Here are a few of my favorite pet peeves practiced diligently by too many people.
1. Not returning phone calls or emails from people you know or who are not pestering you. No excuse for being rude.
2. Sending an email, which invites a response, and then not answering your phone one minute later.
3. Using this cliché excuse for not responding to a phone call or email: “I didn’t have time”; or “I was so busy.” A simple acknowledgment takes 15 seconds!
4. Asking for a proposal and then disappearing into a “black hole” never to be heard from again.
5. Giving advice for free and then complaining that no one wants to pay for it.
6. Being afraid to work on themselves to become a better leader, manager or just a better person. What are they afraid of finding out?
7. Believing so strongly in one political side or the other that they can’t possibly see any middle ground.
8. Always finding a reason (or making excuses) not to do something that they really need to do.
9. Not understanding the basics of customer service and so there isn’t any.
10. Letting bureaucratic policy get in the way of good common sense.
What about you? What really bugs you?
Thursday, October 28, 2010
Thursday, September 23, 2010
Get Rid of Destructive Employees -- Now!
Apart from financial performance, smart agency owners know that success in the agency business (e.g. new clients, great work, industry reputation, awards) is based on:
• People
• Chemistry
• Relationships
• Teamwork
• Collegiality
I am sure there are some “successful” firms that turn a blind eye to internal flare-ups, disrespect of colleagues, berating team members, constant complaining, etc., but who the hell would want to work there?
Have you ever had a “destructive” employee? Moreover, have you ever had a destructive employee on your management team?
Unfortunately, some of the most destructive employees (particularly the senior ones) are often among your most valuable. They do great work; certain clients love them; they are aggressive in their pursuit of business, and they are vocal in their ideas on how to make your firm better.
After experiencing several such destructive “stars” when I was in the agency business, and having seen how they have affected some of the agencies I now consult with, I can say unequivocally – get rid of them.
They will bring your firm down not up; they will spur others to leave; they will ultimately create client problems, and they will frustrate your efforts to make your firm a great place in which to work.
Any destructive employee “horror” stories you care to share?
• People
• Chemistry
• Relationships
• Teamwork
• Collegiality
I am sure there are some “successful” firms that turn a blind eye to internal flare-ups, disrespect of colleagues, berating team members, constant complaining, etc., but who the hell would want to work there?
Have you ever had a “destructive” employee? Moreover, have you ever had a destructive employee on your management team?
Unfortunately, some of the most destructive employees (particularly the senior ones) are often among your most valuable. They do great work; certain clients love them; they are aggressive in their pursuit of business, and they are vocal in their ideas on how to make your firm better.
After experiencing several such destructive “stars” when I was in the agency business, and having seen how they have affected some of the agencies I now consult with, I can say unequivocally – get rid of them.
They will bring your firm down not up; they will spur others to leave; they will ultimately create client problems, and they will frustrate your efforts to make your firm a great place in which to work.
Any destructive employee “horror” stories you care to share?
Monday, August 30, 2010
30-60-90 hike!
Guess what sports fans? It’s almost football season. The sports talk airwaves are filled with football speak – preseason college rankings, upset specials, NFL preseason games, etc.
Pretty soon we’ll be hearing field microphones capturing the quarterback’s “hut one, hut two, hut three” hike calls.
I’ve got my own version of the quarterback barking signals over the center, and it’s called “30-60-90 hike.”
If you are an agency owner, CEO or COO it’s that time of year to get serious about the next 90 days. And, if you are, you’ll be able to enjoy the last 30 – December – with less stress than normal.
Here’s what I suggest to my clients:
Create specific goals for the next 30 days; the next 60 days; and the next 90 days. Make the commitment to achieve those in the time frame you set. Take a measure of what you have achieved after each 30-day period.
You will be surprised at much you can accomplish if you set achievable goals that move you and your agency forward.
Your 2011 revenue goals will be, in part, dependent on how much new business you can generate in the last third of this year. So, as you create your goals make proactive business development a priority.
Pretty soon we’ll be hearing field microphones capturing the quarterback’s “hut one, hut two, hut three” hike calls.
I’ve got my own version of the quarterback barking signals over the center, and it’s called “30-60-90 hike.”
If you are an agency owner, CEO or COO it’s that time of year to get serious about the next 90 days. And, if you are, you’ll be able to enjoy the last 30 – December – with less stress than normal.
Here’s what I suggest to my clients:
Create specific goals for the next 30 days; the next 60 days; and the next 90 days. Make the commitment to achieve those in the time frame you set. Take a measure of what you have achieved after each 30-day period.
You will be surprised at much you can accomplish if you set achievable goals that move you and your agency forward.
Your 2011 revenue goals will be, in part, dependent on how much new business you can generate in the last third of this year. So, as you create your goals make proactive business development a priority.
Tuesday, August 24, 2010
Where's Your Marketing?
I just read an article in Advertising Age, “How Social Media Is Helping Public-Relations Sector Not Just Survive, but Thrive”.
It is an interesting piece about how public relations firms are capitalizing on their inherent strategic thinking and social media expertise to develop innovative, result-oriented programs for clients and helping the industry rebound quickly from the recession.
I have only one issue with the story. Look who’s cited and quoted: Edelman, Omnicom (parent of Ketchum, Fleishman and Porter Novelli), Interpublic (which owns Weber Shandwick, Golin Harris and MWW), and Hill & Knowlton.
We all know that excellence in social media/marketing programs are not the province of the big global firms – so why are there no small or mid-size firms mentioned. The easy answer may be that none of you are advertisers in Advertising Age.
Yet, I wonder, how many of you out there have even thought about trying to interest Ad Age in even doing a story? If, like many firms, you want bigger clients, bigger brands and bigger budgets, what are you doing from a marketing standpoint to make those prospective clients aware that you exist?
Shouldn’t traditional public relations (read print publicity) still have a place in your marketing mix?
It is an interesting piece about how public relations firms are capitalizing on their inherent strategic thinking and social media expertise to develop innovative, result-oriented programs for clients and helping the industry rebound quickly from the recession.
I have only one issue with the story. Look who’s cited and quoted: Edelman, Omnicom (parent of Ketchum, Fleishman and Porter Novelli), Interpublic (which owns Weber Shandwick, Golin Harris and MWW), and Hill & Knowlton.
We all know that excellence in social media/marketing programs are not the province of the big global firms – so why are there no small or mid-size firms mentioned. The easy answer may be that none of you are advertisers in Advertising Age.
Yet, I wonder, how many of you out there have even thought about trying to interest Ad Age in even doing a story? If, like many firms, you want bigger clients, bigger brands and bigger budgets, what are you doing from a marketing standpoint to make those prospective clients aware that you exist?
Shouldn’t traditional public relations (read print publicity) still have a place in your marketing mix?
Thursday, August 19, 2010
Turn Around -- Sept. 1 is Gaining on You
Turn around. September 1 is gaining on you.
What’s so special about September 1?
It marks my official start to the last 1/3 of the year. Most people think about the last quarter – I suggest you start to think about your business in thirds.
January-April:
• jump-starting new clients
• launching new programs for existing clients
• executing your business plan or (in January) developing your new one
• active business development and marketing
• investing in the business
• revising your operating budget based on current results
May-August:
• keeping the proactive business development and marketing going
• taking a critical assessment of the first six-eight months and revising your plans accordingly
• conducting formal client reviews
• continuing your rolling budget review
• adding new resources
• preparing for the stretch run to December
September-December: you are entering one of the most critical periods of the year. This is the time frame that can make or break the following year. Develop a four-month plan for success.
• winning business that will carry over to next year
• reviewing your stars’ career development track, and keeping them motivated and enthused
• addressing client vulnerabilities and opportunities with additional client review sessions
• selling in new services to achieve stretch goals
• beginning to plan for the following year
September 1 is almost here.
What are you doing to prepare for this critical 1/3 of your year?
What’s so special about September 1?
It marks my official start to the last 1/3 of the year. Most people think about the last quarter – I suggest you start to think about your business in thirds.
January-April:
• jump-starting new clients
• launching new programs for existing clients
• executing your business plan or (in January) developing your new one
• active business development and marketing
• investing in the business
• revising your operating budget based on current results
May-August:
• keeping the proactive business development and marketing going
• taking a critical assessment of the first six-eight months and revising your plans accordingly
• conducting formal client reviews
• continuing your rolling budget review
• adding new resources
• preparing for the stretch run to December
September-December: you are entering one of the most critical periods of the year. This is the time frame that can make or break the following year. Develop a four-month plan for success.
• winning business that will carry over to next year
• reviewing your stars’ career development track, and keeping them motivated and enthused
• addressing client vulnerabilities and opportunities with additional client review sessions
• selling in new services to achieve stretch goals
• beginning to plan for the following year
September 1 is almost here.
What are you doing to prepare for this critical 1/3 of your year?
Tuesday, June 8, 2010
Six Strategies for the Next Six Months
I recently returned from several days in Asheville, NC where I attended the 2010 Counselors Academy Spring Conference.
I love going to the conference and I have attended perhaps 20 of them over the years. I consider myself a Counselor’s regular.
I have been fortunate to present at breakout sessions and breakfast roundtables. This past Conference I facilitated a roundtable on strategies that agencies should be using over the rest of the year. I identified six that I cited:
1. Critically assess the first half-year
I’ll be going into more detail on all of these in coming posts.
What other strategies would you add to this list.?
I love going to the conference and I have attended perhaps 20 of them over the years. I consider myself a Counselor’s regular.
I have been fortunate to present at breakout sessions and breakfast roundtables. This past Conference I facilitated a roundtable on strategies that agencies should be using over the rest of the year. I identified six that I cited:
1. Critically assess the first half-year
- What have we learned?
- What must we do differently?
- Or develop one if you don’t have one
- Start thinking like a salesperson not just a marketer
- Conduct formal account reviews with all key clients
- Over communicate
- Do you have a clear and compelling vision of the firm you want to become?
I’ll be going into more detail on all of these in coming posts.
What other strategies would you add to this list.?
Friday, March 12, 2010
Get out of Your Office
I have been very fortunate this first quarter to have facilitated 2010 planning retreats for two agencies. One was in Miami Beach (South Beach) and the other in San Juan. One client was based in New York and the other in Massachusetts.
The retreats were great. Good business meetings and great bonding among the staffs.
Why did each firm choose to “get out of their offices” and head south? Several reasons: warmer weather, an opportunity to “reward” their staffs after a tough but successful 2009, but third, a chance to spend quality time on their business without the normal distractions of phone calls and emails. Ironically, both firms did have to work on major new business proposals but they were able to successfully do that without interrupting our meetings.
While most firms conduct their new year’s planning late 4th quarter or early 1st quarter, think about the value of mid-year management or staff retreats as well.
Here are some benefits to consider:
• The opportunity to critically assess the first half of the year and make changes as necessary
• The opportunity to recharge your business development or marketing efforts if they haven’t paid off like you hoped
• The opportunity to decide on staffing adjustments or new additions
• The opportunity to set new financial goals, including new stretch goals
• The opportunity to reward your people for their efforts
Not all agency retreats need be in a resort setting. But, they should be out of your office. Take a hotel room down the street; go to a nearby city, or convene at someone’s home.
Working on your business instead of just in your business is a critical leadership requirement. Tough on a daily basis unless you plan for it. Agency retreats are way to do just that.
So, as Nike says, just do it. It will be well worth the effort and cost.
The retreats were great. Good business meetings and great bonding among the staffs.
Why did each firm choose to “get out of their offices” and head south? Several reasons: warmer weather, an opportunity to “reward” their staffs after a tough but successful 2009, but third, a chance to spend quality time on their business without the normal distractions of phone calls and emails. Ironically, both firms did have to work on major new business proposals but they were able to successfully do that without interrupting our meetings.
While most firms conduct their new year’s planning late 4th quarter or early 1st quarter, think about the value of mid-year management or staff retreats as well.
Here are some benefits to consider:
• The opportunity to critically assess the first half of the year and make changes as necessary
• The opportunity to recharge your business development or marketing efforts if they haven’t paid off like you hoped
• The opportunity to decide on staffing adjustments or new additions
• The opportunity to set new financial goals, including new stretch goals
• The opportunity to reward your people for their efforts
Not all agency retreats need be in a resort setting. But, they should be out of your office. Take a hotel room down the street; go to a nearby city, or convene at someone’s home.
Working on your business instead of just in your business is a critical leadership requirement. Tough on a daily basis unless you plan for it. Agency retreats are way to do just that.
So, as Nike says, just do it. It will be well worth the effort and cost.
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