Filed under: Agency Culture, Attitude & Aptitude, Class System, Colleagues, Community, Complicity, Conformity, Corporate Evil, Corporate Gaslighting, Culture, Delusion, Effectiveness, Equality, Fake Attitude, Honesty, Imposter Syndrome, Individuality, Leadership, Loyalty, Management, Marketing, Marketing Fail, Meetings, Membership, Perspective, Pollution, Popularity, Prejudice, Process, Professionalism, Relationships, Reputation, Respect, Ridiculous, Service, Social Commentary, Social Divide, Social Media, Standards, Status, Status Anxiety, Strategy, Subliminal Hatred, Succession, Systems, Talent, Teamwork, Technology, Toxic Positivity, Values
This is a long post, because it has been written by a lot of rage. Mine.
So buckle up and read it, because while most of what I spout is utter shite. This is important.
Recently someone I know left the company they had been working at for a few years.
When they announced it on Linkedin, they were flooded with supportive, celebratory messages. As they should be.
But there was one other thing that was common among the comments, and that was people writing “what a good run you had”.
I don’t know about you, but when I hear that, it immediately conveys a company who has a reputation for letting people go … and so ‘what a good run’ really means is that you lasted longer than most. That your achievement was as much about staying in the role as it was about what you did in the role.
And to me, that all feels toxic as fuck.
Not by the people saying it.
Or the person it is being said to.
But the organisation who seemingly doesn’t give a fuck about letting people go.
Of course – like US politicians who ask for ‘thoughts and prayers’ after another mass shooting – their corporate mission statement only talks about their belief in their people …
How they’re trying to build a thriving, collaborative community and culture …
In fact, they say a lot of things except one: ‘when people leave, they will be cushioned by comments saying they ‘had a good run’.
So how do they get away with it?
Cash.
They pay significantly more than market rate and so there’s a steady stream of people who are willing to go work there either because they need a gig, they have fallen for the hype [and not checked it first] or they believe they can be the exception to the rule.
That’s not a judgement on the people, I get it … but it is a judgement on the org.
Especially as – in the big scheme of things – the money they pay comes at a huge cost.
The talent they’ve burned – and burned through – is extraordinary and yet no one, be it past of present employee, says a thing.
On first impression, it can feel like they’ve all agreed to collectively gaslight society, but on closer inspection you soon realise the real reason for that approach is far more due to fear than delusion.
Fear of losing your position.
Fear of never working again.
Fear of inviting more abuse.
One look at Corporate Gaslighting and you see this is not an uncommon – or unjustified – view. What’s even scarier is it is seemingly happening more and more … to the point where I swear some companies think ‘salary’ means they fully own their employees.
OK that’s a ridiculous view … a totally over-exaggerated and overblown view … an over-exaggerated and overblown view that is almost as ridiculous as:
Zero-hour contracts.
No overtime payments.
No training and development.
Expectation you are always ‘on-call’.
Personal social media monitoring.
Yes, I get those ‘work practices’ are still more the exception than the rule … but the fact they are there at all, is madness.
I get companies have to make money.
I get we live in a highly competitive world.
I even appreciate not every person is good for every company.
But come on …
What bothers me more is this is quickly becoming standard work practice.
STANDARD!
It’s like someone read a book on Victorian-era ‘workhouses’ and thought, “That sounds fun”.
And so, they’re trying to create a new set of beliefs for the ‘modern’ workplace.
Culture will not be born from the employees but dictated by the leadership.
Opinions can never be expressed; they must always be silenced.
Growth is not measured by personal development, but corporate conformity.
Success is not defined by personal achievement, but individual survival.
Failure is always – ALWAYS – to be aimed squarely at the shoulders of the employee.
[As an aside, if anyone is visiting Nottingham, they should check out the Workhouse in Southwell and go back to the future]
It’s like an episode of Black Mirror if Black Mirror was a documentary, not satire.
It’s here we’re taking a commercial break, because as much as this post has been about bullshit behavior – at least the people it’s about got paid well. But over the last 6 months, I’ve met many, young, lowly-paid, talented strategists be burned out by the expectations, pressure and demands of their employees.
As we highlighted in our 2024 book, Dream Bigger, too often people of my generation look at the young and say they don’t have the right work ethic … they expect too much … they are lacking in drive and skills … but apart from the fact that’s bullshit, even if it wasn’t, could you blame them given how they’ve seen so many of us invest so much in the promises of ‘hard work’ and then end up with nothing. And at least we had options available to us that could actually help. These poor fuckers don’t have any of that and yet we hold them to even higher expectations.
But that’s different to burnout because burnout is criminal. Actually criminal.
How are companies letting this happen? What are the fucking HR people doing?
What makes it even worse is the 5 people I met all worked at companies who talk big about ‘how their people are their greatest asset’. More like burning asset.
You want to know why we find it hard to attract the young to our industry? Because too many companies treat them like cannon fodder – and then when they’ve been battered, broken or bruised. we turn around and say ‘they couldn’t cut it’. Bastards.
Back in 2021, when we did Dream Small, we highlighted how this was a generation tolerated rather than welcomed. Then a few months later, I wrote how the ‘great resignation’ was actually – for many of the young – the ‘great reset’. But as much as they have pushed for change, this shit is still happening to so many – as demonstrated by the fact I’ve talked to 5 people in the past 6 months who could be great, but have literally been burned and no one seems to give a fuck.
All their bosses do is throw them some compliments or cash, believing it will ‘shut them up’ when what the person actually needs is to be thrown a fucking life raft of compassion, care and change. But what makes this even worse is that when the bosses discover the cash and compliments no longer have any sort of effect – when they have wrung the person out completely – they get rid of them while doing all they can to make sure the individual feels they have done something wrong to shame them for life and to keep them quiet.
It’s horrific and shows nothing has changed in the 4 years since I was featured in The Guardian about this corporate practice of employee shaming. Or the attempt of it.
What are we going to do when we have no one want to come to our industry?
We don’t pay many fairly.
We don’t train them well.
And then we work them to the point of exhaustion.
Seriously, in terms of analogy, there is no better one for this group than Workhouse attendees.
We can try and claim their attitude sucks all we like, but we’re the fuckers who need to take the long hard look in the mirror.
And with that, I end the commercial break and take us back to ‘regular programming’.
The reality is we’re getting to a point where there’s no bigger red flag about an organisation than when employees get congratulated by ‘the run they’ve had’.
Some may be well paid ‘middle management’.
Some may be poorly paid ‘young talent’.
But all of them are out-on-their-ear … surplus to requirements or drained of all life.
Which is why – and I appreciate the privilege I say this with – if you find yourself in a company like the one my mate has just ‘left’, then maybe the best thing you can do for your future health, well-being and career is to ‘run the fuck away from them’.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Brand, Brian Clough, Comment, Communication Strategy, Confidence, Consultants, Craft, Creative Development, Creativity, Culture, Effectiveness, Empathy, Football, Grifting, Management, Marketing, Marketing Fail, Mediocrity, Nottingham Forest, Perspective, Planners, Planners Making A Complete Tit Of Themselves And Bless, Planning, Point Of View, Positioning, Process, Professionalism, Relevance, Reputation, Research, Resonance, Standards, Strategy, Success, Systems, Work
A little while ago, A few months ago, the ‘25/’26 Premiership football season started.
Following an incredible season the year before – which saw Forest get into Europe for the first time in 30 years – their first match was against our bogey team, Brentford.
We won. 3-1.
But this post isn’t about the victory … nor is it about the implosion of the team thanks to the ego of the owner and his disastrous and potentially ruinous hiring of Ange Postecoglou who, at this point, has not won a match in 7 attempts and has seen our European and League dreams already end because he’s shit, arrogant and never cared about Forest, just the money he would get from the job [can you tell I’m bitter?] – it’s about the goal Forest scored when Nuno was still our wonderful, beloved manager.
Specifically, THIS goal.
Now I should point out this post is not about the outrageously brilliant pass from Elliott Anderson to Chris Woods that allowed a goal out of nowhere.
Nor is it about how Chris Woods started sprinting towards goal before Elliott had even reached the ball, let alone made the pass.
It’s actually about what Chris Woods did next …
Yes, he scored, but it’s how he scored that I found interesting.
Truth be told, if it hadn’t been for a post-match interview with an ex-Nottingham Forest player, I may not have realized the significance … but when I heard him talk about ‘the successful strikers mindset’, I suddenly realized how valuable – and relatable – this could be to strategists.
You see in the interview, the ex-player – Gary Birtles – talked about how decisive Chris Woods had been when running towards the goal. How he had decided very quickly how he was going to deal with the on-coming keeper. How once he had made his choice, he was going to stick with it which, according to Gary Birtles, gave him an immediate advantage over the goalie. He went on to say how Brian Clough – the iconic and ridiculously successful Forest manager he played under in the late 70’s/early 80’s and someone I’ve written copious amounts about, over the years – had always told him this:
“When you’re in a one-on-one situation with the goalkeeper, make your decision immediately and don’t second guess it. It might not always come off, but if you wait or hesitate, you give the competition the split second they need to adapt and then you lose the opportunity of even having an opportunity”.
I love that.
I love that because it gets to the heart of what sometimes strategy needs to do.
Because contrary to what many say – especially those who make their money flogging for-profit systems and models – the reality is the ‘answer’ very rarely reveals or presents itself, you come to a point – once you’ve done the hard work and rigor – of making a call on what you think is best.
It may be to enable a fast result.
It may be to enable a more effective outcome.
It may be to enable a more interesting solution.
But at some point, you have to decide which side of the fence you’re going to jump on and back yourself.
We don’t talk about that enough.
We don’t talk about the importance of the independent mind.
We don’t talk about the value of experience, perspective and belief.
Right now, everything we talk about is systems, models and processes. And while there is a role in those – or at least some of those – if we are outsourcing all decisions and choices to that, then not only should we be asking exactly what the fuck we’re adding to the outcome, we also have to ask why on earth we think we’re going to get to a different outcome that every other fucker following the same one-size-fits-all, the-computer-told-me-to-do-it approach.
Look, I appreciate what we do costs a lot of money.
I also appreciate that means companies are seeking more and more certainty in their lives.
But while some may say allowing someone to make a call on what should happen next is a sign of insanity, I’d argue the crazier thing is to do nothing and let others make the choices and decisions for you.
Sure you need to have experience.
Sure you need to have put in the rigor and work.
But at the same time, you can’t play to win, if you follow a system designed to play not to lose.
Given all the gurus in our industry flogging their system on how to do the job – despite having never made any work of note – it probably can’t hurt to repost a talk I did years ago about what we can learn from Brian Clough about how to ‘win better’.
Filed under: A Bit Of Inspiration, Agency Culture, Ambition, Attitude & Aptitude, Business, Colleagues, Comment, Communication Strategy, Corporate Evil, Delusion, Effectiveness, Emotion, Equality, Experience, Honesty, Humanity, Leadership, Management, Professionalism, Relationships, Relevance, Reputation, Resonance, Revenge, Standards, Strategy, Success, Systems, Talent
I saw this brilliant interview with Julia Stewart, the CEO of iHOP, the US pancake franchise.
For those of you who are so busy you can’t spent 60 seconds watching it, let me give you the low-down.
In the interview, she discusses how she’d previously held a very senior role at another US food company – Appleby’s – and despite turning the business around, she was denied promotion to CEO that the then current CEO had promised her once she’d proven her impact and success.
The story goes on to explain that on hearing this news, she left to join iHOP, where – having helped develop that business – saw an opportunity for iHOP to acquire Appleby’s and make changes that she saw could unlock even greater growth and value for both brands.
The conclusion is that not only did she succeed in making the purchase, she got to call up the CEO who had broken his promises to her and tell them they were no longer needed.
It’s a great redemption story – despite the host trying to make it sound like her motivations were entirely personal, when she clearly highlights that was not the case – but the real point of this post is this:
GET PROMISES IN WRITING.
Yes, I know not all bosses are such 2-faced pricks – in fact, many truly give a damn about their people – but bosses tend to have bosses and so promises and platitudes mean little unless you have it in writing, dated and signed.
Of course I get situations can change.
I appreciate ‘success’ can be interpreted in many ways.
I understand a boss may feel very differently when their offer of relinquishing their role becomes a reality of relinquishing their role.
But this is exactly why everything needs to be detailed in writing – because without that, you haven’t got a leg to stand on.
I’ve learned this the hard way.
Once because of a change in circumstance.
Once because my boss at the time, was a lying, self-serving, 2-faced, gaslighting prick.
And this is coming from someone who has generally worked at very good companies … which means this sort of stuff must be happening way more than we ever talk about.
The reality is that while companies talk about their staff being their best asset, the reality is many demonstrate this more in words than the day-to-day interactions they have with their people. It’s why it’s kinda-hilarious how so many expect loyalty from their people when so few show that back to their people. It’s also why, if you find a boss or company that is transparent, encouraging and willing to go into battle with you and for you – then you should hang onto them, because they know the best way they can do things for the company is to do the best things for your growth.
But even then, GET PROMISES IN WRITING.
Not – contrary to what you may think – because I am suggesting even these people are untrustworthy, but because the foundation of a strong company culture is transparency, integrity and honesty … and so by getting things in writing, you’re actually reinforcing the culture rather than challenging it.
I know things rarely work out as we like or plan.
I know things change and people make mistakes.
But when everyone knows where they stand, everyone knows what’s expected of them and what they can expect of everyone around them – so when things do go wrong or awry [as they always will to a degree] … at best you know about it before you are affected by it and at worst, it is a bump rather than a full-blown car crash.
I say all this, but I also appreciate that for some, revenge is energy and motivation.
A way to help you get even further than you thought you could get.
And I get it – I really do. However, as much as Julia’s story had a Hollywood-style ending, the reality is for most people – revenge ends up being a drain.
Misdirecting you. Exhausting you. Undermining you.
Ultimately taking more than it provided … and then, the pricks win twice.
Which is why transparency provides power and respect and it all starts with GETTING THINGS IN WRITING.
Just ask Julia.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Comment, Contribution, Creativity, Culture, Details, Pretentious Rubbish, Process, Professionalism, Reputation, Respect, Systems
Over the years, I’ve had people call me ‘unprofessional’.
Never for the work I produced, but for how I have approached the work.
Whether it’s the way I’ve dressed.
Whether it’s the way I’ve proved a point.
Whether it’s the way I’ve asked a question.
Whether it’s the way I’ve countered an objection.
I should point out this never came from people you would think could take exception to it.
Over the years I’ve found myself in the ridiculous situation of presenting to – and working with – some of the World’s toughest and best CEO’s and CMO’s, be it Richard Branson, François-Henri Pinault, Phil Knight, Elizabeth Warren, Myley Cyrus or even James Hetfield.
And not one of them had an issue with me. Not one.
If truth be told, I think they quite liked the fact I was ‘me’ … to the point I presented to Phil Knight wearing Birkenstocks and then I was sent some Nike’s that had been adapted into a ‘birkie’ for me. [which I sadly lost in one of our country moves]
No, the people who labelled me as unprofessional were almost universally ‘middle-men’ … people who thought their position in a company meant they could dictate how people acted, not just presented.
[The exception to this was Anthony Kiedis of RHCP fame, but as I have documented many times – given how much of a prick he is universally acknowledged to be, I take that as a badge-of-honour rather than a personal slight. Plus the others in the band were lovely]
Anyway, the point of this whole rant is that it seems professionalism is becoming more and more about appearance and process adherence than the standard of the work and the rigor that went into it.
Don’t get me wrong, ‘presentation and process’ has a role to play … but when the people who are the most focused on it tend to be the people who’ve never made anything significant with it, you start to think they maybe use professionalism as a label to hide behind rather than a standard of work to live up to.
But here’s the other irony …
Often the companies who claim to bang on about ‘professional standards’ the most, are the ones with the most questionable behaviors.
And while that could lead me to talk about companies like McKinsey …
Or the financial institutions and their complicit, self-serving actions relating to the Sub Prime Mortgage bullshit …
I thought I’d highlight something else …
This.
Seriously Linkedin, why – of all the images you could have created to represent ‘a new job’ – did you choose this?
It makes Google’s logo look like it was designed by Picasso, rather than – arguably – Stevie Wonder.
But at least Google’s has charm and charisma. And represented who they [once] were …
But this?
What the fuck does this represent?
I’ll tell you … a company who loves to talk about professionalism but increasingly behaves in ways that are the antithesis of it.
A dumbing down of standards and behaviors in an attempt to gain increased popularity.
Hell, even Microsoft’s ‘Mr Clippy’ is arguably less offensive given that had an alleged degree of usefulness associated with it.
Empashsis on the word ‘alleged’.
Which is why if anyone ever questions your professionalism in the future, reply with “you’re welcome”, because you’re not only likely doing something right, you’re doing something they never could or that anyone in their right mind would ever aspire to.
Filed under: A Bit Of Inspiration, Attitude & Aptitude, Comment, Community, Differentiation, Generosity, Process, Success, Systems, Walking
Oh my god, we’re in Feb already.
Well, of course we are because I didn’t re-start this blog until the middle of Jan, so what the hell do I expect?
Anyway, over the festive break – which feels years ago now – I was on one of my walks when I saw this …
Now I appreciate in the big scheme of things, it’s not much.
Let’s be honest, letting people sit at an outdoor table to eat their lunch is hardly earth-shattering … except it’s becoming that way. I cannot tell you how often I see signs either warning people to stay the fuck away or to only sit down if they have purchased something from whoever owns the table/space in question.
And while it is just a sign, it made me think a lot about generosity.
Because at a time where our industry is so protective and defensive of whatever self-important landfill we churn out [which, hilariously, we often claim as our ‘IP/Proprietary System’ when, at best, it’s often just a new name to an old or established process or viewpoint] … it’s bloody lovely to see someone be open and generous to the community they live in and serve.
Now I know a table to eat your lunch and a process you offer clients are very different things, but it was so refreshing to see behaviour drive differentiation rather than propaganda.
How amazing would it be if we all were a bit more generous rather than thinking success was all about what we can take.
Or claim.
Where so much of the industry blindly follows certain ‘best practice, marketing models’ – which, ironically, ends up making everyone look and act the same – the simple act of generosity can not only help you stand out from the competition, but enable a deeper and more valuable connection with the people you want to engage.
Or said another way, ‘generosity impacts more than media spend’.
And if more proof were needed, let’s not forget this little sign achieved what few ever thought possible: it turned me from the Grinch to Santa?
Not that’s a real Christmas miracle.