Some agencies tell me they have an accountability problem– that creatives don’t complete their work by the deadline a PM assigned. What these agencies are really describing is a management-style problem.

“Too many meetings! No time to get any actual work done.” I hear this from agency staff quite often. This typically points back to 4 causes…

Every agency’s organizational structure and operating model are currently being stress tested. This points to a need for agencies to rethink how they work.

What do we mean when we say a hybrid work model? There are many ways to operationalize a hybrid model.

In a formal review meeting, managers will attempt to review 12 months of an individual’s performance AND their compensation AND to provide guidance on professional development planning. That’s quite a lot to cover in a 30-60 minute discussion.

As an agency leader, your clients want everything to be “better, faster, and cheaper.” On the other, your employees want the freedom and resources to do great work while enjoying a work/life balance.

Quick, can you describe your agency in an interesting, relevant, memorable, and differentiating way — in 30 seconds? If not, you haven’t devoted the necessary time and energy to defining your agency’s positioning strategy.

Many agency leaders feel that it’s become increasingly tougher to maintain and grow their business. If this feels familiar, your agency’s operating model may be failing you.

The traditional organizational structure — the type found in most full-service and creative agencies is likely the root cause behind many of your challenges.

As a leader of a growth-focused agency, you should always be looking for new ways to improve performance. One impactful way to do this is by rethinking your organizational structure.

One of my favorite quotes about company culture comes from Patty McCord, former Chief Talent Officer of Netflix and Author. The culture Patty describes is one that welcomes constant change.