• Awards Are More Than Fancy Paperweights — They’re Good for Your Agency’s Bottom Line

    By | March 20, 2015
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    This a guest post from Drew McLellan, a veteran of the advertising industry for nearly 30 years.

    Events such as the CLIO Awards, the Cannes Lions and The One Showare opportunities for creative agencies to receive recognition for themselves and their clients—not to mention a chance to glam it up and have a party.

    Yet agency leaders are often reluctant to enter these competitions. They mistakenly view the process as a distraction at best, and a waste of time and resources at worst. Creatives are usually the ones driving award initiatives, trying to convince their bosses that submitting their work isn’t just about their own ego.

    The truth is that awards are more than fancy, feel-good paperweights; they’re actually good for the bottom line. Here’s why.

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  • Why You Should Make Yourself Redundant

    By | March 12, 2015
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    Have you ever stopped to wonder what would happen if you had to step away from your agency for three months unexpectedly?

    For some, I’m sure this brings images of the apocalypse. Perhaps you’re the agency owner who has your hands in everything from operations to sales to account management, or maybe you’re an account manager who prides yourself in your ability to tackle all client requests and projects singlehandedly. 

    And while some may view this irreplaceability as a badge of honor, the reality is that it’s often a sign that they’re failing to fulfill their most important role: leading.

    The best leaders make themselves redundant. Here’s why.

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  • How to Conduct an Agency Brand and Culture Audit

    By | February 17, 2015
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    When outlining your agency’s mission, vision and values, it’s easy to employ a top-down approach. Executives or other key stakeholders often define them items based on their own perceptions or desires, and then force-feed them to the rest of the team.

    Yet, this usually results in statements that don’t truly define the organization or aren’t adhered to in real life by employees. This is often because they lack buy in or miss critical aspects of the company that only those on the frontlines are privy to.

    Before you embark on a company rebranding, culture code deck or other grand-vision piece, I recommend following the Zappos approach. Audit your current employees and build their feedback into the final product. After all—we all want to create positive and fulfilling careers for our people, right? This starts with knowing what makes them tick, and what keeps them happy and engaged.

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