You're in Crisis!?
The advertising agency business is a crisis-to-crisis existence. There are just two kinds of agency crises: Crises of Growth and Crises of Decline.
The decisions you make during these up and down spurts are critical to your agency's profitability, surviveability, recoverability and sustainability. An agency in crisis is an agency in need of a been-there-done-that, seen-that-fixed-that crisis coach.
That would be me.
For over 25 years, as past president of TAAN (Transworld Advertising Agency Network -- the world's oldest network of independent agencies) and CEO of my own agency, I've had a front row seat to the decision-making of CEOs wrestling with crises of growth and crises of decline.
What I've seen and experienced has given me a unique perspective on the business. A perspective that's allowed me to coach agencies that are growing -- and agencies that are shrinking -- toward positive, beneficial outcomes. |
Good Crises
Growth crises are the "good" ones. But growth spurts are dangerous. They require you to see far into the future. And make critical decisions right now.
There are right ways.
I've seen agencies make brilliant decisions and go on to profitable growth and expansion. But I've also seen some incredibly over-eager decisions that have turned growth curves upside down.
And wrong ways.
I coach agency managers to help them understand the long term ramifications of growth decisions and steer them on to sustainable, profitable outcomes. I help them avoid making feel-good decisions and provide an objective sounding board and "what-if" barometer to solidify growth and future profitability.
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Bad Crises
Account losses. Budget cuts. Client turnover. Account reviews. Service quality. Creative Quality. Poor morale. Partner issues. Collections. Debt. Organizational chaos. Law suits. Family business issues.
All of the above?
It's hard not to be dysfunctional.
With these and other issues on your daily calendar, guiding your agency toward a positive future is a stress-generator like no other. Although you may be the decider-in-chief, you probably depend on the advice of others. You've got a management team, trusted advisors like lawyers, accountants and bankers, professional affiliations, spouse and family, etc. All of whom have an axe to grind because your decisions will have a lasting effect on each of them, and will color their advice and opinions.
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I know how agencies react to crises.
First comes temporary paralysis. Followed by knee-jerk reactions. Emotional reactions. Scared stiff reactions. Which result in over-reactions. Under-reactions. Non-reactions. And in most cases, unplanned, unanticipated, undisciplined, shot-in-the-dark decision-making.
This is no time for going it alone.
This is when an experienced, calming presence can help you get a handle on the situation, put it in perspective and offer alternative paths toward achieveable outcomes.
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Nobody knows the troubles I've seen.
And what I've seen over 25 years uniquely qualifies me to coach today's agency owners through their crises and toward positive, profitable outcomes. |
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