Image by tapioliller via Flickr

hi Ya'll my name is Henriette Weber. I am a close-to-but-not-yet 30-ish woman who lives in Copenhagen, Denmark. Now, when I found out that Rebecca needed a guestblogger on creative agency secrets I really wanted to chip in, both because I really enjoy reading Rebecca's blog
- but also because I haven't tried to guestblog before.

So I volunteered.

I normally blog at henrietteweber.com , and I run a company called Toothless Tiger that when I earn my living on making companies remarkable, trustworthy and authentic.

And this is the combination I want to write a bit about today – also to give you a proper introduction. A combination of these three (remarkability, trustworthyness and authenticity) that I have stirred together into a package that i call "rockbandism" which inspires and answers the question "why every company should be a rockband "…

So here's the idea in short – I believe that we increasingly want companies to be good.
With all this transparency and social tools and closeness between people going on, these days the social is something that companies are turning to. They want to measure it and put it in the old boxes, and they are increasingly learning that they need to measure in other ways.

Another thing that I personally believe is going to come from this is that we will no longer accept companies we don't see as "good".
Demand has changed a lot. We have so many other options.
The consumption pattern has changed. We would rather buy things that we think are cool from the internet then go to the store and having to relate to everything…

So how do you cope with this ?

Well you simply need to do stuff that people think is cool. Which is a difficult task, even though it seems simple.

So what is the best metaphor for company cool these days ? – rockbands. who are living their own rockbandism to relate better to their groupies, fans and audience…
exciting isn't it ? -

more to come =)

all the best

Henriette

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Here are their top 10 findings. 

1. Greater knowledge of the digital space.

2. More use of “pull interactions.

3. Leverage virtual communities.

4. Agency executives using the technology they are recommending.

5. Chief Digital Officers make agencies more appealing.

6. Web 2.0 and social media savvy.

7. Agencies that understand consumer behavior.

8. Demonstrate strategic thinking.

9. Branding and creative capabilities.

10. Ability to measure success.

Here is the survey summary written up including percentage respondents; apparently you can write to them asking for a full survey.

Now the bits that interested me are:

1 – Greater knowledge of the digital space.  Clients and prospects are crying out for 'leaders' and 'teachers' to show them the way.  How does this translate into Biz Dev?  Run courses, seminars and one on one tutorials to show off your knowledge of the web; the tools that can be used by brands.

4 – Agency executives using the technology they are recommending.  So true, my friends.  Agency websites are rarely inspirational destinations.  Rather than just having a show reel or campaign case histories on your site, why not set up a public 'sandbox' demonstrating the new things you are researching this week and then linking them to clients brands that actually use the tools. This will have implications for your own marketing campaigns and recruitment.  Be careful to recruit your colleagues into using the tools themselves.  Agencies can't afford dinosaurs on staff.

5 – Chief Digital Officers make agencies more appealing.  A very US-centric job title, but something that 'cosmetically' any agency can do right away.  Give the job title to the person most deserving of the position.  Someone who really knows their way around the web and regularly finds and shares new ideas, tools and neat solutions with colleagues.   Then advertise their presence to your clients and prospects – put them on a pedestal and 'show off' their skills.  This doesn't have to be face to face – just share links to their social media feeds

Thanks to Jason Baer for the original link.

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It may be of interest to anyone who has to go and win new business for their agency.  Here’s the detail.

These days winning a pitch is harder than ever – more agencies, longer ‘short’ lists, time delays. You need every advantage to ensure your pitch gets the best possible chance of succeeding.

One of the factors that may contribute to success is an awareness of the personalities on the client team – so that you can play your presentation to appeal to their comfort zones and core instincts. Your pitch can also be more effective if it appeals to the values at the heart of the client’s company and brand.

Come and hear respected Business Coach Mark McGuinness, in conversation with Rebecca Caroe, talking about the Enneagram system of personality types and core values – and how this can help your team win more pitches.

Breakfast on 22nd November will be at Piccolino, Heddon Street, London W1B 4BG Arrive from 7.45 and we’ll start promptly at 8 am and be finished by 9 with networking until 9.45.

Hosted by Rebecca Caroe, the event will be a conversation during which the issues of successful business development and personality typing will be discussed – followed by your questions. To register e-mail  And we’ll send you all the info, plus Mark’s e-book An Introduction to the Enneagram to thank you for your interest.

If you can’t come but would like a free copy of Mark’s e-book please e-mail us and ask for a copy.

Please feel free to forward this invitation to any agency friends or colleagues who may be interested.

Download enneagramflyer.pdf

[the event invitation]

Mark McGuinness works with agencies to get the best out of their people. Mark is a poet and a business coach specialising in the creative industries. He is a qualified psychotherapist and holds an MA in Creative & Media Enterprises from the University of Warwick. His areas of expertise include creativity and managing and developing creative teams. He uses the Enneagram to help clients with a range business issues.
Mark’s coaching blog

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In no particular order….

1 – Mentoring and coaching anyone with business development responsibility or who has to collaborate with biz dev to do their job better and get results

2 – Moving the whole company to an Enterprise 2.0 operation.  This is a more open relationship with its customers and prospects though using web 2.0 techniques (for yourselves not clients) and creating the open culture internally that enables outsiders to recognise the ‘personality’ of the agency – bypassing traditional outbound communication methods

3 – Facilitating an away day for a client or your senior team

4 – Improving your new business methods and, particularly, pitching

5 – Running a training session on "New business for non-new biz people"

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detail below.

Non Execs working with SME businesses

What it takes to be a successful NED and what matters to the client.

There is a growing need for medium-term non-executive advice and support within established and developing SME businesses but the role has some significantly different requirements from the traditional Non Exec role in large companies.

Franklyn Roberts, FIBC discusses what it takes for a business adviser to be equipped appropriately for this kind of work, what the client expects from their Non Exec, and some of the problems that can occur.

What it takes

An SME business has typically 10 to 100 employees and such businesses have very different requirements and expectations of a Non Exec. A modern Non Exec working with an SME business needs to fulfil several criteria and to be of the right calibre and experience to succeed in this still rather unusual role for an SME business.

“The single most powerful determinant of success in an SME business is having a Non Exec on board” – Warwick University Business School 1999.

An appropriate professional qualification will immediately differentiate such an adviser from the many consultants aspiring to be Non Execs and the best currently is as a Full Member or Fellow of The Institute of Business Consulting (IBC). You need though to be first and foremost a senior generalist business adviser and you need also to be right up to date with your advisory skills and business knowledge. This means undertaking rigorous and appropriate continuous professional development, and many Non-Execs include in their CPD regular quarterly reviews by peer mentors and annual reviews with externally-qualified assessors.

If you come from a large corporate background, you need to be comfortable leaving largely alone some issues that might be important in larger companies, such as corporate governance and independent directorships as these are not nearly so important in SME businesses. Understanding key SME business issues and empathising with the key people in the client business is essential and this can only realistically be achieved if you have relevant experience advising SME businesses, and experience also in running at least one such business yourself.

What matters to the SME client?

In your non-exec role in the SME business, you need to be objective and challenging and yet hands off and not interfering. You will gain the trust and confidence of owners and directors and senior managers through your independent yet informed view of their business.

If you are more used to either part-time or full-time interim executive work, it is vital that you understand the key and very significant differences between executive and non-executive roles. An interim executive will work inside the business and will usually be a functional specialist, one example being the part-time financial director working one day a week. To be a Non Exec, you need to be a true generalist and not a specialist operating beyond your field of expertise. You need to speak the client’s language and this should come naturally if you have run a similar-sized business yourself.

It is vital that you add value at all times, and be able to focus clearly on helping the client maximise the commercial and financial success of the business. It doesn’t matter at all if you are on their board or not.

What problems can occur?

You may be asked to undertake executive work that is beyond the non-exec role and this should be avoided. It is better to refuse to do that work than to lose your objectivity and risk compromising your position. You may also be asked to use some additional functional specialist expertise, in which case you should be most careful not to exceed your own knowledge boundaries. It may be best to encourage the client to bring in a specialist to supplement your role. If you do feel able and are willing to fulfil the additional need, it is worth clarifying where one role stops and the other starts in both your and the client’s best interests.

Your client may find it difficult to accept the new perspective you give to his or her business issues. Whilst it is important to express your views honestly, you may have to accept a decision different to the one you would take. If you feel that the business will be adversely affected, it may be necessary to put something in writing with your words of caution, for the record.

The client may demand more time than you are contractually bound to give. It is sensible to have some flexibility built into contracts so that if say approx 24 days a year are contractually agreed, it doesn’t have to be delivered evenly in exactly two days every month. Clearly if time spent is getting out of balance or more is expected of you than originally envisaged, it is essential to renegotiate the contract as soon as this is recognised rather than risk an argument at the end of each year. Another common area of misunderstanding is as to how travelling time and travelling and other expenses are dealt with. It doesn’t matter what the arrangement is as long as it is clear right from the beginning what is included and what is not.

At what stage in the life of a business can the Non-Exec add most value?

A Non Exec can add value at all stages of a business life-cycle and this is usually driven by the need for significant development or change. A business review, carried out with the client business by a Non Exec, sometimes in conjunction with an Accountant, is the starting point. This review will result in a revised business plan which in the early years usually includes a growth plan, whether organic or with external investment. In the middle years, consolidation is likely to be an objective with profit improvement high on the agenda which in turn may involve product reviews or changes in direction. With the help of a Non Exec, who will have experienced and guided others through all these situations before, business owners find the courage to make the right decisions and to then implement them with the guidance of the Non Exec until all objectives are successfully met. It is at the later stages of a business life that the presence of a Non Exec is absolutely critical, i.e. when the business owner is contemplating exiting the business in x years time.

Being a non exec can be very rewarding, and if you are considering such a role, Franklyn Roberts has one final word of advice “Make sure that the personal chemistry seems right for both parties before you accept the assignment, as many sage observers believe that this is crucial to a happy, long and productive business relationship between the business owner and his or her Non Exec.”

Franklyn Roberts

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Cass Creatives Event details on the event.

And some stuff Adriana wrote to prove that cynicsm is alive and well in SW3 How to Implement Social Media in your company

I love it!

But seriously, if you don’t know what Web 2.0 is or how the web can build and damage your corporate reputation – come along and listen.

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