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Adrenaline Is a Key Ingredient to Success
Small Agency Diary: How to Get Everyone to Work in Unison
Bart Cleveland |
Imagine if we could apply this phenomenon to our business. If an agency's staff could work in unison, it would have an incredibly positive effect on its innovation potential. If adrenaline causes superhuman capabilities to happen, what would act as the adrenaline to cause the same to happen in our agencies?
I think an example of this type of occurrence happened during this year's Olympics. The U.S. men's swimming team literally willed themselves to victory over the French. As Jason Lizak, the swimmer who made up a half body-length lead on the final leg, said, "I guess I just wanted it more." Why did the U.S. team want it more? Earlier, one of the French swimmers told the press his team would crush their American rivals. Does your agency have a "French" competitor? If so, use it to fire up your team to dig a little deeper and do what no one gives them hope to accomplish. In the sentiment of U.S. swimmer Michael Phelps, use the "trash talk" as motivation to prove everyone wrong.
Another adrenaline injection could be administered by creating an audacious goal that challenges your agency. Once the goal is decided, keep it in front of your group as a continuous reminder that they have something special to accomplish. Give it a scary deadline. Give accomplishment a reward. Do whatever you have to to get your people to stretch beyond their perceived strength.
The lack of high-quality work in our industry is due to the opposite operation of the agency. When people and departments are working independently of one another (and in many cases against one another), greatness is impossible.
Too much of what we are doing in this industry is an example of hoping for superhuman strength rather than using a determined will. We are full of excuses for our poor work that shift the blame beyond ourselves, yet they hold no weight because we all have competitors that have the same obstacles and still succeed.
The greatest challenge for agency leaders is to successfully inject the proper adrenaline into their agency. We must examine what our employees need most and then supply every opportunity for them to succeed. Day-to-day business can be distracting, but we must not forget that our success tomorrow will be greater if we act on the belief that we can do something superhuman today.
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Bart Cleveland










My fav part of your post is "we must not forget that our success tomorrow will be greater if we act on the belief that we can do something superhuman today."
Almost a year ago I embarked on an entrepreneurial journey that required superhuman skills in a way to get going with the circumstances. After much hard work and planning we are launching our service September 15. Luckily for us we have always set high goals with steps on getting there. Planning and determination are key traits for leading any team of individuals.
Considering that there is a scientific explanation for the superhuman strength phenomenon, I am a firm believer in the strength of a well led team. I preach the acronym for T.E.A.M. all the time. That is, Together Everyone Achieves More. That mantra right there instills to everyone on the team that together we can do amazing things regardless of the odds.
Timely post.
The analogy between Olympic champions and that of a successful small agency are evident. When a team of agency creative's seamlessly work with account people and planners the end product can produce great results. Conversely, if someone on the team, drops the baton, (see U.S. men's and women's 4 x 100 track team) failure is in hand. Teamwork raises everyone's game. Again, proof was seen with the comeback of the U.S. basketball team. Headed by Couch K, as the unselfish leader, who motivated his squad to work harder than his players egos ever thought would be needed, squeaked to victory over Spain and took home the gold.
Turning back to advertising, in the early 90's, I had the fortunate opportunity to pitch Club Med for an upstart agency in New York called TBWA. Among our competition was MVBS and Chiat/Day. Chiat was, of course, the dream team of the day. Our agency worked hard, very hard. Sure, there was chemistry among our team members. But the motivating factor that pushed our own limits was knowing we were the underdogs. To knock off Jay Chiat's team would be an upset in the ad world. Our strategy was to stay positive. Believe in ourselves, the agency's leadership and in the end the work we produced.
As it turned out, we won the business. And to this day I can still remember the adrenalin racing through my body as we pitched our way to glory. As you know, Bart, these are the moments we live for. They are few and far between but when a small agency is invited into a major pitch all bets are off. Belief may be what drives the agency. But as you point out, adrenalin can fuel you to victory.
I will say, however, that at least in the creative department, we need a certain ebb and flow to stay smart and sane.
Down time may not please agency owners, but it's vital to the grunts like me who work 20 hours a day when it's busy.
Feel free to motivate superhuman strength when needed, but remember that even Superman didn't live in the phone booth.