What Is Agency Culture? Beer? Billiards?

Yes, I usually work on electronics whilst drinking suds.

Credit where credit's due: "Image courtesy of marin/ FreeDigitalPhotos.net".

I just read the People page of Bernstein-Rein’s website. 

It says:

“Culture is about so much more than a ping-pong table. Which is why we also have shuffleboard, foosball, billiards, beer on tap, a candy dispenser, a Beauty Brands retail store, a spectacular view of the Kansas City skyline and pens with our company logo. But the truth is, our most valuable asset is our people.

We are artists, scientists, strategists, technologists, storytellers and data analysts. And every day, we put ourselves in the same room and figure out how to make an impact on the brands we serve. This is the approach that defines who we are and how we work. Also, we have a professional-grade coffee bar.”

I’ve written about it before, agency culture is more than beer Fridays and billiards. Or bringing your dog to work.

So when an agency defines their culture by the stuff they have for their employees, it makes me wonder what culture really consists of. (I know that by using this example they're gonna be hatin' on me.)

Don’t get me wrong, this agency looks like a great place to work, but if you take away all that . . . stuff . . . do they have a culture? Or does any agency without stuff have a culture, for that matter?

Back in the olden days, when I was actually employed by an agency, we all had separate offices. Yep, and collaboration worked really well. The good old days before open space, BYOD and, for cripes sakes, hotelling, sigh.

There were chairs, desks, drawing boards, pillows on the floor, Molskine notebooks, pencils and markers, an awesome library, and lots of people working in each-other’s offices.

We didn’t have billiards or beer on tap. However there was plenty of that downstairs in the bar – where we gathered quite regularly – sometimes before quitting time, but more often, hours later.

Granted that what the folks at B-R wrote about culture is clever, fun. But when you take that stuff away, does everyone leave the agency? Do they hate the partners?

I’ve talked to a lot of young creative folks over the years about where they want to work, and when they tell me they want to work for X Agency because they allow dogs or have a room dedicated to Xbox, I have to wonder . . . What happened to wanting the opportunity to work with the best agency and do the best work?

Do they know what advertising is about?

So to B-R, yes you got it right, because it takes all kinds – artists, scientists, and so on to do great creative – in the same room. That in itself creates the culture. The rest are perks.

Everyone should be grateful for the perks. Thank your partners for them, and then go and do great work.

Stop The Cruelty! I Hate Negative Advertising

This is Feather. The Most Awesome Cat. 

I saw this little piece in Business Insider today for The Mayhew Animal Home in London. Imagine that, a positive ad for pet adoption.

I’ll admit that I watch my share of cable TV, late at night, when all the pleas for donations range from saving children across the globe to saving pets in the US of A.

Yeah, I’m talking about the ASPCA ads with Sara McLachlan singing, I don’t know, it’s sad, the images are sad, and they’re compelling.

And they piss me off. This is what gets me about the advertising direction and the money negative ads generate…

If you Google Sarah McLachlan ASPCA, the top hits are the videos of the ad, then go about halfway down the page, the articles begin with questions on how much dough the organization brings in and how much is doled out to the local affiliates.

There is no doubt those ads get results, but stopping cruelty to animals starts at the local level. It is the care and shelter of animals in our home towns.

As one who has worked (on the ad agency-side) of a national non-profit, I’ve witnessed the scrutiny when tons of cash comes in, and the outflow is disturbingly low.

Most agencies that take on not-for-profit organizations do the work for free. I don’t know how it works these days, but back when I was on the agency-side, there was a certain amount of free TV air time dedicated to not-for-profit. I imagine it is the same today.

The recession has been devastating on pets in Las Vegas. A lot of people simply left, and left their pets behind.

But this is about advertising, negative advertising. I hate it. It gets Big Dollars.

So donate locally. There are wonderful local affiliates of the ASPCA and related organizations. Give to the local chapters directly.

Find your local ASPCA here (ok it’s a link to the Las Vegas search, but you just have to change the zip code, please.) Here’s the Las Vegas chapter of the ASPCA.

And just a little food for thought…check out the difference between the National Humane Society and our local chapter. What are they selling at the National level? Negativity. (okay,  awareness is good but can't they find a better way to convey the message?) The local chapter is a happy place.

So, all you ad agencies out there that do the good work for not-for-profits, talk those jerks on the boards out of the negative ads. And if you’re the ones recommending negativity, then it’s time to just go and pitch lawyers chasing the latest heart-attack-inducing drug. You’re one of them.

Do not get me started on the Humane Society. I have a personal story that still keeps me awake almost 15 years later. Someday I’ll write about it. But now it’s time to go to my happy place.

To think I was going to post about timesheets today. Hmm.

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.

It’s Management’s Fault When Complaints Percolate Up

When something’s wrong and no one is doing anything about it, those become complaints – and they move up the chain of command.

Each time a complaint moves up a step means someone hasn’t addressed it.

So, when a complaint reaches the Partner, VP, CEO – or other high-ranking individual in your agency or department – that means someone isn’t doing their job.

Most of the time it’s mid-level management’s responsibility to address the complaint and take corrective action.

That's if they recognize it AND can do something about it.

Sometimes, there's so much dysfunction that what's considered a complaint is just the way you do business.

Sometimes it’s the leaders who create the dysfunction and make it impossible for people to do their jobs well.

Well, actually, that’s usually the case.

What I find remarkable is the ability of those who are ‘managed’ to actually get work done in that atmosphere. They show up for work every day, do their jobs – usually with a sense of hopefully getting it right because there’s no clear direction.

The reality of it all is dysfunction doesn’t start at the bottom, because if it did, astute management would fix it. They would know how to fix it. They would inspire their staff to work together, and lay out clear plans to do so.

So, when complaints percolate up it’s because you, Senior Partner, didn’t do your job.

Bummer when it’s your fault.

Remembering Carol Nashe

Carol Nashe was a friend and a colleague. She passed away on Friday, January 24.  There was no obituary in the Las Vegas Review Journal, however there was one in the Boston Globe – it is here.

She was undeniably a Bostonian, with a thick dialect, and a strident sense of right and wrong.

She was a consummate professional who never hesitated to call anyone out on a careless indiscretion, and always graciously accepted an apology – then proceeded on to do business.

Carol Nashe

I got to know Carol while involved in the local live blues scene here in Las Vegas. Her son is a musician, and she managed his band, BluesStorm. This white-haired lady had no problem walking into any bar (and this is Vegas) to meet the owner and make a deal to get her band into the venue.

She did the contracts, followup, promotion – and always made it to their gigs.

All this while dealing with health issues that would put any of us on the DL whining like babies.

She had a remarkable backstory that isn’t mine to share; but she overcame monumental odds that could put just about everyone I know to shame.

She just didn’t complain.

Carol was grateful for every. single. day.

I am better for having known Carol.

I worked with Carol as founding members of the Las Vegas Blues Society. And she should be honored for the work she put into the organization.

Carol was the only founding member still on the board that was founded in 2006.

Her name still appears on the website.

News of her passing does not.

And that, my friends, is inexcusable.

I hope the board gets their collective act together and do what’s right and let all the people who go to their site know that one of their own; one who was part of forming the organization; one who remained active on the board through all the various incarnations; deserves recognition for her years of service.

As of this post (Sunday, February 2, 2014, 2pm PST) there is nothing about Carol.

Whining about needing a webmaster doesn’t cut it. The site’s built in SquareSpace, so if you can log in and type, you can post something really nice about someone who always showed up despite the obstacles she faced.

I'm sure if anyone on the board reads this they'll be pissed at me. 

That's okay, I have no problem calling someone out on an indiscretion. I'll bet Carol would do that.

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...