Every year, I get to hang out with 30+ digital team members from various AMI agencies hailing from California to Connecticut and everywhere in between. They come together once a year to pick each other’s brains, learn about new tools, and share best practices. One of the things that impresses me the most about them is that their focus is bigger than tools, tactics, and techniques. They’re also asking about agency new business strategies, how to help the agency’s social media get on track, and how to streamline processes so the agency is more profitable. These are employees who care about their agency and the agency’s performance. As I listen to them strategize together on how to bring even more value to the shop and your clients, I also identified some unspoken needs that would make their work easier and better. Require everyone in your agency to get some basic digital certifications so they have a better understanding and can work together better in identifying opportunities, writing proposals, and spec’ing projects. Use your agency as the test dummy — try video, voice, social experiments — but be out there and be bold. Be smart about tools versus time. You may be saving a buck or two by having them do something manually but if there’s an automated tool out there — use it so they have more think/learn time. Keep your own digital saw sharp — there’s always something new to learn and as their mentor and leader, you chart the course. I’m impressed and encouraged by the drive, curiosity, and hunger that these professionals display. It is definitely to your advantage to help them help your agency!
A few of the agencies we’re working with have committed to building a leadership team and actually holding each other accountable (you all let each other off the hook way too often) for the internal goals they’d agreed needed to be tackled that quarter. So, how do you create that leadership team? It’s not about tenure or titles. It’s about who can actually advance your agency. Who is a holistic thinker, rather than protecting his/her department? Who offers off the wall solutions that force the entire group to step way out of their comfort zone? One of the best litmus tests? Who is an influential mentor inside your shop? Who loves to teach and celebrate others? Who lives your core values? Disregard age and title. Who is proving to you every day that they’re ready to lead? I got very prescriptive in an article I wrote for Spin Sucks so you can build a team around you that is equipped to take you and your agency further, faster. I’d love to hear if your leadership team strategy is aligned with mine or if you’ve taken a different approach. You can’t grow your agency alone. Grow your leadership team as you grow the agency. They'll serve each other (and you) well. This was originally published in the weekly AMI newsletter. To subscribe, click here.
In the last couple weeks, two agencies I’ve been working with onsite, every quarter wrapped up our first year together. As part of their homework, they had to prepare a PPT deck of every goal that they had crushed as a leadership team. I have to tell you — it was impressive. I take no credit for their efforts other than holding them as capable and accountable. They did all the hard work. I promise you, if I’d shown either agency owner the list of what they presented a year ago and promised them they’d get all of those items done (and done well) they would have laughed out loud. They’d never achieved so much in a mere 52 weeks before. So what was different? Their intentions. They entered into this year-long experiment by making a commitment to each other that they would not drop the ball or let each other off the hook. And they didn’t. Here’s what else made their efforts so successful. They didn’t over commit. One single focus per quarter and they weren’t allowed to chase any squirrels until their original commitment was complete. Regular accountability meetings. They met and reported on their progress. There was no tolerance for excuses, evasion, or the usual “well, we know you’ve been busy....” Measure what matters. We set up a list of metrics and they measured themselves against them every week. They were never surprised and they found that they anticipated shifts faster and better. They decided together which needs should get priority attention. There were no lone rangers, not even the owner. They worked in concert to assess what the agency needed most and what was needed to get it done. They stopped [...]
Attracting and retaining talent is likely a challenge in this unprecedented time. The coronavirus pandemic forced agencies around the globe to go fully remote whether they were ready to or not. Only 16% of HR professionals say they were ready to go 100% digital. Right now, it’s imperative to control what you can, and when it comes to hiring, you still hold the cards. By shoring up your hiring process now, you’ll strengthen your talent recruitment and onboarding processes in a way that sets you and future employees up for success. I recently wrote an article for Business 2 Community about this very topic. I hope you take the time to read through it and let me know what you think. I look forward to hearing back from you!
Many agencies are updating their handbooks to reflect new work from home policies and other changes that have come about since or because of covid. One of the policies they're re-thinking is their maternity and paternity leave benefits. I thought it might be helpful to share what seems to be the norm for most small to mid-sized agencies. NOTE: The details below are specifically for US based agencies. As we all know, most other countries are much more generous with their maternity and paternity leave (in some cases it's cultural and in other cases, it's mandated by their government.) Here's a look at global maternity and paternity benefits based on a study by the Pew Research Center (12/19). If you do not have unlimited PTO: Birth mom (they pay first six days and then up to 6 weeks paid for by short term disability policy paid for by the agency. Anything more is unpaid.) Birth dad (Two weeks paid plus whatever PTO they have coming to them) Adopted parents (Three to four weeks paid plus whatever PTO they have coming to them) If you have unlimited PTO: First -- it's critical that you clearly spell out that they cannot use PTO for this beyond the limits and that is all the PTO they get for that year) Birth mom (they pay first six days and then up to 6 weeks paid for by short term disability policy paid for by the agency. Anything more is unpaid.) Birth dad (Three weeks of PTO and whatever they want to take unpaid) Adopted parents (Three to four weeks of PTO and whatever they want to take unpaid) It's important to note that this is their official policy. Most [...]
I think agency leaders and owners are incredibly generous people. I’m always astonished at how you take care of your people, often to your own detriment. You give to them in ways that mean you get a little less. It’s just who you are. So as I thought about this week’s message, I decided I might be able to help you scratch your natural tendency to show your gratitude in this crazy season we find ourselves in. Odds are you’re pretty good at saying thank you directly to your people. But I’m going to suggest you try a different tactic. Identify one of your super stars and take a few minutes jotting down what they do that is so valuable to you. If you can, capture a story of something that really illustrates their talent and value to you. Now, take that story and write a letter of gratitude to their spouse, kids, parents or whoever you think would be most proud to hear it. Tell them how awesome your employee is and acknowledge the sacrifices (missed dinners, Mom out of town, etc.) the family has made to allow your employee to thrive. Thank them for their willingness to let your team mate give their best to the agency and your clients. If you want to — include a gift card so they can all celebrate how amazing your employee is to you and for them. Don’t tell your employee you’re going to send the letter. Let it be a surprise. I think you’ll be stunned at the impact your letter has — both short and long term. It’s a gift they will cherish for a long time, as will their family members. And honestly [...]
Remember the “good old days” right after the recession when incredibly talented employees were easy to find, quick to hire and grateful to have a steady paycheck? The upside to that story is that in 2020 the economy is stronger, the job market is much more stable and everyone is making more money. The downside is — the days of just having a job being enough are over. Today, agencies are in a battle to recruit and retain talent and I don’t see that changing any time soon. Some agencies have adopted a blended staffing strategy (a mix of employees and a consistent contract labor pool) to combat this challenge. Other agencies are investing heavily in professional development and growth opportunities for their team (The #1 reason why an agency employee chooses to take a job/stay at an agency according to our 2016 research) to keep their top talent. But there’s a new benefit that is emerging as a deal clincher. Many of our employees (at every age) are strapped with student loans so a Student Loan Reimbursement perk is music to their ears and bank accounts. I wrote a story about this for Forbes, including some best practices for getting the most out of offering the benefit. I’m curious — if you’ve cracked the recruiting and retention code — what do you believe makes the difference? This was originally published in the AMI newsletter. To subscribe, click here.
My intention with a short email isn’t to talk about the bigger, cultural issues our world is facing around diversity but I think we can all agree it’s a topic that we need to keep front and center. That’s true in our agencies as well. Our clients are starting to demand it. It will have influence over our ability to hire and retain talent and it changes the caliber of our work. In fact, 42% of marketers feel the brands they work for don’t accurately reflect the racial diversity of our society. It’s a big deal and we need to pay attention to the challenge. Forbes asked me to write about how this is impacting agencies, our clients and our industry. I also offered up some tactics for thinking about and broadening the diversity in your own shop. I hope you’ll check it out and find it of value. We will be talking about best practices and new tactics for hiring the right team member in our upcoming workshop, Running Your Agency for Growth, Profit (and a little sanity!) coming up in March. It’s two days of how to operate your agency for maximum profit using the right structure, operating systems, and staffing to make it all possible. Hope to see you there! This was originally published in the weekly AMI newsletter. To subscribe, click here.
Given the amount of competition out there, the challenges of landing a new client and the struggles with keeping the clients you have – I totally get the hunger to have the right answers. After all, that’s what they’re paying us for, right? Our expertise. Our years of experience. Our guidance. I want to suggest that while all of that is true – our expertise, experience, and guidance should show up in a different way. It’s not about the answers we provide, it’s about the questions we ask. When we are meeting with a prospective new client, the sentence I love to hear more than any other is “I’ve never been asked that before.” That means I am adding value. I am taking them in a direction they haven’t been before or coming at their issue from a different perspective. And odds are, the closer I am getting to the best answers. Many agency owners are frustrated that they’re the only ones who can do strategy inside their shop. I believe that’s because they’re the only ones who know how to ask questions that go beyond the surface or the expected. If you recognize your shop in that description, it’s time to teach your employees how to ask better questions. It helps if they’re naturally curious. Is their brain wired to wonder? That’s a critical trait when you hire. But if you have some team members who aren’t, then you need to help them exercise that muscle/develop that habit. Here are some tips you can offer as you’re coaching them. Keep it open-ended: Try to keep the conversation going by asking questions that require a longer response than a yes or no. Certain words trigger [...]
We’ve all heard about or been accused of being helicopter parents by now. The results of helicopter parenting (aka a parent who takes an overprotective or excessive interest in the life of their child or children) often show up in the workplace. You might recognize the employees who need a ton of praise for seemingly simple accomplishments, require direction/instruction as opposed to being self-directed, and/or seem moody and anxious and have no real goals or sense of direction. I am not suggesting for a minute that all employees of any age group fit this description. But I talk to enough of you to know that odds are good that you have one or two in your shop. What I want you to consider for a moment is if you’re actually making it worse. Ideally, every employee would come to you in perfect condition, not needing any mentoring or education. Let me know if that ever happens. Until then — you are responsible for molding them into the team member you’re hoping for. Here are some of the ways I see agency owners/leaders helicopter their employees, stunting their growth and productivity. You own their growth: How many times have you had an employee walk into your office and ask what their career path was? You can coach them through mapping out a plan but they should drive it. If you tell them what they want to be when they grow up — odds are, you’ll get it wrong and they’ll get disenchanted and leave. You handle the details: Is your employee traveling on behalf of the business? Do you still make all their travel arrangements? Let them at the very least, make a few recommendations or [...]