a little fairy tale about two marketing agencies

2. What did they
saw two look like?
agencies,
one struggling
and one
doing well.

3. At the struggling
agency, everyone
was very busy,
running around,
multi-tasking,
fighting fires,
fixing mistakes,
trying to help…

4. It resembled a hamster
wheel… run, run, run…
but there was no
forward progress…
just lots of activities.

5. This agency was
creating more heat
than light.

6. The creative de
pa
extra busy - - in rtment was
te
that were really rpreting briefs
drive-thru orde
rs.
The work reflec
ted no insight.
The decks were
lo
there was no fo ng, because
cus.
The work was a
ll
because there w over the place
as no guidance.
And the ideas w
er
yesterday’s new e
s,
because they ke
pt
to ‘make shit u having
p’.

7. Drama was high. Go
ssip was
rampant. Everyone w
as distracted.
People were confused
about
The group was disorg the direction, their ro
anized. les, their
performance, and the
There were no profits ir future.
.
The leaders were too
There were write-offs busy
and servicing clients and
mistakes and stuff sli fighting
pped fires to instill any sta
through the cracks. bilit
discipline, structure o y,
r strategy.
Outside vendors had
to b
because the work flow e used,
was
unpredictable.
There was a lot of co
mplaining
about clients, work lo
ad, budgets,
each other etc etc.

8. Business development
was haphazard at best.
There was no concerted
outbound/outreach efforts
or reputation development.
There was no elephant hunting,
because there were no tools,
promises, cases, or contacts.
Most clients
were small,
and demanding.

9. This agency did not live
up to its promise.
Clients cut budgets and
shifted work.
Employees drifted off,
fed up with the reality.
The leaders blamed each
other and others.
It was a nice idea, but
never really took root.
It became like so many
other small agencies.
Small and common.

10. Then, there
was an agency
rocking along…

11. It had:
 Satisfied clients, who gladly
served as references for the  The phone ringing with
agency to other clients inbound calls from
potential clients and
 Energized employees, who
employees… its’ reputation
brought in other highly
was strong and magnetic
talented friends. And when
an employee left, it was to
a much bigger job.

12. Satisfied clients
Energized employees
Phone ringing
How did these
three things occur?

13. First, this age
clearly articu ncy had
strategies, a plated goals,
and a promis ositioning,
e.
Everyone kn
heart, could r ew these by
believed in th ecite them,
lived by them em, and
.
Nothing pho
ny baloney.

14. Second, only the be
st
people were hired.
No
laggards, no slacke
rs, no
complainers. Only
pe
who knew how to p ople
erf
how to deliver, how orm,
to
improve things eve
ry day.
 Contrib
utors
 Catalys
ts
 Innovato
rs
 Promote
rs

15. Third, these people
wo
within a very discip rked
lined
structure, with clea
r
processes, sharp to
ols,
defined hierarchy, w
it
ambiguity or confu h no
sion.
They could rely on
the
‘system’ to make th
em
efficient, so that the
y could
worry about being
effective.

16. Fourth, the great pe
o
helpful ‘system’ be ple and
g
work, and clients w at fabulous
e
well-pleased. It wa re
s
effortless to get the almost
w
because the agency ork done,
e
problem-solving ta mbodied
le
Insightful, focused nt.
,m
innovative, inspired ethodical,
.
It wasn’t easy for th
e
to get to this point. m

17. performing
In fact, they went
through the typical
maturity curve: norming
storming
forming

18. But, interestingly
, they went up th
curve deliberately e
and quickly. Wh
most groups get s ile
tuck along the wa
settle for a lower y, or
stage, this group
it a clear goal to b made
e high-performin
and they were rele g,
ntless in getting th
They were ambit ere.
ious about runnin
the agency like a g
swiss watch.
(the struggling ag
ency couldn’t get
past the ‘stormin
g’ step, mainly be
there were too m cause
any agendas, too
hubris, and no re much
al leadership)

19.  Developed very sharp tools to use
in development and in pitching
 Made sure everyone and everything
supported the agency promise and
the biz dev efforts
Fifth, the true sign of success at Just by looking at their new
this agency was their business business efforts, you could tell
development approach. that they were highly successful.
They:
 Invested in biz dev
 Had a systematic approach
that was ongoing
 Ran outbound direct and
mass messages
 Trained everyone to ‘perform’

20. So, the successful agency had a meaningful
promise, strong performers, happy clients,
and above average profits and bonuses.
It was an agency that resonated in the
marketplace, that made a difference to
client’s brands, that was known for being
innovative and a great place to work, and
that was highly disciplined so as to
enable better work.
Employees were confident and proud,
deservedly so. And they were really happy to
work hard, because they knew that their work
would be a real contribution and that they
would be well recognized.

21. he end
The moral of the
story:
It’s easy to strug
gle,
to be common, t
o
be victims
And it’s hard to
be special, to ris
e
above, to really
be
high-performing
.

22. jim.ho
lbrook
@ema
k.com