Always have long-term attitude embedded in everything you do. Following (particularly your client) often means you have entered the ‘short term trap.” This is a doom loop that you can only break out of by being a leader.
And you can only be a leader if you are informed and educated. You have to know more than the other person. Internally as you guide people through the process you have to be able to share the knowledge that lets them do their job better. In order to lead the client you have to know their business and/or products. You cannot talk with a car client unless you have driven the car, been on the lot with the salesman and even maybe visit the manufacturing plant.
In the absence of anything better, even a camel will walk to the closest water .. even if it is poisoned. Even the smartest clients need to be led. Without leadership given the myriad of projects clients can demand, it is easy to very quickly go astray and simply start “following” and just start ‘doing what we have been told to do’ – and that is how relationships get poisoned. Clients rarely leave agencies where their account management team is respected as leaders.
Proactive versus reactive.
The corollary to lead versus follow. Being proactive.
The moment you start to react to a client’s suggestion or a situation you know you are behind. This doesn’t mean you shouldn’t listen. You should ALWAYS listen. In fact, listening can help you become more proactive. By building on what you heard (and learned) from your client you would continuously share forward thinking, new ideas and stay ahead of the game.
Half the battle in account management is figuring out how to keep moving forward. By reacting you are defending and not moving at all (in fact you often find yourself moving backwards!).
At any level in account management you should be thinking proactively. You are not an order taker. The minute you do become one .. find another job.
Outcome versus output.
As account managers we are all about ‘doing things’ — creating advertising, generating ideas, solving businesses problems — that generate outcome for our clients. Outcome. Real business results. Yes. Business results. An agency is measurable by results. Even if we do not control all aspects of the plan. Trust me. If business results are down, a client doesn’t want to hear why an agency is not responsible for those results … they want an agency that is also losing sleep and coming up with solutions.
To be sure we do that (generate successful results) we need to insure quality output. Don’t settle for “c” product or “ok ideas.” They’ll come back to haunt you with “ok outcome.” And ok outcome doesn’t make clients happy.
The reality is .. as you start your career in account management .. your role and responsibilities are focused on generating the output. Project management and just getting all those projects done. Efficiently generating the work and making sure it is as effective as possible.
But as your responsibilities grow you will become increasingly focused on outcome. Short term and long term. Sometimes in the beginning stages of your account management career it is difficult to see what the ultimate long-term outcome strategy is. That’s ok. It will become clearer as you grow and take more of the long-term leader role on the accounts you work on.
But always remember. All agency output should be judged on outcome. Even in your self-assessment. If you are not generating good outcome, then start judging your output. Maybe it needs to be improved. And, ultimately, that is what great account mangers do. Constantly assess, evaluate and improve.
my thoughts on conflict and people
Feb 2nd
So. What is it about me and conflict?
First. I like contradictions in life. Smart and funny. Silent but says a lot. Liberal conservative. Cynical optimist. Things like that. Oh. And enlightened and conflict of course.
Contradictions are powerful. They create a chemistry ending in positive friction (when done right) and the fire for innovative thinking and thoughts. In general I believe they make life interesting.
Second. Conflict is part of life. Humans are neither passive nor stagnant. We move. We do. We think. Combine that fact with individuals are unique (although they may group together) and inevitably there is some conflict. It can simply be healthy competition or it can be staggeringly evil intended activity (i.e. there will be conflict because your point of view and thoughts shouldn’t exist and I am going to extinguish them).
Third. I believe conflict can be “managed”. Maybe call it competitive camaraderie. I call it enlightened conflict. I believe if people know more about stuff (I don’t really believe it needs a technical term) then conflict will be conducted with knowledge. Ignorance guides conflict toward evil interactions and knowledge guides conflict to responsible interactions.
Fourth. “Enlightened”. My focus in life, whether I have recognized it or not, has been overcoming ignorance. Fulfilling curiosity – either mine or anyone’s life I glance off of. But I would envision someone would argue I am fighting for some version of pluralism. Freedom to learn and think different thoughts. I love freedom of speech but it is less important to my thoughts globally. Possibly because I believe the less ignorant people are the more likely they are to speak out (therefore we will end up getting some form of freedom of speech as a byproduct of this whole thing).
In the end I imagine what I really care about are people’s actions. They can remain mute as far as I am concerned as long as their actions respect others opinions and lives and global responsibilities.
Summarizing my deal with conflict.
My theory is conflict will always exist (human nature). On all levels – from huge populations aligned for ‘whatever’ cause to an individual aligned behind a belief. And that is okay. The friction between beliefs and causes often creates the spark for something better. Yup. I am suggesting conflict and friction is good (I apologize to all the “why can’t we all get along” groups). Good conflict leads to positive friction and ideation and evolution of ideas. And I believe we should try to manage that conflict globally by developing kind of a ‘values’ rules of competition.
Simply it revolves around two thoughts
- Positive friction.
- Enlightened conflict.
The first is based on curiosity plus friction equals better ideas and thinking.
The second is lack of ignorance plus conflict equals respectful competition (and yes … unfortunately the competition can be war … but it is war understanding the repercussions on humanity and the toll it takes).
If I could do what I really want to do it would be to create a global program or educating a global generation of kids. I have written some fairly extensive thoughts on how to create a global program for kids (up to 8 years old) to help fight ignorance and create a more balanced global community with respect to individuals, their beliefs and the environment (it is not a math, grammar, etc. education program). Someday I hope to find someone who will ask me to implement it.
Until then? I will hope that I can impact the little corner of my world with positive friction for enlightened conflict.
“Enlighten the people, and tyranny and oppressions of body and mind will vanish like evil spirits at the dawn of day.”
Thomas Jefferson
Interviewing 1.5. (Which should have proceeded 2.0)
Jan 20th
While I spent Interviewing 2.0 mostly ranting about the use of branding and actual interviewing, my good friend (and a guy really smart about this stuff) Scott reminded me of some things you need to do before you start interviewing.
Oh, like what? (you may ask)
Oh, well like what you are good at. (that whole competency thing)
You really need to nail this down before you even think about interviewing (and this is a tough one).
So. I am not going to get hung up on branding (that will be another post soon where I will attempt to show people how we have bastardized the use of brand from its origins to a point it is meaningless and misused) and move on to how to decide what you are good at to help out on interviewing.
It is interesting, because having played a role as business development director at several advertising agencies, I learned a lot about articulating competency. Let’s say for simplicity sake there are three tiers to defining competency
Tier 1: The most basic competency
I have the skills or past experience to even be in the game. So. This is like interviewing for an accounting job and saying you have the best accounting skills because you worked at one of the largest accounting firms in the world. Or saying at a marketing interview that you have worked at some of the largest marketing firms in the world. It gets you in the game, but its all puffery. Ultimately, if you get stuck in this tier you will lose because everyone will figure out how to make their basic skills sound like the best and it becomes white noise to someone who is interviewing dozens of people.
So check the box on tier one and get to tier 2 as quickly as possible.
Tier 2: The basic problem the competency you just outlined solves
Because of my skills I am faster. Or maybe I resolve issues faster. Or maybe you get things “unstuck” better. Or maybe you allow others around you to be more productive. It reflects an understanding of what your skill has to offer and how a future employer will benefit.
Once again checking the box on tier 2 is nice (and you can win here on rare occasion). This tier typically aligns you with whomever you are talking with. You show you understand what you need to do, understand the problem and you know how to solve that type of problem.
The problem with tier two is there are a lot of smart people out there and (as in business development) you will find that a lot of people will check this box well. Doesn’t mean you don’t need to check it. Just that when you figure out that this is what you are good at providing benefit-wise, you need to understand that it may simply be a parity place (which isn’t necessarily bad if during face-to-face the chemistry is great).
Tier 3: Ah. Then there is tier three. This is where you figure out why you are good at what you do and explain an unexpectedly relevant benefit.
It reflects a higher understanding of what it is you have to offer. (And at the end I will spend a minute explaining how to make who you may end up talking to care about it).
This level of relevance is not just talking about results. This is more about what kind of results specifically you are good at. For example, in my world, in retail not talking about sales but saying “the programs I develop are really good at generating foot traffic”.
Or. My skills are really effective in fragmented or multiple constituent organizations.
Here’s the deal with the Tier 3. It’s yours. It’s you. It’s kind of “your thing” that you are good at. It can’t be vanilla (good with people, good team leader, good at tough decisions, etc.) it has to be an insightful attachment to your competency.
How do you keep your competency Tier 3 unchangeable but relevant?
So. This is really important.
A lot of people talk about customizing for interviews. New business taught me a huge lesson on this.
Never change who you are and what you are good at. Tier 1, Tier 2 and, absolutely, Tier 3.
Never. (There is a litany of reasons for this I won’t waste the space on. But suffice it to say in the ad agency new business world, inconsistency is an unforgiving trait where people can compare notes. And you should treat interviewing the same).
In fact your tier three opening line/paragraph/whatever should always remain the same. At my agencies the “what we are really good at” never changed. The only thing that changed was the following “and here is why it should matter to you” paragraph. That is the relevance part. That is what changes for the interview (and, oh by the way, it kinda shows you have done some homework).
Some risk? Absolutely. Sometimes you will hear (rarely if you get the “here’s why” right) “well. I don’t get why it matters” in an interview…and that is ok. Sometimes you are not a good fit. Or maybe tier three is not in their “interest zone”. It happens.
But figure Tier 3 out. More often than not this is the level that makes who you are talking with cock their head and make them think really hard about you (and that is a good thing in an interview).
Client Agency Relationships Part 2: The Art of the Relationship
Jan 18th
Once a deal has been struck (see Client Agency Relationships: the Art of the Deal) a client and an agency enter a relationship. This relationship can be as partners or a vendor relationship or even consultant relationship. Regardless of what that relationship ends up being there are several things that need to take place for it to be healthy.
First and foremost, the baseline or cost of entry in a relationship: an agency needs to deliver work on time, on target, and on budget, with zero tolerance for errors.
This is a fundamental truth. I attended a presentation in the 90’s given by the JWT worldwide Creative Director who said it best, “I have seen most client agency relationships fall apart because of day to day agency mistakes, not failure on the big thinking. The client starts thinking if the agency cannot manage the details how I can trust them to manage the big stuff. And it all starts falling apart.”
Secondly, an agency should be passionately committed to immerse themselves in the clients’ businesses—to come to the table each day as a fully engaged business partner, rather than as a vendor. It shows a commitment to true business results.
Beyond those two basic, but important thoughts, let’s say the following outlines some of the basics a client should expect from an agency. The agency should:
- Be a proactive business partner, operating as an extension of the clients’ marketing department and functioning as a part of the overall business team.
- Maintain an account management team to service the needs, the thinking and tactical needs, of the clients business.
- Provide ongoing strategic thinking, to better understand, communicate with, and motivate the clients’ target audience to take action (drive results).
- Leverage the budget through innovative planning, efficient buying, merchandising, added value, event marketing and sponsorships.
- Create and produce highly effective, traffic building, multi-level campaigns that will successfully enhance and unify the client’s brand image.
On the other side of the relationship, there are certain things an agency would like from the client. The following outlines 6 (which may not be all-inclusive but probably hit the key things):
- Communicate.
An agency is only as good as the information it gets. Tell us the good, the bad and the truth. No matter how much experience we have, guessing is guessing, and we will not always be correct when we guess.
- Be a partner.
You are the Client. And ultimately your word is the final word (because it is your money). But agencies do impossible things for Clients who treat them like true partners. We’ll debate, we’ll argue, we’ll be grumpy with each other every once in awhile, but we all have the same goal in mind – business success. And you hired us to do something you didn’t believe you could do. So treat us like a partner.
- Be fair.
Maybe this should have been “be open minded” but suffice it to say we are not evil and we don’t purposely have bad intentions. When we do something we usually have a good reason on why we did it (and it would be nice for you to stop and listen to it). And we make mistakes on occasion. Not on purpose but because they sometimes happen. Just be fair.
- Be tough.
If it is not right in your eyes, then it is not right until we have convinced you it is (or you have convinced us otherwise). Sure. You hired us to be the experts in what we do, but you are an expert in what you do. Don’t compromise. Don’t settle for “good” because good is the largest enemy of “great.” Be a tough grader. This is business. And we are all about doing whatever is best to drive the best results.
- Have fun.
Laugh a little. Okay. Laugh a lot. It is marketing for Pete’s sake.
Conclusion: Some Semblance of Partnership.
While insuring expectations are communicated and aligned and delivering upon the details are critical, ultimately the most successful relationships have some semblance of a partnership. And partnership is truly a multi-faceted concept. Some collaboration helps (but agencies always need to remember they get hired because the client cannot do something themselves). A goal should be to attain a seamless extension of the marketing department at minimum, the client company at its best – joined by common business objectives and fueled by shared values.
It is quite possible this quote from Booker Washington summarizes a healthy client agency relationship the best:
“… be as separate as the fingers, yet one as the hand in all things essential to mutual progress.”
Note: To download a PDF of parts one and two of Client Agency Relationships, visit my Thoughts On Business page or click here.
Advertising Words of Wisdom
Jan 14th
I have been fortunate throughout my career in advertising agencies to not only have worked with many really smart people but also to have heard some really smart things. What I love about advertising people is that they typically find simple ways to say some complex thoughts (except people in account service, who typically use bucket loads of nonsensical words to say very little. Hey. I started as an account person). Here is a sampling of thoughts shared with me over the years (and check out one of my earlier posts on Sam Meeks who was a masterful wordsmith and leader).
“If you are willing to work insane hours, have fun and drink lots of Coors this may be the place for you.“
Roy won’t remember me but I interviewed for a supervisor spot at his agency when they won the Coors account in the mid 80’s. I have always remembered what he said. This was his way of saying don’t expect a 40 hour week but can you still have fun and, oh by the way, I only want people who can be passionate about the business they are working on. That agency, GSD&M, was a zoo at the time. I was pretty sure they had no clue what they were doing (in my infinite late 20’s wisdom). I wasn’t ready for them at the time. I probably wasn’t good enough for them at the time (or maybe I just didn’t have the capacity for their company gestalt). But they have gone on to kick some ass. I will also say that I stored away this little learning moment and have reapplied it time and time again (not just the beer drinking part).
“So what you are saying to me is go ahead and do this if we want to be the tallest midget.”
Steve Danuser
The first time I heard this I was floored (said by one of my clients). It was awesome. I must have said something incredibly dicklike to my client to solicit this response. But he got the point of whatever I said and he had the grace to respond with some humor. I have heard nothing better to say “big fish in little pond” with more pizzazz than this. Settling sucks. And this statement captures the essence of settling.
“We don’t want to be known for creating brilliantly crafted failures.”
Don Perkins
Advertising agencies are always being pointed at and slammed for just being creative and not caring about the business, i.e., “all you want to do is wacky advertising.” And every time I hear someone say this I think it is the silliest thing I have ever heard. My first instinct is a sarcastic sharp retort. I want to say how dumb that comment is. My friend and great creative director took the high road. In this concise statement he says we will always be creative but with no intent to not drive results. Let me be clear. There is no credible marketing or advertising agency in the world that doesn’t understand they are in the business of creatively generating business. Period. No debate.
“Don’t suck.”
I could probably do an entire page of Luke quotes but this is a standout and remains in my everyday toolbox of things to say. I get so tired of people saying ‘good luck’ in a business environment – for meetings, presentations, whatever. At that point it isn’t about luck. You have probably put hours of hard work and tons of worry into being prepared and putting yourself and the team into the right frame of mind. It really all comes down to performance. You are in the time and the place and it is just time to “do it”. So. The quote. Luke just gave me a post it note before a meeting that said “don’t suck.” I wish I had kept it. He understood the value of humorously understanding in the end it comes down to how you perform in the moment. And you know something? None of want to suck when given the chance. Sure we want to shine. Sure we want to be great. But most of all we don’t want to suck. That quote was one of Luke’s greatest quote/lesson moments. I use it all the time.
“Sliding down the slippery slope of mediocrity.”
He actually said “the slippery surface of irrelevant brilliance.” I believe but I thought somewhere he said what I wrote above. Regardless. Another great quote from a great writer. This isn’t just a business lesson but also a life lesson. It is absolutely so easy to compromise – in business and in life. “Just this once” you say when you are tired. Whatever the decision or action it may be to you in the moment it is mentally “an exception”. And before you know it you are on that slippery slope.
Life is funny that way. That incomparable movie The Replacements has a scene where Keanu Reeves talks about it as “quicksand”. It’s the same thing. You get in it. And you fight hard but you just can’t stop sliding down. And it is a truly helpless feeling. The worst thing about the slippery slope is that most people don’t realize they have started sliding until it is too late. It is one of my quests in life to find good people who have mistakenly started the slide and lend a hand to pull them back up. Does that mean I am better than mediocrity? Shit no. I just recognize that sense of helplessness and I like people to have hope – for something better. Anyway. This quote reminds me of two things.
1. Pay attention to everything. It’s the only way to insure mediocrity can’t gain momentum (because we all have to compromise on occasion)
2. Help those who have that look of “how the hell did I get so far down this slope” by grabbing their hand and pulling them back up whenever you have a chance. There are some incredible people and some incredible talent out there that just got caught on life’s slippery slope. It doesn’t mean they are mediocre by any stretch of the imagination. Simply that they got caught on the slippery slope and didn’t know how to get off.
“All you can really ask is for someone to do the best they possibly can.”
Anonymous (and me)
I have said this a zillion times. And I have no clue who I stole it from. But if I could beat this into the head of every leader in the world I would be willing to staple the piece of paper with the quote on it to my forehead. Sometimes we ask so much of our people it is amazing. And, yes, many people do not know what they are truly capable of until they are pushed to aim for something seemingly impossible. I am a pretty demanding leader. I set an incredibly high bar for my team. But in the end all I ask is that they do their best. And if it isn’t enough they we can say we didn’t succeed for lack of trying. And sometimes that’s as good as it gets. And sometimes that is when I have been proudest of people I have led. Ask the best of people and I believe most people will surprise you by doing a little better.
Client/Agency Relationships: The Art of the Deal
Jan 14th
Client/Agency/Service Supplier relationships are a balancing act. The best relationships represent a combination of two experts constantly challenging each other, finding times when each is, respectfully, right or wrong, and throw in a good dose of actually liking each other. But typically before you get to the relationship part you have to consummate a deal.
It is because of this I call this “the art of the deal” (see the upcoming Client Agency Relationships Part 2: the Art of the Relationships for a relationship point of view) because philosophically how you strike ‘the deal’ dictates what becomes a client/agency relationship. In other words, often the success of that relationship is dictated by how well the initial deal was struck.
As for who is responsible for making a good deal? Well, while I have seen Client/Agency relationships sour because of either party, I would suggest that agencies more often than not are most culpable for failures and bear the brunt of the responsibility in establishing the deal. Having sat down in dozens of meetings between an agency and a prospective client I have seen the good and the bad unfold not only as the deal is being consummated but also after the meeting as the deal unfolds. I have seen how agency people rush towards the finish line saying anything that needs to be said to get there. And I have seen the expressions on the faces of the people back at the agency when they have seen what promises have been made to make the deal. And, bottom line, I have seen that I don’t want to go through that disappointment when facing my own people.
It is very simple if you stick to your guns. I suggest there are six critical steps to sealing a good deal (and having a hope of a successful relationship). Let’s call this what it takes to stand up and feel good about shaking hands on the deal as the contract is ready to get signed.
1. Alignment of Expectations:
Nothing is worse than if either side of the partnership (or dealmakers) is expecting something the other partner is not prepared to do, or even worse, cannot do.
2. Communicate:
Alignment means both parties need to communicate. This means clearly articulating expectations and capabilities to meet expectations. Am I meeting your needs? Am I meeting your expectations? Both sides asking questions. Both sides talking to each other. Sometimes it is a dialogue. Sometimes it is simply asking the correct questions. But each of those options includes speaking versus silence.
3. Honesty:
Good communication requires honesty. Honesty with yourself first and foremost, i.e., can I honestly say we are doing a good job? And, of course, “I need to be honest now or it could continue to build up into big trouble.” Honest discussion on the good and the bad. It’s easy to talk about the good stuff, more difficult on the hard things. ‘Fess up honestly in all cases and you earn trust.
4. Respect:
Honesty is typically best when there is mutual respect. Respect speaks for itself. We all feel good when respected.
5. Compensation:
If you have the 1st four right (alignment, communicate, honesty, respect) then the money discussion becomes easier, not easy, but certainly easier. It’s a value equation. Agencies need to feel like they are being fairly compensated for actions. Clients need to believe they are receiving valuable activity/action. And there needs to be an alignment on this value equation or it becomes a battle of nickels & dimes and instead of talking business you are constantly talking about money (and that is bad).
6. Chemistry:
Finally, it always helps if you like each other. It doesn’t have to be ‘best friends’ but if each party respects and likes each other than there is at least a fighting chance to make it through the tough times as well as truly enjoying/celebrating the good times. “Double the joys and halve the griefs” as it has been said.
Conclusion:
That is what makes a great deal between a Client and an Agency/Service Supplier. I know, it sounds simple, but it is harder than it looks. The sight of the finish line makes people do and say funny things (and it can certainly create amnesia with regard to knowing the “right thing to do”). Agencies want to make the deal.
So. In the end?
Take a deep breath when you are getting ready to cross the finish line and ask yourself do you really want to win. Ask yourself honestly are you clear on all six criteria. And ask yourself the hard question even if it is at the last minute – did you really want to run this particular race and was it really the right race for you?
Make sure you know what you are going to win. Make sure the Client knows what they will win. And then make the deal.
Interviewing for Jobs: The Bruce 2.0 version
Jan 12th
I call this Interviewing 2.0 (it’s probably really version 2.11374 but let’s not quibble) because I am trying to get into the entire interviewing lingo that seems to be bombarding job seekers leading into the New Year. And I was hanging in there alright until I got to “10 ways to destroy your personal brand.” Oh boy. Let’s get started on my rant (although I will offer some advice). So. Before we get to actual interviewing let me get this off my chest about personal brand and branding:
Ok admit. The way people throw around the word brand nowadays drives me nuts. And the whole concept of building a “personal brand” is such a foreign wacko concept to me it is hard to wrap my head around. With all the stress that comes with unemployment and interviewing (and all the zillion perspectives of interview advice you can find online) trying to develop a personal brand seems like a crazy decision to make. When I hear ‘personal brand’ all I can think of is Ricky Henderson (i.e., speaking about yourself in the third person).
- A typical Ricky Henderson interview. Ricky when asked,
“Well, Ricky, he is the best base stealer of all time.”
“Ricky came to play tonight.”
“Ricky was seeing the ball well.”
Skip to your own interview. So tell me something about yourself. (you answering)
“The Bruce brand is an engaging brand and really good at…bla bla bla ”
(WTF).
I believe the minute you start referring to yourself as a brand (figuratively not literally…I assume no one would actually talk about their personal brand in an interview) you have lost it.
I buy the fact that the principles behind establishing a brand in the marketplace and establishing yourself to a company are similar, but in an interview you are a person (not a brand) talking with another person (who isn’t seeking to buy a brand but rather hire a person). But. Hey. If you want to be the best can of soup in the interview, more power to ya.
BUT. Remember. It may be semantics but there is no such thing as “building a brand.” You can build a great product or service. Deliver it consistently over time. Meet or exceed expectations. Do it consistently within a personally or character type. And, well, at some point people will award a brand status to the product/service. Remember. You do not claim a brand status. You are given, or earn, a brand status. So. I would argue if you are aiming to “build a personal brand” you run the risk of ignoring the underpinnings necessary because you are aiming for “becoming a brand” rather than a superior consistent functional delivery person.
Anyway. With all that said. So. Back to interviewing. During an economic downturn, people can be pulled every which way with job searching advice from someone holding up a Bible quoting ‘eternal advice’ (just a note: I don’t believe Moses was the first choice for that job) to, well, anyone who has had an interview and wants to hand out their version of job searching wisdom.
This “deep recession” (sorry to tell you but it’s a depression) creates some desperation and that makes people vulnerable. And that is a bad thing when you are interviewing. This is a time where people especially need wise counsel and not superlative buzzword lingo which confuses people from simplicity.
So. My advice? Forget about building your own personal brand. Forget about all the wacky voodoo incantations that will win you the interview question challenge. Focus on simplicity (or your head will be filled with so much goo it may explode – which is embarrassing in an interview – and you won’t be able to coherently answer anything anyway).
Beyond all the interview coaching and seminars and such (which make my head spin so much I am not sure I would actually know what to do in an interview if I tried to follow all the coaching advice) interviewing comes down to two things:
- Functional competency (can you do the job)
- Chemistry (do you fit into culture and team…or…do we like you)
I would argue that if you nail these two things in an interview then things like salary and benefits and titles all fall into place. Completing a great interview process is similar to when you find something you cannot live without – you will pay full price and not wait for a promotion – you have to have it now. So if you go do your job in the interview process that is the prize (and oh by the way…keep that attitude throughout: “Buy me at full price, this is not a promotion” it is a healthy perspective for you to have regardless how badly you need a job).
Okay now. Remember. There are some things you can control and some things you cannot control in an interview (so don’t waste energy trying to control what you can’t is what I am trying to say):
What you can control:
- What you are good at
- Being yourself
What you cannot control:
- Who they (the company) are culturally
- What they are good at
So. I am going to actually start with Chemistry to get it out of the way (because Competency is the key to interviewing).
What I am getting at with ‘You can’t control their culture’ is you actually can’t control the chemistry factor. Just like eHarmony relationships, you can get a ‘match’ but when you meet “it’s” either there or it ain’t (you know. the elusive “it” whatever it is that makes chemistry click). You may wish for a relationship to bud but you cannot fake it or make it. However, you can control who you are so they (and you) can judge whether you are a good fit for them.
“Be true to thineself.”
Shakespeare
Bottom line is if they like you (or like the idea of you being part of their team) you are in the game. They won’t choose you solely on this but chemistry is valuable particularly in this day and age of lean company structure. So be yourself. Don’t try to be anything else.
Sure. There are some cosmetic things you can be flexible with. They all wear ties and you hate wearing ties. Unless that is a deal breaker to you wear a tie and shut up about it (when you interview AND if you get the job).
Last thought on ‘Be true to thineself.’ If you try and act one way to get the job and then you get the job one of two things happen:
- You revert to yourself at some point and they get confused and probably unhappy (and want to break up at some point), or
- You try to act that way all the time and are pretty unhappy every morning you wake up to go to work.
Chemistry in this case ain’t created. It either is or it isn’t. And the only way you can be sure is if you just be yourself. Don’t worry. Most companies aren’t seeking clones so they aren’t expecting you to act like them. Just that you fit in their culture and there is some chemistry (and chemistry takes an even higher priority these days because everyone runs so lean things can get a little stressful on occasion).
So. Let’s talk competence.
Here is where I disagree with many of the wise interview experts. I hear sell sell sell. Make sure you show results. Bla bla bla. Yeah. Sure. But here’s the deal: Stay within yourself and your personality. If you don’t like talking about results because you feel uncomfortable about it, don’t. Trust me. If you feel uncomfortable talking about ‘results you have generated’ it will show. And who knows. Mayb
e their culture is one of humbleness. Anyway. The whole “quantify what you have done” rule kind of throws me a little.
And let’s be serious. If you interview for a sales position you talk all that sales gobbledygook. If you interview for an engineering slot you bring the calculator and show the whizz-bang co-tangent of a molecule. If you are interviewing for a mechanic position then know how to change brakes. And if you are an accountant, bring a green visor and abacus. You pretty much know the gig on your competency.
And competency. However you define it comes down to “Can you do the job they are interviewing you for?”
I personally don’t care how you prove that. Show results? Sure. Track record of successes? Ok. Talk your way through your process to get things done? Sure. Just pick a way that feels comfortable for you. Because if you do then you are aligned with your own chemistry and your answer will be comfortable.
And, frankly, if you can’t show you are competent in the role then chemistry doesn’t matter. But I also have to tell you most people who are interviewing for a particular job are revealed in the first five minutes of an interview whether they are at least in the competency range of adequacy or not. You can’t prepare for questions or bone up on things (although I am all for doing homework on job and company before going into an interview). Because you are either competent or not.
Here is a thought. Competency means you know the vocabulary and you talk it well enough that an outsider doesn’t understand a frickin thing if they eavesdrop on one of your in depth conversations. (At least that’s my criteria for you knowing your stuff) But oh by the way. It should be you talking and discussing (and if you are passionate about something go ahead and be passionate). Don’t try and bring out the latest marketing fad (or suggest that something isn’t part of your personal brand DNA. Ouch).
Ok. Someone is going to start jabbing at me on preparing for interview questions. Look. The questions you receive are typically a reflection of their culture. You may get thrown a curve ball but you cannot go wrong if you stick with “competency”. They have a job open. They have a functional need. Tell them how you can meet that need completely.
I swear to you. If you stick with functional competency as fall back you won’t go wrong. (note word ‘fallback’). What I mean.
Specific questions you answer specifically. Unfortunately that means “listen” and then “respond”. (yeah. You have to listen to the question…and feel free and ask for clarification if you aren’t sure).
Vague questions (like “tell me about yourself” or “what are you like in the office” or stuff like that). Competency. Fall back on answers centered around delivering on the functional need of the role you are interviewing for. If they want a “fuzzy feel good” answer they will ask you that question (hint: “I know you can do the job but I want to get a feel for what you are like”). By the way. Even feel good answers revolving around competency ain’t bad like “well. I am pleased you believe I can do the job. That is actually a reflection of what I am like. Performance or doing the job well is important to me.” Then go ahead and bla bla bla about yourself.
Next. I am gonna get jabbed on “competent means average”. Baloney. Get in the game first. Superlatives are dangerous. Being “exceptional” is a very dangerous game. That doesn’t mean you shouldn’t be confident you can fulfill the role they have outlined. Pound away on consistently capable of delivering on functional need of the role you are interviewing for. (See. This isn’t about building your brand. Nuts and bolts stuff).
It’s possible I have simplified this too much but I don’t think so. In times of stress I have found simplicity is the way to go (and interviewing is stressful). That said I imagine my biggest issue with all this online advice is that while I may not be the sharpest knife in the drawer I have interviewed hundreds of people as a manager and interviewed for jobs myself a number of times and even I get confused on what to prepare, how to prepare, what to say, what not to say and how to act.
So. In the end I aim for simplicity:
- Be prepared.
- Be yourself.
- Be competent for what they need done.
Anything beyond that and I am not sure what good it does. Oh. Maybe that’s the stuff that builds your personal brand.
