Do you want to show up more creatively for your clients and your colleagues, your family, and your friends?
Do you want to default to thinking about opportunity versus focusing just on problems?
Discovering Hope is full of proactive steps you can take right now, to achieve a more positive mindset or to help maintain the positivity you already have
Getting Positive reveals that more optimism is close at hand
Strategy Jobs Market Update – May 2024
Fulltime Roles – In the last several weeks there has been a mild uptick in hiring of creative and brand planners/strategists, but this has to be seen in context. This market is still very tight. I’m talking with a number of you still being given news that your job has been cut.
Freelance Roles – For many of the freelancers/consultants, 2022/2023 were good years but 2024 is a different story. This year many of you have experienced a clear reduction in opportunities. This is a factor of less work generally, of brands and through them agencies, reluctant to spend on freelance, which is more expensive than hiring someone full-time.
Across Markets – In the last three months, I’ve met with
strategists in a number of markets including Sao Paolo, Amsterdam, Los Angeles, Miami, New York and London. The picture I am seeing is consistent across markets. There are always nuances that effect each market differently but one that is a key driver (as well as AI) is the cost of money.
Where is the strategy jobs market heading?
There’s plenty in the way of holding company ‘recalibration’ which will drive
uncertainty for some time yet that said the simplistic, optimists’ view…
The reason this jobs market feels ‘incremental/replacement/defensive’
versus one of ‘investment’ hiring is because of a CFO fear that until
central banks communicate a confidence that interest rates are on a downward trajectory, they might actually go up! Yes, once we see a reduction in interest rates it’s my belief that CFO’s will then have the confidence to allow greater investment in jobs. We’re getting closer to this point. Stay positive.
Roll on interest rate cuts which if nothing else will cut brands and agencies some slack.
Onwards,
Great Strategy is Based on Client Trust
Bravery is talked about alot in our industry.
‘The quality or state of having or showing mental or moral strength to face danger, fear or difficulty.’
I’m unsure how much ‘danger’ most of you face day to day. However in the event of bravery, whose bravery are we talking about? The agency or the clients’?
The answer might be six of one half a dozen of the other. Truth is, if you’re the agency, while you want to work with committed marketers, you don’t want to rely on them having an epiphany of bravery, you want to proactively help them value great strategic thinking and the cut through creative that comes from it. Yes, there is a ‘right’ time to broach ‘out there’ ideas that will take the clients out of their comfort zone. But when?
At October’s Jay Chiat Awards, Antonio Luccio, ex CMO Pepsi/Visa/HP, clarified that what he wanted first and foremost from an agency was a business partner. He explained that partners communicating an understanding of his industry was key and stressed the importance of making the commercial case for any recommendations. He highlighted also the importance of agency partners communicating an understanding of the client’s stated priorities – All obvious?
What he didn’t say explicitly, when the client believes the agency is committed to making the client successful, then the client is much more likely to pursue bolder recommendations.
Yes, trust is the platform from which to move client and agency forward. But building trust takes time and it is a lack of this that is the greatest threat to the agency business model as we know it.
Perhaps real bravery will come from those prepared to adopt a longer term approach to building brands. A shocking concept!
Best wishes,
Stuart
Career Planning for Strategists – The Long Game
I was asked to write about long term career goals and to discuss the options. Truth is there are so many possibilities, there really are! Based on which direction you go, there are certain experiences you need to be getting to make specific options easier to smoothly navigate. We can discuss this.
For instance, if you see yourself eventually moving into general management, getting exposure to operations, finance and team/people management would be key experiences you need to have.
Know Thyself – A big clue to where you ought to end up comes down to understanding what you have enjoyed. Using which skills make you happy? What environments do you thrive in? Ask yourself what outputs have meaning for you.
Where do I want to be in the long term? If you know where you want to be, then you and I can talk about how to get there.
If you have a good sense of self but are unsure about the long term, we can discuss one-to-one; But to maximise the options you can pursue, be it a start-up, platform, publisher, brand, strategic consultancy, strategically focused or otherwise, note key considerations below. But first,
Avoiding Burnout – As much as anything else, the purpose of setting exciting goals is as much to keep you energized in the short and medium term as it is to reaching your nirvana. We all know that a career is a marathon so the question becomes one of ‘pacing.’ You have to sustain your energy, mental/physical/emotional. If you are learning new things and so feel a sense of progression, the hard work is less draining!
Key considerations: (For keeping all options open)
What do I want to experience? If you’re unclear about specific goals, focus at the very least on how you want to feel as a result of your work – The goals often emerge from this understanding.
Differentiate – What do we tell brands to do? To thrive now and in the future, think/reinforce/promote what distinguishable skills you have.
Prioritise Value Creation – Develop expertise that presents a clear path to value creation. (This is ‘not’ simply about ST profit)
Career Variety – Where possible, work in different settings: Agency, client, consultancy, own business/freelance – This enhances your ability to understand and help others.
Business Growth/Consultative Skillset – Develop a prowess with new business and/or organic growth.
Mind of a specialist/heart of a generalist – Our business is reintegrating – Be a polymath of sorts. Think big and detailed.
People – Ours is a business all about people. Help build those around you.
Reputation – Know that it’s all you’ve got.
Profile – Being brilliant but invisible won’t help you.
Results – Applied creativity is key. Be a brilliant strategist but understand a client’s nightmares. Be known for solving problems.
What else might you add?
All the best,
Stuart
Identifing an Employer Who Values Strategy/Planning
When you’re in demand, you might be told things that don’t entirely resemble the reality of the culture or the work/It’s not always straightforward knowing whether a would-be employer, truly values what you do.
Below are some questions (open-ended typically provide more information for you) that I’m sure many of you ask, but there might be one or two that you don’t, that could get the clarity you need.
Q’s about department size/growth/effectiveness
What is the ratio of strategists to employees?What has been the principal cause of the growth of the function (strong leader, client demand, other)Does the business enter/and or win effectiveness awards?
Q’s about the seriousness with which strategy is taken.What role does the CSO play as part of the leadership team?How does the CSO or other department head, advocate for planning?Q’s about training/development What off-the-job training is offered to strategists in addition to on-the-job training?How is mentoring carried out for strategists?
Q’s about work process Is there an ECD sign-off for a brief/Is strategy a core part of getting to great creative work
Q’s about agency outputs and the role of strategy to deliver themWhat types of pure strategy projects do clients request?Can you provide examples of the types of projects clients request? Typically how long are these engagements?
Q’s about business development and the role of strategyHow involved are strategists in the process of pursuing new clients?
Q’s about clients/How they value strategyDo clients request strategy or is this something the agency insists on as part of its process?Are there any clients requesting not to have strategic input? If so, why?What do clients see as the role of strategists?
Q’s about creative outputHas most if not all work that has won creative awards been based on strategic input?And a few others:What are the biggest challenge for strategic work here?How many strategists have worked on this account in the last year?/Since the agency had the account?What is the turnover rate for strategists here/For the agency in general?
What other questions would you ask to know whether the job on offer was a career-defining one for a strategist?
All the best,Stuart
Identifying An Employer That Value’s Strategic Planners
When you’re in demand, you might be told things that don’t entirely resemble the reality of the culture or the work/It’s not always straightforward knowing whether a would-be employer, truly values what you do.
Below are some questions (open-ended typically provide more information for you) that I’m sure many of you ask, but there might be one or two that you don’t, that could get the clarity you need.
Q’s about department size/growth/effectiveness
What is the ratio of strategists to employees?
What has been the principal cause of the growth of the function (strong leader, client demand, other)
Does the business enter/and or win effectiveness awards?
Q’s about the seriousness with which strategy is taken.
What role does the CSO play as part of the leadership team?
How does the CSO or other department head, advocate for planning?
Q’s about training/development
What off-the-job training is offered to strategists in addition to on-the-job training?
How is mentoring carried out for strategists?
Q’s about work process
Is there an ECD sign-off for a brief/Is strategy a core part of getting to great creative work
Q’s about agency outputs and the role of strategy to deliver them
What types of pure strategy projects do clients request?
Can you provide examples of the types of projects clients request? Typically how long are these engagements?
Q’s about business development and the role of strategy
How involved are strategists in the process of pursuing new clients?
Q’s about clients/How they value strategy
Do clients request strategy or is this something the agency insists on as part of its process?
Are there any clients requesting not to have strategic input? If so, why?
What do clients see as the role of strategists?
Q’s about creative output
Has most if not all work that has won creative awards been based on strategic input?
And a few others:
What are the biggest challenge for strategic work here?
How many strategists have worked on this account in the last year?/Since the agency had the account?
What is the turnover rate for strategists here/For the agency in general?
What other questions would you ask to know whether the job on offer was a career-defining one a strategist?
All the best,
Stuart
Freelancing Without a Gameplan
Much advice has been written about how to prepare for freelance, primarily focused on the mechanics. But what about the often-overlooked element, strategic consideration as to how freelance will advance your career? It certainly can if you have a clear perspective on your growth. Key:
Know thyself – Be honest with yourself about your strengths/weaknesses. Freelance work does not have the built-in support structures often available with full-time work.
Your Personality – If you are self-confident, go-getting, happy fronting up, like new business/chasing, that’s good, as you will spend relatively more time hunting compared to full-time.
Preferred Working Style – Freelancers often work on discrete projects, are often kept at arms’ length and don’t see completed work.
Support Networks – If you prefer working solo, perfect. If you don’t, work well without support networks you may struggle.
Tolerance for Uncertainty – The recent freelance landscape has seen an abundance of work but the business landscape is changing. If you have a low tolerance for uncertainty/a real need for steady regular income, freelance might not be optimal.
Work Flexibility – One of the biggest reasons for freelance. But, unless you have a range of clients, you may well end up being beholden and have little more flexibility than when you worked full-time.
Positive Psychology – Unless your life is primarily focused on non-work goals, whether full-time or freelance, a lack of genuine career plan will in time make for real pressure. Alternatively, knowing where you want freelance to take you, will enhance your mental state.
If you feel you are getting the learning/experience you sought when starting to work for yourself, great, what are your next growth areas? If you aren’t learning new things, it might be time to reassess either the work you are taking on or working as a freelancer.
As ever, happy to talk with any of you about the potential career building opportunity that under the right conditions, freelance can deliver.
Job Opportunities 07/22
If you know of anyone looking for full-time or part-time work, some of the below opportunities are full-time and some temp to perm.
- Director Strategy – NY-based creative agency – 190K
- VP Strategy – NY-based healthcare agency – 180-200K
- Freelance – Director level – London creative agency
- SVP Strategic Growth – NJ-based healthcare agency – 250K