Really. Boring. Stuff. But Agency Life Will Be Better.

I’ve been reading about Kanban (as it relates to software development) and The Theory of Constraints.

It’s really super-boring when you read this stuff and apply it to an advertising agency. But there are a few nuggets in there.

In my line of work, I’m all about Process, Tools and People.

A.     Process – how you get stuff done, start-to-finish
B.     Tools – what you use to do your stuff, communicate about your stuff, and store your stuff
C.   People – the people who do the stuff and their willingness to do A, and use B

It’ll all come together. And by the way, I don’t like to use jargon unless I’m looking to confuse my audience. (yes I know you’re all highly intelligent folks, but Orwell said it best:  “Never use a foreign phrase, a scientific word, or a jargon word if you can think of an everyday English equivalent.” My everyday word is stuff.

So The Theory of Constraints, as identified in Wikipedia (my go to source for all things about organizational management) goes like this:

The theory of constraints (TOC) is a management paradigm that views any manageable system as being limited in achieving more of its goals by a very small number of constraints. There is always at least one constraint, and TOC uses a focusing process to identify the constraint and restructure the rest of the organization around it.

TOC adopts the common idiom "a chain is no stronger than its weakest link." This means that processes, organizations, etc., are vulnerable because the weakest person or part can always damage or break them or at least adversely affect the outcome.

It goes on…

Types of (internal) constraints

• Equipment: The way equipment is currently used limits the ability of the system to produce more salable goods/services.
• People: Lack of skilled people limits the system. Mental models held by people can cause behaviour that becomes a constraint.
• Policy: A written or unwritten policy prevents the system from making more.

So I could repackage these three constraints as:

A.     Tools – inadequate, redundant, time-consuming
B.     People – unskilled, unmotivated, crappy attitude
C.   Policy – the notion that you are maxed-out and have to say no, or worse, you outsource because A and B were not addressed (aka process – you actually think you have one – but you don’t actually follow it)

Now as for Kanban (as it relates to software development – which is kind of like the process in advertising) – is all about efficient process and improvement. In other words, one that is free of the baggage and crap we load onto a project (or anything for that matter) – which could be an attitude or too many bells and whistles for that website you’ve been trying to get done…for months.

The Kanban method is rooted in four basic principles:

• Start with what you do now
• Agree to pursue incremental, evolutionary change
• Respect the current process, roles, responsibilities and titles
• Leadership at all levels

Now, I’ll repackage Kanban as:

A.     Don’t re-invent the wheel – there’s actually a nugget of process in there. You start a project; it goes through your machine and comes out the other end, finished. Your process is probably messy – it just needs tweaking
B.     Get along, make it better and don’t be an asshole about it. You can actually work with others to improve life at the agency (and it doesn’t require dogs in the office or Beer Fridays), and realize it takes a little time and a bit of input
C.     Respect the things that work, don’t cross into another’s territory, and be honest with one another for cripes sakes
D.    Own the project, the process and give credit. There are huge benefits, like making more money and not hating coming to work every day

So, before you fall asleep I’ll wrap this up into a neat little package. Take a look at the issues in your agency or marketing department (your constraints). What’s driving everyone nuts? What's too cumbersome and taking too much time? Who's not pulling their weight, or worse, being a jerk?

Start practicing a little Kanban and get things done without so much grief.

Yep, that’s a start. Need help? Give me a call (702-370-7447). The first one’s free. I’ll do a little Kanban magic and figure out what constraints are ailing ya.

A couple parting items:
Here’s a lovely link to Orwell’s 5 rules for effective writing
Here’s a link to Orwell’s Politics and the English Language. Read it.

Absentee Management

This is about how your employees, staff, workers, come in every day, do their jobs, and save your business because you rarely, or don’t show up for work – or if you do, you only hang out in your office and drift in/drift out without so much as a hello or goodbye. (Not to mention you’re barely taking the pulse of your business).

You, business owner, are a complete jerk. Thankfully, you have people around who care more than you.

You. Do. Not. Deserve. Them.

Last night I watched an episode of The Profit, Amazing Grapes, about turning around a wine store/bar.

I could say, well I’m traveling and I watch reality TV when I have nothing else to do in the evening. Actually this reality show is worth watching. This guy looks at the bottom line and listens to the staff. I like that.

Absentee management abounds not only in this episode, but in others I’ve watched. Sad commentary on the state of small business.

But it happens in big companies too. Managers not showing up for work, much less meeting with their direct-reports on a regular basis creates stress (employees need decision-makers sometimes), creates animosity/fear, and is just plain is heinous.

But back to Amazing Grapes. Awesome, experienced and caring staff kept that place going. Marcus Limonis (aka The Profit), came in at the request of the [absentee] owner. He talked to the staff and got an earful. They care, and are treated like crap. Yet they keep working…for the owner.

For an exchange of $300-grand and 51% ownership, Limonis not only put hard cash into the business in the form of a major remodel, but made the staff owners. Twenty-five percent.

The other thing Limonis did was (in exchange for cash), was reduce the absentee owners’ shares to 24 percent. The people doing the work had the leverage to make decisions that made sense – because they understood the business.

In my line of business – working with agencies and marketing departments to work better, smarter – I see it every day. Creatives, Account, Production, Planning, name your department – are the ones making sure work gets done every day.

And every day, there is a CEO, Partner, VP, Director, Manager – who is absent. Then miraculously, one day they show up and f*ck things up.

Why? Because they don’t know what’s going on in their business.

So, when I enter an agency or marketing department, the first thing I do is talk to the people doing the work. If they’re not fearful (that’s for another post), they’ll not only tell me what they do every day, and they'll show pride in their work; but they’ll tell me about all the roadblocks along the way, how they work around them, and about all the wasted time spent (ALL NON-BILLABLE) because their manager is absent.

Not every employee gets the opportunity to own 25 percent of the business. I always tell everyone that they all own the business.

Too bad management doesn’t get that.

Now, Mr./Ms. owner, VP, CEO, Partner, go and thank your employees for keeping you in a Beamer.

And just show up for work regularly and talk to your team. They're awesome.

The Hostile Work Environment

With the recent release of Anita, the documentary about Anita Hill and the hearings to confirm Clarence Thomas to the Supreme Court, I’m reminded of the importance of vigilance in our workplace.

We are all responsible for that vigilance.

Anita’s case was clearly sexual harassment; it’s defined under Title VII of the Civil Rights Act of 1964.

It was sexual harassment, it was discrimination, and it was a Hostile Work Environment.

I’ve experienced this kind of discrimination personally. I’ve left jobs (without another to go to) because of a complete asshole who wouldn’t leave me alone; and I stayed in a job (albeit for a short time) after I reported it.

It’s what happens when you report it that's a game-changer – and that’s where the proof of a company’s culture (and their commitment to follow the law) really shows.

Harassment comes in many forms. The notion of a superior asking another out for a date and retaliating when rebuffed is an easy one to figure out.

But there are so many other subtle and not-so-subtle ways to be the unfortunate recipient of offending behavior.

From offensive language, to an outright demand for quid pro quo, the range is large (however identifiable). Women as well as men can offend. And the bottom line, I’ve heard many times is this: would you talk to, or treat your mother or sister; or father or brother that way?

In other words, would you treat your closest family member like something that can be used-up, publicly humiliated, or required to perform what others would never find acceptable?

Are you uncomfortable?

We use The Reasonable Person Standard. How would the average person react or respond to the actions of another in your typical workplace? What is the acceptable norm?

If it feels wrong, if you are humiliated, if others around you can see what’s happening and feel uncomfortable, perhaps there’s an issue that needs to be addressed.

It’s really scary to go to your HR department and tell them that your boss or colleague is doing something that you find offensive and won’t quit, doesn’t take a hint; or worse, thinks that their behavior is actually quite acceptable.

For most of us, the daily routine is just that. But when there is an individual who (there’s a range here): makes you wince when they make a comment, to all-out flagrant violation of their employee’s rights (or colleagues for that matter), then you have a serious issue that must be addressed.

Every company in this U. S. of A. is required by law to not only abide by, but educate their employees and enforce the laws that protect them.

Most of us who join a company are at the very least, given a handbook or view a video on rules of the company, anti-discrimination policies, and required to sign a form that we have read, understood and will comply with those laws.

That is where the “known or should have known” standard (superior or commander responsibility) comes into play.

Every company must have policies (and that education I just mentioned) in place so that if you witness discrimination, or even think you have witnessed discrimination, you must report it, and that you know how to report it – without fear of retaliation.

Maintain a zero-tolerance policy. If it feels wrong, it usually is wrong. Even in the advertising or marketing environment, where we are challenged to be ‘creative’, there are limits.

Speak out when you’re uncomfortable or are a witness to something that is just plain wrong.

If they fire you for pointing out the obvious, they’re not worth working for. They don’t deserve you.

And a little reminder, if you don’t speak up, you are a party to the problem.

I leave you with a quote:

Our lives begin to end the day we become silent about things that matter.
Martin Luther King, Jr.

We're Lucky If We Get Timesheets Once A Month

Do you remember what you did on February 3rd? How about the 12th, or how about last Friday?

Neither do I.

So imagine my surprise when a client tells me they’re lucky to get timesheets once a month. Yeah, lucky. Well, they have to get timesheets monthly because they have to bill the client.

Wow waiting for timesheets so you can get your billing done.

Your staff is holding your income hostage. And their paychecks for that matter – but they don’t think of that.

And when they finally get around to entering their time days or weeks later, chances are it’s inaccurate. Actually, it is inaccurate.

To recreate what they did all those days, (and to further their own pain) your staff is probably going back through email and files they worked on (if they even care that much), to get, what they think, is an accurate read on what they accomplished, and what they feel is a giant-pain-the-ass done. . . for you.

No wonder they hate to do timesheets. Everyone is making it harder than it is.

So let me tell you a story: I worked for an agency with about 250 employees in five offices. We installed new software that was pretty easy to use. Entering time consisted of clicking on an icon and entering the number of hours worked. Clients and job numbers already there. Just click.

Then the partners did something magic. They required daily timesheets.

Then they did something else, they locked-out anyone who hit day-five without completed timesheets.

No prisoners. Compliance in five days.

There were still a couple laggards who got locked-out regularly, but they did get their timesheets done.

I’ve talked to agencies that reward (!) employees for keeping their timesheets up to date. Bonuses for doing a fundamental part of their job.

But I guess, whatever it takes, punitive measures or a bonus for doing your job; timesheets are the way an agency can tell how much time it actually takes to do a job. That translates to estimating accurately, billing a client properly, and in the end, making just a little more than you spend.

If you have agency management software, chances are it’s really easy to input time. If it isn’t, maybe it’s time to ask your software provider to help you out. Most write programs that make it a cinch to enter time – from anywhere – like an iPhone, or Android.

Then there are really no excuses. 

Your Employees Will Save Your Sorry A**. Really.

Before, during blissful ignorance.

The other day I wrote about how complaints make their way up to top-level management – and the reason that happens is because complaints aren’t addressed early and that they are just basically lousy managers. And this means you Mr./Ms. Partner, CEO, or Thought-Leader (ugh!).

The direct result of blissful ignorance.

If you’re such a bloody visionary, then why are things late, wrong, and over budget in your agency or department?

Disruptive thinking won’t fix what’s not working. Oh, a new paradigm?

Nope.

Let’s go back in time.

Some guy came up with a thing. A thing that would make the world better and make him a whole lot of money. Like a car.

So this guy started making cars. He figured a way to make them better, faster and cheaper. He made money, his employees made money, and everyone bought a house. Then everyone started applying this amazing process to the way they made cars.

Competition.

Fast forward to, oh about, 1975. That same company with that guy’s name, was turning out pure shit at a killer pace. His employees didn’t care (well I’m sure some did), as long as they finished their job and got a paycheck at the end of the week. They continued to buy houses.

Then another company started making better cars. Employees cared about the product. THEY gave input on how to make cars better. Management listened and rewarded them for their suggestions. They continued to improve until one day…they were the largest car manufacturer in the world. Their employees bought houses too.

Ask your employees and they will tell you what is wrong and what needs to be improved. And even a little bonus – they’ll probably tell you how to do it.

Because you, up there in your awesome office, don’t have a clue about what’s going on. That’s because you don’t ask anyone anything. And my hunch is that you actually think you know more than they do.

So, once again, a major shout-out to those who do the work. The ones who show up and crank out creative stuff every day despite the lousy leadership, paradigm disruptions and whatever new management philosophy is adopted from the latest thought-leader guru.

It’s so simple. But I’m sure the last thing you want to hear is the truth.

But if you’re tired of complaints, and really want to fix it, at the very least find out what’s going on.

If you have the nerve.

And something else, about this disruptive thinking thing, employees actually do like a little routine. They like to know what to expect, plan their day and get their work done…for you.

Imagine that. Productivity.

The Best Damn Creative

Another hero of mine Robert Ryman. 

Today it’s about the heroes of the agency, the ones who get the credit. The Creatives.

Of course all that great creative doesn’t happen without a support staff, but I usually write about them. So it’s time to give the creative staff some love.

Here you go.

I have worked with two brilliantly talented creatives. Both named Jeff.

Jeff the Creative Director acted like a creative director - strong opinions, absolute direction, intolerant of mediocrity. He was from the copy-side, and came to our agency from a larger market and bigger clients. He required a higher-level of creative than we had ever produced. Our agency was noticed. We began winning awards. Oh yeah, the by-product of that was clients were pleased and doing well.

He did something else too. He nurtured his creative team in a thoughtful and positive way. He never coddled, but always asked for better. He was the definitive creative director.

Besides being a brilliant creative, he is highly intelligent. He not only introduced me to Heisenberg’s Uncertainty Principle, he demonstrated how to develop great creative talent without damaging fragile egos.

Wow.

When we are just being observed, we behave differently.

Jeff the Designer cares more about great design that anyone I have ever met. I have witnessed his process which he takes very seriously. He is an award winning designer; and again, a brilliant and intelligent creative.

Oh, yeah, and he hates advertising. Or more accurately, abdicating to individuals who don’t respect great creative and the thoughtful process it requires. He is cynical and has the most delicious speaking voice I've ever heard.

I was a graphic designer. After meeting Jeff I knew I had no business calling myself such. Talent like his is rare. He cares that the final result suits him.

When individuals believe so strongly in their own work, they go on to do it outside the confines of others. That’s where extraordinary creative thrives.

I love great creative. I love a well-written headline. 

I’m not great at either of those, but my passion lies in ensuring everything else is in order so great creative can happen. I am extremely fortunate I had the opportunity to work with both of these guys and come away knowing I have to clear the path so they - and people like them - can do their work.

If I preach anything (over and over again), it is this one thing: Get your agency in order so great creative can happen.

Distraction destroys creative, morale and profits.

Easy to understand. Now contact me. charlotte@charlotteblauer.com

The Best Damn AE . . .

I have been thinking of writing this post for a long time. Gotta give the AEs a little love because I tend to beat them up a lot.

There's a line I love from an episode of Melrose Place (the oh-so-accurate-TV-show-about-advertising) where Amanda (Heather Locklear) declared, “I’m the best damn AE at D&D!”

I tried to find the exact clip on YouTube to accompany this post, but alas, after a couple minutes of viewing cheesy acting and an improbable script, I gave up. I did find the one below where Amanda addresses The Board of D&D – who are appropriately dressed in high-fashion – and declares herself (at about 1:34) as “one of the best AEs in this business” even though she failed a mandatory drug test (in an agency?)!

Of course I watched Melrose Place! My colleagues and I howled with delight, learning how to create an entire ad campaign complete with storyboards – overnight no less – with only the efforts of an AE and a copy intern.

Organize your agency? Pfft. All you need is a power-hungry, bitchy blonde to get things done.

But I digress. This is about a real AE.

I actually have experienced working with The Best Damn AE (or whatever title you prefer). The one who has the often thankless job of client facing.

She isn’t bitchy Amanda Woodward. Her name is Lena.

Lena is awesome. Diligent. Clear.

She cares about her client, their product and her colleagues. And the big bonus . . . She’s super nice.

She is the one person I measure all account-types by.

What’s even more amazing is that I’ve had the pleasure of working with two others who were awesome. Same diligence and values. They had all gotten their start at the same agency.

I don’t know what management is doing at that agency, but they are training their staff very, very well.

I’m sure it comes down to hiring well and training well because three out of three awesome AEs, in this business, is rare.

And each one of them had nothing but great things to say about their past agency experience.

I’m blown away.

Oh, yeah. No last names or agency name. I can’t be responsible for poaching.

Meow...