Taking It Personal

A few months ago for a side project, I listened to "The Godfather" on audiobook. This quote in particular stuck with me.

“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.

When Viral Is Off Brand

The Only 2022 Oscars Moment

I wanted to weigh in on the Oscars fracas, because I think it's an important lesson for marketing and advertising.

On a fast and obvious level, the moment seems like a win for everyone involved. An awards show with minimal buzz owned social media for a full cycle, with a ratings boost over last year's show, even during a time of war, plague and coming soon, famine. There's been a massive amount of speculation as to whether the confrontation was a "work", with slow-motion frame by frame analysis. 

This isn't a fast churn news cycle piece, or limited to just its lane. Today, I heard sports talk radio covering it, and my own children. That's two very different Venn diagrams right there.

If you are a believer of the axiom that any publicity is good publicity, this was a bonanza in earned media. So much that some have predicted this as a definitive playbook for future awards shows to have more unpredictable moments. Especially for ones with less conservative branding than the Oscars.

But from a long-term standpoint, it's hard to see how anyone involved benefits from the spectacle -- and the proof is coming from the number of apologies. Will Smith's brand, cultivated over decades, has been forever changed, with more than a little suspicion that he's not stable or what he projected. Chris Rock suffers less, but still has questions as to why he didn't step back to prevent the hit, or do more to respond to it. Jada Pinkett-Smith will likely catch some blowback, since Smith seemed to react well to the joke that triggered things before realizing his wife was not amused. Everyone in the room who stood to applaud Smith during his interminable awards acceptance speech later seems complicit as well. The fact that everyone involved seemed to go to an after-party later undermines any apology or damage control. Every other award winner was instantly forgotten in the aftermath.

If you want to tell the story that all of these people are hypocrites, phonies and devoid of any morals or decency, or you wanted to see a real-life "BoJack Horseman" episode, I guess you "won". But even then, what exactly did you win?

And that's just the short term damage.

In the long term, the movie industry, already in severe change and crisis from the pandemic and the switch to streaming, shows itself to be grasping, desperate and short-term. The home audience has to equate an art form that is capable of greatness to, well, reality television. 

The fact that everyone involved is a person of color gives comfort to people who should not be comfortable, and discomfort to minorities. It's just sadness and meanness for no payoff. Smith, Rock and Pinkett-Smith will not get a bigger payday from their next gig (well, OK, Rock might, because time and curiosity will create grist for future stand up bits).

So yes, short-term KPIs were achieved.

At the low, low cost of long-term branding, sales and revenue.

All publicity is good publicity?

Only if your product has worthless branding.

Fraction, Friction, Fiction

How it feels right now

 So for the past few weeks, I've been in multiple conversations with multiple prospective clients that are starting to make me question their good faith. (And given the timing, whether it's something I'm encouraging.)

That's one of the drawbacks to consulting. You just don't have full visibility into what's going on. So when a client goes dark for a few days, the list of reasons why can get uncharitable with a quickness. Especially when you are pre-contract, the client is taking on junior staff, or the initiative is part of a bigger and oft-delayed rollout.

Some employers will speak to the idea that the new modern workplace is increasingly fractional, with people taking on projects that truly interest them, or where they have something unique to contribute. This is especially true with remote work, with report of people doing more than one job (badly, of course) without either employer being aware of the double dipping.

All of which would be fine if, well, these limited bursts of work carried the day for all of the time when you were on the bench, ready to go in. The reality is that with very limited exceptions, the work that you do in marketing and advertising isn't something that only you could do. Unless you have a lot of folks bidding for your fractions, the whole isn't going to add up.

Which leads you to take on junior work or side hustles... and, well, taking on RFPs and dealing with the kinds of clients that lead you to question their good faith. 

Being an erratically paid consultant is one thing. Being an entirely unpaid one is quite another.

And being grateful for the clients that trade integrity for integrity, show loyalty by giving you more than just 100% fit work, or expand their time with you in troublesome times?

Is the most important thing of all.

(At least, until all of the dominos fall at once and we have very different problems...)