There was a time when any new joiner of a team, business or government would be put under close scrutiny until they had earned the trust of the leader. This can lead to feelings of isolation or alienation, leaving the individual slightly outside the âloopâ and always seeking authorisation to proceed or permission to participate.
In some closely-knit environments, this might even take years before they were included in to the âinner circleâ and trusted.
As we have seen play out recently on the world stage, even heads of state, presidents and prime ministers can also take their time in establishing trust with other world leaders and usually this is not to anyoneâs benefit.
Nowadays with the world moving so much more rapidly than before, not many have the luxury of waiting a couple of years for the evidence that enables us to either build a trusting partnership or even just collaborate.
Progressive leaders now fully understand that there is no ârisk freeâ approach to establishing trust.
There is a huge prize to be had in building trust quickly. Consequently, in more progressive environments, increasingly trust is âgivenâ, no longer earned over a long period of time.
This does mean that as leaders we will face disappointment far more often than if we were more careful and patient about trusting people. The elusive prize of empowerment, which drives high performance, is always based upon being trusted.
We’re proud to announce our partnership with FutureRising, who provide aÂ careers service for students, a connection to industry for educational institutions and a source of talent for companies.
Our pool of personal development and business books makes this collaboration very exciting!
If you want to access the best personal development and business books at a discounted rate, then please email: firstname.lastname@example.org.
Matt Stephens, author of Revolution in a Heartbeat and Founder of Quest Agency and the Heartbeat appÂ will be runningÂ an exclusive webinar called “Understanding Emotion to give you the edge in engagementâ.
Heartbeat isÂ a dynamic, real-time app which takes the pulse of an organisation at an event or in the workplace, during change or other business activities andÂ is now being used by clients such as Tesco, ASOS, ARM, Unilever and Open Uni.
The webinar willÂ help youÂ find out more about how Heartbeat could help you to understand how your employees are feeling and drive engagement across your organisation.
Wednesday 5th July 1-2pm
The followingÂ will be covered:
-Why is the annual survey dead
-What is Heartbeat & why are emotions so important
-How is it being used
EmailÂ email@example.com to reserve your place!
This yearâs IPA Business Growth Conference will look at how to develop the right behaviours to deliver commercial business success which makes it the perfect platform for David to share his knowledge and expertise.
We celebrated the launch of Jonathan Geldart’s recent book,Â Inside the Middle Kingdom last night at Blackwell’s on High Holborn.
Inside the Middle Kingdom is a unique book which contains a collection of 50 personal stories from modern China.
Jonathan is a writer, adviser and speaker on the cultural and business aspects of China. HeÂ has been visiting, working in China and collecting insights into the mysterious middle kingdomÂ in the processÂ for over seven years.
Rene’ Carayol, leading executive coach kicked off the launch of his new book, Spike in sunny South Africa with Barclays Africa last week. Â He talked to themÂ about collaboration being the new leadership that will take them from ‘Good to Great’.
TheÂ event took place at the iconic Music Bank Studios where the famous Cadbury’s Gorilla advert was filmed. The staff at the studios were incredibly helpful and went the extra mile to set the sceneÂ for the night with the real life drums used in the advert.
The iconic Cadbury’s Gorilla Advert
Â Â Â Â Â Â Â Â Â Â Â Â
Mark Earls, Independent Marketing and Advertising professional at Herd Consultancy aka ‘The Herd Meister’ kicked off the official launch by saying a few words about David.
Westminster Business School has launched a new generation MBA, designed exclusively for aspiring board directors and anyone looking to work with, for and on boards.
A substantive part of the programme sees the participants working as a shadow board of a company addressing and solving their strategic business issues. In preparation for this, the UniversityÂ are running a series of mini shadow board experiences to showcase and develop how these benefit the participants, theirÂ alumni and the host organisations.
This Saturday they will be working with an exciting not-for-profit ‘Working with Men’ charity, who will be the host organisation for the shadow board. Their aim for the day is to crowdsource business growth strategy.
AttendeesÂ will work during the day with the MBA course leaders and academics acting as Academic Consultants to their boards.
You can find more information on the eventÂ here.
Marketing procurement continues to get a lot of flack from the agency community, not least for heavy handed negotiation practices over the levels and terms of fee payments.
There are lots of contentious issues that contribute to the cyclical debates between these two parties:
- What is a reasonable overhead calculation?
- What is a reasonable profit?
- How much should a middleweight creative team cost?
- How many billable hours are there in a year?
Spreadsheets are calculated and recalculated through a complex and frustrating ceremony of toing and froing until both client and agency begrudgingly agree on a compromise.
The problem is that when it comes to the determination of fees for the strategic and creative aspects of a clientâs marketing budget â these are not costs but investments.
âSo what?â you might reply, no earth-shattering revelation there.
Except this: marketing investments are no different to any other; if you want to maintain or increase your return on a lower investment, you have to increase your risk.
Â Itâs the same with your pension investments. You probably will have been asked if you want a high-risk pension fund investment with a higher-risk portfolio, or a middle or low-risk portfolio with a lower but more reliable yield. So, when clients negotiate down their fees with their agencies, logically, they should expect either to increase their risk or reduce their return.
There is an inextricable correlation between an ad agencyâs talent and the value the agency can create for their clients.
Itâs the primary reason many of the older agencies had the names of their founders above the door or recognized by their initials. These figureheads like Bernbach, Ogilvy and Burnett were not just trying to appeal to new clients as their reputations grew, they were also beacons to the industryâs best talent. There isnât a machine (yet) that can develop effective comms strategies or invent compelling advertising ideas so the better the people the better the work, the better the clients, the better the agency, the better the profits and so on.
However, not all talent is equal. And agency talent can be elusive and difficult to identify. There are those suited to particular business categories, those suited to different styles of client (think how different P&G is from Diesel), those who are challengers to their clients and those who are more compliant, those who can consistently write great ads, those who are more hit-and-miss and those who can develop steady, reliable ads that will achieve an acceptable Millward Brown Awareness Index score.
So if youâre an advertiser who wants the best available talent to grow your business by maximizing the return on your advertising investment, how do you get that talent? And how would you know if you had the best talent on your account?
In truth, itâs not always easy to know. Itâs not just the biggest agencies that get the best talent. Although there are some that do, others that a much more variable spread of ability. There are also small agencies and start-ups that have incredible talent but more limited resources â so where do you start?