Apologies

Dodgy excuse I know but there’s been a lot of travel over these past few weeks & a whole lot of action in Cannes too. Normal service will be resumed from this weekend & will be back sharing thoughts/reflections of a remastered account man. A handy book tip in the meantime:

Maybe he’s right: the importance of empathy.

 

 

Empathy is a very underrated characteristic.

If you think about the account handler as the centre of a very large wheel (with the wheel itself being the account) then you can appreciate that you have to understand the needs of many different people to make things happen.

What are some ways to do this effectively?

The best account people are usually very compassionate or at least are perceived to be – even when they don’t really feel like it.  I’d define compassion as an empathetic awareness of others – and in my opinion here are a number of things that can help you be more humble/compassionate – even when you don’t want to.

– Listening vs. Hearing – Listening is waiting for your turn to talk. Too often in conversation we only register the words that someone is saying to us while we wait for our turn to pipe up. That’s just hearing.  Active listening means paying attention to what is being said.  And then thinking about what it means and how you respond or react to it.  Try repeating back or rephrasing what someone has said – get some acknowledgement – and then move on. You need to engage & show understanding to be able to ladder a conversation or help spin it in a direction for your message to land.

– This can be a really important place to start a discussion. Ask people what they think – we are often so focused on telling people what we think that we forget to get their opinion.  This is particularly important in dealing with people who are not “type A” personalities or quiet people or people who are particularly thoughtful before they speak. You’ll often work with all different personalities in a big team & no matter what you might actually think you have to show people that you really care about what they have to say.

– Details really matter. I can’t stress this enough. You’ll be judged (in service, in strategy, in creative, in production) by the little things. So sweat the small stuff.  In conversation with people – take mental notes, use your calendar to take down key dates, take opportunities that make you see things. Pay attention to small details about people – everyone has some level of ego & it’s helpful to use this. The fact that you remember something they said or something seemingly insignificant about them is both flattering and demonstrates that you are really paying attention.

– Try thinking like Frank Miller (arguably one of the finest comic book writers of all time). Have you ever tried to read a person’s “thought balloon”? It’s a great game – but you need to make the effort. Ask – “if I were in that guy’s shoes, what would I think?”  Most people’s thought balloons are usually some variation on the theme of “what’s in it for me?”  If you have an account person who can figure that out and use it to position things to his advantage you will always be ahead of the game. You need an emotional x-ray to see beneath the surface of what’s going on & make it work for the team.

One final point on empathy: Bill Bernbach used to say that he carried a card around in his wallet and printed on the card was the phrase – “Maybe he’s right.”

Surely this is the best aid to help recall this most important of character traits?

On hiring account handlers & agency culture

I had the pleasure of meeting the great David Abbott many years ago. His easy charm, worldly charisma & decent, human warmth are from another era. He is a true gentleman, a classy ambassador for the industry & has a natural empathy that enables him to be a very present leader through example.

An interview with Lord Bell from a couple of years back shows a wonderful retrospective over David’s work & there’s some cracking insight here.  The tribute to the agency he helped build (from staff) can be found at the very end of the reel. The culture, the DNA that ran through AMV comes through in both the interview & the final reel. It’s a fitting snapshot of a playful, joyful culture created by one the game’s greatest living craftsmen.

Personally, I’ve always found it really interesting that in order to understand where you’re going in this business it’s always useful to see where we’ve been. Check it:

On the subject of hiring I found this old interview with David that I think rings true for account people as it does for the any hire today. This quote is from 1968 I think:

‘The first thing I look for is intelligence. To some extent, you can learn how to write or art direct. But there’s a limit to how much you can learn to think. This is a business of problem solving. We work with an enormous quantity of data about our product, our market, audiences, our competition, the media. We must analyze, synthesize, hypothesize & come up with something that is both logical & persuasive. That’s something you can’t do unless you’re rather bright.’

Jay Chiat from Chiat Day develops this theme later in the 70’s:

‘We look for account people who understand advertising. It’s amazing how few do. Creative should interview all account people. You can always look at a creative’s portfolio but it’s tougher with account people. But the good ones can make sure the details happen. We should have account handlers tear out 20 ads they like & tell us why. Then talk about something they’re proud of being part of & why. The why matters.’

Personally, in interview I always like to ask the dinner party test or the lifeboat test. i.e.  which 3 people would you like to invite to a fantasy dinner party & why. Or which 3 people would you take with you on the life raft & why.  It stress tests the imaginative problem solving & natural curiosity that I think all good account people need to have.  I think I heard these questions in my first interview for a graduate position at Grey (thanks Melissa/David) & then later from Jim Kelly when at RKCR/Y&R.

Dave Trott reflects on a disagreement he had with Abbott in the attached. I can agree with the point that account people shouldn’t feel the need to be credited with awards. This selfless, duty bound bond between suit/skirt & agency is a sort of unspoken work ethic that is a key part of the role. Winning an award is a fantastic feeling but I’m a firm believer that ‘the process shows up in the room’. This is a buzz that all great account people enjoy: our integrity can be built from some smart problem solving, the satisfaction of nailing an impossible deadline, an honest conversation about the quality of the work, happy, profitable clients or just simply a good, well run meeting.

Making great stuff is really, really hard. It has been & it always will be.  The agency can have all the best ideas in the world. But unless you hire smart, passionate account handlers then these ideas will likely stay in the agency. And that’s no good to anyone – especially your clients.

David actually wrote a recruitment ad for DDB (before he founded AMV) when they were looking for 2 new account handlers. It’s a fascinating insight into how this great agency worked & there’s a lot that’s very, very insightful for today. I can’t find the original but here’s a scan:

And the copy here:

“I’m a writer at Doyle Dane Bernbach. We’re looking for two new account men. This is what I think you should know about this.

When they asked me to write this recruitment ad I said it was too busy. “Just say we need two account men and leave it at that.” Then I got to thinking. Chances are it won’t be long before I’m working with one of the new people. It could make both our jobs a little easier if he understood the place before he came.

And it’s not always easy for an account man to see how he’ll fit in here. Do creative people really run the show? Is it true the account men are just messenger boys?

Yes. Creative people do run the show. But they’re not all art directors and writers. No, the account men aren’t messenger boys. At DDB they represent the agency’s philosophy much more closely than at other agencies. So the first thing they have to do is understand it. And believe in it. Roughly, it goes like this: to be perfectly honest with the client. To give him the work we think he should have, provided it fits his goal. To be the experts in how to present the product to the public. Not to wonder what the client’s wife is going to say about the advertising. To have an honest viewpoint. Hardly the work of a messenger boy.

Inside the agency, the account man has to work very closely with the likes of me. I’ll expect him to know everything about the product, its competition and the client’s aims. I’ll expect him to give me all the information I need. I think that’s reasonable. I’ll expect him to give me all the time I need. Sometimes that’s unreasonable. I’ll expect him to believe in Doyle Dane. And to sell my work with conviction.

In return, he can expect an awful lot of the creative people. He shouldn’t put up with dull, ordinary work. Ever. He should expect an awareness of the client’s problems. Including those of timing. He should demand involvement.

There’s a lot more I can’t think of right now. But the general picture is this – there’s no rulebook at DDB so the account man stands or falls on his own ability. Just like the rest of us.

If you’re still interested, there are a couple of things I’ve been asked to tell you. The people we’re looking for will have had account management responsibilities. We don’t want trainees. They’ll probably be between 25 and 30 years of age. And it would help if they’d had two-three years experience on food or toiletries brands. We need them because we’ve put on a lot of new business in the last couple of months. And we’ll pay very well.

Please send a full resume to Bill Wardell our Director of Account Services. As soon as possible. I look forward to working with you.

Doyle Dane Bernbach Ltd. 62/64 Baker Street, London, W.1.”

The ‘contract of integrity’ between account man & agency is clear from this recruitment ad – as is the philosophy & culture behind the early work at DDB. It could also be said that some of this cultural magic found it’s way into the DNA at AMV too.

Account handlers from this era (as they should be today) should have a passion, a conviction to make things happen, to turn ideas into action & recognize that in a world with ‘no rulebook’ – it means you’ll stand or fall on your own ability. No one is going to teach you anything but to keep learning. David loved everything about the business because he found (and then started) a place that matched his core beliefs about the industry.

It strikes me that the key to having a joyful career in this business is to find (or found) an agency culture that matches your own belief system. And then to live it.

Storms coming

It doesn’t matter whether your running a piece of day-to day business, a network of 140 agencies or on a shoot – there’s always a chance something can (and unless you have your eyes open – will) go infuriatingly wrong.  The wind will get up, thunder will clap, lightning will flash – but as Colonel Custer famously said: ‘it’s not how you get knocked down; it’s how you get back up’ that really counts.

Every crisis will undoubtedly have its own set of unique circumstances and variables but there are some common principles that can be applied to dig your way out of a hole.

First, do not panic or freak out, even if others around you do. Slow shit down. Get into the slow mo moment. Take a walk. Your team and the client are looking to you to see how serious the problem is, and to take control of the situation, address the problem and get out the atmosphere out of chaotic misinformation & rumour-ville.

Of course, it stands to reason that you are not going to do your best and clearest thinking on how to solve the problem if you are in panic mode. That said, you should also never dismiss the importance of a true crisis, because it will appear that either you don’t care or are not savvy enough to recognize the severity of the situation. Woody Allen claims that ‘80% of success in life is just showing up’. Be present, available & open. Better still establish a ‘war room’ so that you and the team can gather to discuss.

Second, gather all the facts, input and knowledge – chart the crisis – as quickly as you can.  Pin this shit up on the walls of the ‘war room’. Speed is important to be able to take quick command of the situation.  But it must be balanced with getting sufficient information to enable you to get a full understanding so you can make an informed decision.

Once you land in a plan or action to address the crisis, balance it off knowledgeable and trusted constituencies.  Seek counsel. You are not alone. Get a ‘war cabinet.’

Share your proposed solution with your boss or your colleagues or someone whose opinion or acumen you respect.  And don’t get hung up on your solution as the only one that can work.  Be open to suggestions that can improve your thinking or even change it radically.

Before you make a final/formal solution recommendation, play some ‘war games’ together with your ‘war cabinet’ in your ‘war room’.

Go through the exercise of thinking through things like:

  • How will the client receive your recommendation?
  • Will this recommendation put the client in the best possible light?
  • What is Plan B, if the recommendation doesn’t work?
  • Are you prepared to review the other considered and rejected solutions and say why they’ve been rejected?

Whether your solution works or doesn’t work, learn from it.

Write it up as a case history or file memo so others can learn from it. Truth be told, you can’t learn how to handle a crisis by reading an e-mail about it.

You have to experience it.

And crucially – what doesn’t kill you will only make you stronger.