In a tough economy, how can agencies make a big deal out of small wins?
This week, agency leaders share their tips for increasing staff morale when you’re swimming against the economic current.
Agency leaders share how to make a fuss out of small steps taken forward / Unsplash
The recent impact on ad agencies of reduced spending by tech companies serves as a reminder that the sector is subject to forces bigger than itself. That’s not much consolation to staff concerned about pay freezes, projects being paused, potential layoffs or the impact of inflation on their own wallets, though.
It’s the job of agency leaders to keep spirits high in the face of external threats – but that’s not an easy gig when the biggest levers – the financial ones – aren’t available. Sometimes, all you’ve got to celebrate are the small victories.
We asked five top agency bods (who just happen to be judging The Drum’s upcoming Agency Business Awards) how they’ve learned to deal with the issue.
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How do you solve a problem like... celebrating the small wins when the big picture isn’t so rosy?
Emily Chang, chief executive officer for North America (west), Wunderman Thompson: “When times are tough, small wins are even more important. Morale is like a snowball, a tight bundle of hundreds of individual snowflakes. It can quickly gain momentum… or melt away equally quickly.
“Our opportunity as leaders is to build the snowball. Visualize how a snowball rolling downhill gains speed and size. Each small win pushes that snowball a little faster down the hill and those hundreds of individual flakes tighten even as the snowball grows. Those small wins are catalyzed by human inspiration, creativity and a belief that small can grow big.”
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Pete Stein, president, Merkle Americas: ”I believe part of the answer is to let people know that their leaders are keenly aware of what they are dealing with – both at work and in their personal lives. It’s important to be passionate about winning every day, but in times like these, you also must have patience and remember that it’s a journey; success is measured over time. It’s important to stay in touch with the staff, understand their struggles, and be transparent about what you are doing as an organization to navigate the rapidly evolving industry. We are always supporting each other and striving to be better together.”
Beth Ann Kaminkow, global chief executive officer, VMLY&R Commerce: “Every economic cycle and business backdrop provides an opportunity and challenge to overcome. We are not just focused on building brand equity for our clients but addressing their business needs. While we all prefer a booming economy, there is much to be learned and an invitation to get creative when times are tougher, such as building teams that love the work of the work or relishing in the day-to-day successes of working with clients and helping to alleviate their pressures.
”Setting KPIs that allow for celebrating progress as well as outcomes gives teams a sense of influence and feeling of momentum.”
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Ben Scoggins, chief executive officer, Organic: “Every agency claims that their only true asset is their people, yet most don’t act like it. I believe that the agencies that thrive, especially in times like these, are the ones that genuinely care about their people. They’re agencies that know that salary is important but that it’s not the only thing that is.
“They show appreciation for individual contribution and regularly celebrate team achievement. They provide tailored training and a sense of individual development. They talk openly and honestly about the agency, its purpose and its future, and they not only elicit staff feedback, they act on it.”
Kristen Cavallo, CEO of MullenLowe Global and CEO of The Martin Agency: “There are no small wins. The time it takes to solve a problem isn’t correlated to the media budget. Often the smaller spend makes the problem trickier because you have to outsmart vs outspend the competition.
“The most innovative brands grow faster than their peers. Marketing is a form of brand innovation, and it works best when it’s in a constant state of push. It reflects your brand’s agility, evolving your story to keep consumers and employees engaged. Those wins add up to a significant cumulative impact. Wins create momentum. And momentum is everything.“
Natalia Cortazar, founder and managing director, The Good Egg: “People always act surprised when I say that we are not saving lives. But it’s the truth! I have the utmost respect for founders and C-levels who grind till they die, but that’s not my jam. I think we need to accept we’re something more than just business people and celebrate each good news – as we don’t know what will happen next.
“If we only focus on the long-term big wins, we’re paving a path of frustration and losing so many good things along the way, like having a good conversation that can lead to a potential pitch. It is true that the current climate is not in our favor but, to play, you need to know how to lose and understand that it’s part of the game.”