“Tom, don't let anybody kid you. It's all personal, every bit of business. Every piece of shit every man has to eat every day of his life is personal. They call it business. OK. But it's personal as hell. You know where I learned that from? The Don. My old man. The Godfather. If a bolt of lightning hit a friend of his the old man would take it personal. He took my going into the Marines personal. That's what makes him great. The Great Don. He takes everything personal Like God. He knows every feather that falls from the tail of a sparrow or however the hell it goes? Right? And you know something? Accidents don't happen to people who take accidents as a personal insult.”
A lifetime ago (aka, the lifetime of my eldest child), I took an intensive self-improvement and leadership class. It was many days of very difficult work, and it has served me well ever since, because it gave me the tools I needed to diagnose and act when my performance, either in business or my personal life, was lacking. In this course, I learned that what really makes me move is creativity, leadership and integrity. Whenever I've held back on any of these, it hasn't gone well.
A little while ago, I worked for a client where leadership knew exactly what it wanted -- even when other members of the team did not concur. I pushed back a little but over time, leadership took less and less input, to the point of rudeness. They also negotiated the price of the contract down, then ended the relationship in favor of a "fresh faced" hire. They have also had a lot of turnover and not a lot of real growth over the course of the business. Their output since our relationship ended, either at a business or creative level, has also slowed.
You can, and should, read that kind of behavior as a client that just wants cheap and deferential. You can, and should, also take that as a relationship that will never re-start, or one that, if they came back to us again, we'd just reject.
But you'd be wrong, because I never say never, and I've seen enough reversals in my career to know that I don't know how everything works out.
I also know that in deferring to leadership (as we had no leverage at the time), I wasn't acting with integrity -- and in the event of a re-start, we'd have said leverage, and would.
So yes, at M&AD, we take our work personally. We're also currently working for clients that are letting us fire on all cylinders... and man alive, are they getting a lot of value out of the relationship
So much so that this is the first post in a month, happening on a Sunday afternoon, before we get back to it.
Because that's the thing about when you get what you need from management. You get a lot more back. T'was ever thus.
