Why Am I the Oldest Person Working On [name whatever it is]

I was researching my post about Rob Strasser and found this post on the adidas internal blog – their History Project – the post was written by the ‘Godfather’ of the project: Peter Moore.

Feel like you’re the oldest person on the project? Have a seat.

As a native Oregonian, and way back when I was a graphic designer, always looking for a cool assignment, I paid attention to the folks at Nike and adidas. I had friends there and occasionally did a little freelance work for them. So the fact that they were – and still are my contemporaries seems somewhat odd.

I still think of them as 30-somethings. I’m surely 30 in my head. 

What struck me was what Peter Moore, the Godfather, had to say about his age:

“Finally, the reason I am the “Godfather” of this project is simply because I am, by far, the oldest person on this project (and most every adidas project I work on).”

I’ve written about ageism, as it applies to advertising, and perhaps it is a young-person’s game. There’s a lot of changing technology, things are moving faster – or so everyone seems to think. Well, information travels faster, and therefore marketing a product must be immediate. But even more importantly, it must be relevant.

We’re not too old to work on your project. But why do I always feel like I'm the oldest person in the room? 

Oh, that's right. Because I am. What good is longevity in an advertising career if we can't apply and share all those lessons learned?

The process itself (any process really) does take time. To do things well and thoughtfully, and make them truly relevant, does take skill, experience and thorough consideration. Why is it that we react just as quickly to the unimportant [some celeb’s drunken escapade], as we do to the tragedies [Boston Marathon bombings]?

I think that we all need to step back from our media-filled frenzy and decide what is truly important for our clients and, even more, for ourselves. Faster isn’t better. It just gets you there faster – which may have been an unnecessarily rough ride.

React to what’s important – you may not be the most experienced to determine what that is. That's where us old folks come in handy. After all, responding quickly to the emergencies in advertising is what we seem to be about these days. The passage of time fine-tunes our personal GPS. We know how to get there quickly, but we have the experience that allows us to sort the celeb disaster from the real disasters.

Time to have a chat with your resident ‘sage’ – and pay attention. They’ve been there. Done that. You’ll learn a lot. And they are willing to share.

Slow down to be better.​

Rob Strasser's Vision

                   ​adidas original samoa

I’m originally from Portland, Oregon, and remember very well the birth and growth of Nike in the ‘70’s (their world campus is five miles from my old neighborhood). And I also witnessed the birth and growth of adidas America in the ‘90’s – the office of which was originally in the same vicinity. (Curiously, adidas America is now located in a former hospital – where both of my children were born – weird, I know.)

So having these two huge companies in your backyard makes it more personal. I had (and still have) lots of friends and former colleagues working for one company or the other. Both companies take good care of their employees, and are good stewards of their environment – not to mention how much they give back to their community. Thank you for all the jobs by the way.

But this is about Rob Strasser who was the first CEO of adidas America. The people I knew who had the opportunity (of a lifetime) to be with that company at the beginning were truly inspired by Mr. Strasser’s vision and passion.

So my husband reminded me of a list that Mr. Strasser wrote when starting adidas America. Legend has it that he wrote it on a napkin (where all great ideas and inspiration start), and that it’s on a wall at a brewpub in Portland. (If you know anything about this – please let me know!)

Here’s the list:

Unique
Simple
Interesting
Unexpected
Understandable
Meaningful

Rob Strasser became CEO in February of ’93, and died in November of ’93. A few months to inspire everyone in the company – the inspiration still lives on today.

We all should take note of the list in everything we do. Every day.​

Attend The Advantage User’s Conference Next Month. Because I Said So.

First, The Advantage User’s Conference is in Orlando this year. May 19 – 22 at the Loews Portofino Bay Hotel at Universal Orlando Resort.

​Loews Portofino – Universal Orlando Theme Park is just a boat-ride away…

Second, I live in Las Vegas, which has hosted over 4.9 million attendees in over 21,000 conferences in 2012. (The last Advantage User’s Conference was here in 2011.) And thanks to all who believe in the value of attending conferences (and checking out what’s going on after hours), our economy is starting to turn around. Thank you, thank you very much.

Now, conferences are a good thing. Especially when you actually attend the sessions.

I’ve had the opportunity to attend many, and speak at a few sessions at The Advantage User’s Conference in the past. Won’t be attending this year though (sad face).

So, go. Advantage consistently has awesome attendees. Most have the same agenda: Get more information – both from the break-out sessions and from like-minded attendees. Plus, Advantage will be unveiling their latest software version: Sapphire. Ooohhh. Ahhhhh.

Geeks like me get excited over this stuff.

Listen – here’s how to get the most out of the Advantage conference:

Plan ahead – go through your program guide and decide ahead of time what sessions to attend
Bring business cards – share, take notes. Some of the best information is shared by other users
Charge-up – all of your electronics ahead of time. It can be really hard to find an outlet for recharging
Bring note paper or your laptop to take notes – note paper is usually supplied, but it’s only big enough for a phone number (just in my opinion)
Bring a sweater / wear layers – the air conditioning can feel like a walk-in cooler. I’m not kidding
Pay attention – I know that taking a few days away from the office is really hard. Catch up between sessions (they’re only 1:15 hours long – and if you can’t be away for a little over an hour, we really need to talk)
Gather business cards – again share – and keep in touch
Questions for the speaker – The Q & A portion of any session always seems too short. If you have more questions, give the speaker your business card with your question written on it, or attached to a note – most speakers get inundated with questions between sessions (I did), so give the speaker a chance to get back to you with thoughtful answers
Seek-out attendees from your break-out sessions – meet over coffee (or a drink) and discuss not only things Advantage related, but just how your agency runs the day-to-day. You’ll discover that all our stories are pretty similar…
Enhancement Ideas – is there a functionality you would like? Ask the session leader – they will note it. Also, as an Advantage user, you can go into your client login on their website and make your request

There are a lot of parameters to using Advantage, and I’ve met my share people who *discover* different ways to apply the hundreds of tools available. Some may be work-arounds –and that’s where you can help them get better use of everything Advantage has to offer. In my experience, everything I’ve gathered from my colleagues over the years at conferences has been invaluable.

And…should you use a conference to work in a little vacation – good for you. Just be sure you absorb all that good information out there. It’s included in the price of admission.

Need help? I’m here for you.

Collaboration the Old Fashioned Way

This post started out as a primer on collaboration – the old fashioned way. In analog.

Just like all that stuff you do on a computer – that used to be done with pencil and paper on a drawing board – planning and collaboration was done in analog. Index cards on a corkboard / comps taped up, and then the evolution to Post-its® on a wall.

I believe that’s the way it should be done – now. Any big project (read: expensive/time consuming/massive possibilities to final product) needs everyone working together – collaboratively.

As I am a HUGE proponent of getting a handle on the costs and time associated with a project – up front, and getting a client to sign-off prior to start-work, I’m also a huge proponent of awe-inspiring creative.

The other day I wrote (which is probably a Duh! moment for many) about gathering everyone together and fleshing out ideas. As well as taking into consideration – cost, talent, availability, technology – before presenting to the client. But the article I referred to in my post made me realize that perhaps only the creative is being fleshed-out, but not the mechanics of production.

Call me crazy, but as a project manager (or producer) I see my role as one who not only ensures your fabulous ideas get done (along with everything else in the agency), but that we make money.

That’s how we stay in business.

I love great creative and never want to compromise it because someone didn’t do their homework. Or worse, says yes to the client, and tries to figure out execution later.

Sometimes clients – even though the ideas are innovative, original, and truly awesome – don’t have the money to do what you designed.

You spent the time, figured out how to execute, gathered the best minds/talent/tools, and everyone loves it. But it costs too much. Finding out monetary limitations after-the-fact is no way to do business.

Therein lies the problem. You both want it so much. No money. How do you cut a little out here and there and still retain everything you both want?

Who takes the hit? Great ideas need to be funded. You either cut, or you (and your vendors) and your client each take a share of the hit.

Not to mention, as an agency, you have bills to pay and other clients to tend to. And that *other* work may not be as exciting or innovative – but it does pay the bills. And you do like all of your clients.

This is the reality of true collaboration – everyone needs to be in the room. Including me.

Check out this video of a Google Hangout on Agile Creativity. And also check out the Google page on Creativity Insights.

In the video, John Boiler of 72andSunny talks about their workwall, which is exactly what it says. They pin-up their ideas, everyone discusses, then leave/comeback and do it again. (He’s working on a digital form of the workwall.)

The Google page has a simple list of tips on agile creativity. There’s also a downloadable version. I especially like what Rei Inamoto of AKQA has to say about a fast (four hour) cycle of briefing/concepting/presenting. More time doesn’t mean better creative.

John Boiler states that he wants to take their workwall to a 2.0-version - make it digital. I'll have to contact him to see if they are there yet, because I still like the idea of literally being in one room. The interaction is immediate and everyone is hearing what's being said at the same time. How do you get that with an online environment. Is everyone truly engaged in the moment?

The bottom line: we do need to ensure whatever we create can be done, and the client can pay for it, and that there are actually enough hours in the day. And we know that throwing more bodies at a project doesn’t mean it gets done faster – so don’t even go there.

What do you think? How does your agency handle innovative solutions AND ensure they can be done – on time, in budget, and super awesomely without compromise?​

So the Client Didn’t Fire You. Start Planning Better.

Yesterday I wrote about an agency that showed a client awesome, and gave them an estimate with a caveat of ‘budget uncertainties’. What’s disturbing to me is that the author of the article works for a major digital firm that shouldn’t make this kind of mistake.

I'll say this nicely – if your budget uncertainties are enough to derail the project significantly, should they turn into realities – where a plus or minus (aka contingency) is not factored in and agreed to by both parties – then you should not proceed on the project.

You don’t have enough information to move forward. You have a fabulous idea with wonderful creative and some numbers. That’s it.

Budget uncertainties will kill your project in one way or another. It can also kill your agency if this is generally accepted practice.

So, do your discovery and research for creative and execution.

Now I’ll piss some people off…I see this more in the digital / mobile area than any other area of advertising. I have reasons to believe this. Inexperience. Fear of clients, colleagues or vendors. Lack of knowledge.

Inexperience
I have witnessed it first-hand. Digital is in huge demand. Therefore, the bar can be set pretty low. Lots of inexperience. So, a person can work in a digital agency, gain some experience, and move their way up the food chain where the demands, budgets and risks are much higher. Someone who knows the lingo may be clueless to risk as it applies to scope, budgets and timelines.

Fear
Those who are client-facing, usually Account or Producers / Project Managers, may not have the depth of experience in scoping, estimating, project management, sourcing, negotiating, arguing, writing a purchase order with restrictions, managing internal deliverables, risk and mitigation planning, and managing client expectations (as well as those of your colleagues). But saying yes is so...easy.

Knowledge
What I am witnessing in the digital and mobile areas is that the demand is high, the staff is young and inexperienced, and everyone is highly driven. I’m not saying you are stupid. You are just making rookie mistakes. Everyone must understand that they are part of running a business - first. 

And by the way rookies, I have also personally witnessed veterans who give it away every day because they think they can circumvent the potholes that will kill their project.

Then there's the ever-changing landscape of apps, platforms and whatever else anyone can dream up – that you have to keep on top of – all the time.

Give everyone an education. Pull everyone into a room to flesh-out the scope, budget and timeline. And make that a mandatory meeting. I guarantee that an hour (or two), in that one meeting, will save hundreds of hours (and dollars) down the line.

What happens in that meeting? Talk about possibilities; flesh out the good ones (that are achievable); everyone must poke holes in the scenarios and execution – and explain why (that is the education part); shout out every issue that can and will affect cost/timeline, and be realistic. Take into consideration what everyone has on their plate during the life of the project – you should be able to see everyone’s schedule (just sayin’).  

Speak up! Here’s your chance to clue everyone in on the pain you endure every day to fix the things they committed you to…without asking first.

And before you fall in love with something, find out if it can be done. Cost, schedule, requirements. Bring that back to the group and make sure it fits – before presenting to the client.

I absolutely love great creative and an awesome experience. I hate parsing out the good stuff because someone didn’t do their homework.

Tomorrow, collaboration. The old-fashioned way.​​

Poor Planning? Your Client Should Fire You.

It makes me crazy when I read things like this – the other day, I found this piece on Digitaria’s blog: When Good Ideas Get Expensive.

For the life of me, I cannot understand why the presented scenario was a surprise to the author. There were so many red flags it was like watching a horror movie…don’t open that door…!

A quick synopsis: The client wants a solution to solve their business challenges, the agency comes up with an awesome, integrated idea, the client loves it…

They start working on the project, THEN they find out that there are problems – here’s the list:
Talent ‘costs a fortune’
Animation is held up to find and hire a specialist
Image licensing is ‘outrageous’
Differences with SEO agency on an app for mobile

What? That list should have been fleshed-out before presentation…

So, the solutions were to be ‘transparent’:
Be honest with your client when you pitch the idea, like ‘budget uncertainties’
Renegotiate budget/timeline or scope
Admit mistakes and have a ‘worst case scenario’ in your back pocket

Okay, transparency = we didn’t actually figure out how we were going to get this done, but please give us more time/money to create awesome.

Sorry guys, but the issues in this scenario should have been researched well before the pitch and presented not as ‘budget uncertainties’. At all.

If you don’t know how you’re going to build your awesome solution to your client’s business challenge, then it’s time to learn your job.

And then, the solutions to the issues were abysmal. Transparency aside, it’s more than honesty – it’s about doing your homework and being realistic.

You should never, ever present a starry-eyed approach to a solution without hard data. And renegotiating budget, scope or timeline after commencing production is asking your client to be okay with to your lack of planning and research.

You have to learn how to provide accurate costs upfront because ‘budget uncertainties’ can (and will) completely undo the effectiveness and beauty of a ‘solution’. Further they can put your agency (and your vendors) at a significant loss – especially when you decide to ‘eat’ those costs because the awesomeness cannot be compromised.

And that worst case scenario? Your client fires you for your inability to deliver on a promise.​

When It's Time to Replace an Employee...or Go Clamming

                  ​Mo's clam chowder.

Yesterday’s post should have been titled “Happy as a Clam…” but those who are clam-like are hiding. They’re just waiting for the tide to move them on – or until someone skilled in spotting the tell-tale signs, equipped with a clam shovel, to dig ‘em up.

But just like when you go clamming, you have to include some cleanup.

What I mean is when you uncover that clam in your agency or department; you’ll most likely need to do the cleanup yourself.

That happened to me.

I was promoted to a position managing seven individuals who had varying levels of responsibility. One person had a very specific job, and she was the only one who performed it in our company.

I met with my new team, laid out goals and asked for their input on what a day in their work life looked like. I wanted to hear everything. I then met with each person individually.

Except for that one person. She was way too busy. Her desk was a wreck (think Milton’s desk in Office Space), and when I finally sat down and insisted that she give me the three-minute description of her job and challenges – she couldn’t.

I checked out her employee file and read her annual reviews. She consistently under-performed, was given specific goals which were never met, and was handed-off from manager to manager. In seven years she managed to keep her job – because no one wanted to take on figuring out what she did, or ways to correct it. She didn’t have the skills – or drive – to make changes herself. Neither did her past managers.

The biggest issue was that she had a position where significant amounts of money passed over her desk. Every month. We’re talking easily a million dollars a month. She had no system for tracking it, she just requested checks, sent them to her (one) vendor, then collected receipts, and said everything “checked-out fine”.

My concern was that she had no checks and balances for ensuring all monies were reconciled, and that she relied on one vendor to provide all receipts. Everything was accepted as accurate.

Further, an accounting had been requested from her for every year of those seven years. She never complied, and there were no consequences for failure to perform.

I finally planted myself at her desk and had her show me exactly what she did and documented it. Then provided her with what I needed from her, gave her a simple spreadsheet – a way to track outgoing cash and incoming receipts. She didn’t use it. She was too busy. We went through the required standard verbal and written warnings, and yet nothing changed. She had learned there were no consequences.

I gave her every opportunity to make it right, and even offered to dig in and help. She said she was was too busy to have me help.​

She was stunned when I let her go. 

Surprisingly, the vendor was unwilling to work with me to clean up the mess. They told me, “Everything was working just fine.”  I’m sure it was, but I couldn't follow the money. The vendor was fired. They too were stunned, as my company represented a big portion of their business.

I don’t believe there was anything going on other than a client and a vendor with extremely sloppy business practices. But I had to fix it.

Therein lies the problem. When you let someone go who is under-performing,  you may end up doing the work yourself.

Which is exactly what I did.

It took me six months and a temp to clear up seven full years of…zero accounting.

I didn't replace this gal. I didn't have to. Instead, I distributed the duties to each of the remaining staff – which was more appropriate since it actually closed the loop in their duties.

The lesson here is:
Once again, have a good process in place – one that is documented
Make sure your staff knows their job and that there are clear job descriptions
Watch out for clams – there may be more than one
Once you dig up your clams, prepare to do clean up

And by the way, here’s a a lovely little article about clamming in Oregon. And if you happen to make it to the Oregon coast, be sure to check out Mo’s for clam chowder.