As I was thinking about what to write for this newsletter, I happened upon a LinkedIn post from David C. Baker talking not about agency advice, but our shared hobby of photography.
In it, he discussed a photo project he had “assigned” himself during a recent visit to New York: choosing a particular lens and setting a time limit.
It turned out well and underscores the value that constraints can have in producing a positive outcome.
Importantly, these constraints can be self-imposed or not.
I’ll explore this idea more a bit later, but in the meantime let’s look at what Jen has rounded up for us.
— Chip Griffin, SAGA Founder
Latest from SAGA
PEOPLE SKILLS MATTER NOW MORE THAN EVER. With AI slop everywhere right now, being human can make you stand out. That’s good news for you if you got into the agency business because you’re a people person. It’s time to polish off those skills and put them to use. In the latest Agency Leadership Podcast episode, Chip and Gini make the case that people skills are a genuine competitive advantage right now. Meetings, video, handwritten notes, and in-person time all give you an edge.
Jen’s Weekly Roundup
Here’s what caught my eye this week:
AI, AI, AI — Spin Sucks has two pieces out this week on AI visibility. Gini’s podcast covers the four PR and marketing metrics that matter for AI visibility, and Melissa Wickes’ blog post argues that AI visibility has already changed what marketers are responsible for — whether or not anyone has officially said so. For Immediate Release asks is the PR industry blowing its response to AI, the way it has fumbled other inflection points before? And That Solo Life with guest Sharon Toerek covers the legal side, with what solo PR pros need to know about IP and AI legal risk before it becomes a problem.
NEW BUSINESS HABITS YOU SHOULD TAKE UP — RSW/US makes the case that most agencies avoid writing a new business script, which may sound and feel cringey but is a useful exercise. Jody Sutter notes that pitching badly is almost universal and offers suggestions for how to fix it. The Innovative Agency has Andy Nathan on what actually works when scaling agency talent. You can’t grow if you can’t staff for it.
RELATIONSHIPS AND STRUCTURE — Agency Bytes features Michael Perry of Tavern on why relationships, not design, are what actually grow an agency. David C. Baker at Punctuation asks whether independent firm owners actually need a board, and makes a reasonable case that most would benefit from some version of structured outside input. He and Blair Enns on 2Bobs have a conversation on embracing the messiness of agency marketing rather than waiting until you have a clean story to tell. And Rick Gould has a practical piece on when to start preparing if you want to acquire a PR firm, for anyone thinking about the buy side.
— Jen Griffin, SAGA Community Manager
Working within constraints
In the agency world, it is easy to look at the requests and deadlines demanded by clients with frustration or even disdain.
The lack of context and guidance we receive can have a similar effect.
But what if we look at constraints like these in a more positive light?
I’m not saying that these situations won’t be difficult, but they can also create an opportunity for creativity and learning.
In fact, sometimes you may want to create self-imposed constraints to get a better return on investment, especially when you’re working on projects to grow and improve your agency.
What immovable deadlines taught me
I got my start working in professional politics a long time ago.
It’s a great place to start a career because of all the responsibility you can get at a young age, but also because there are immovable deadlines that don’t exist in the same way in many other jobs.
Election Day is a key deadline in politics that doesn’t change. You can’t say your campaign isn’t quite ready, so you’ll push back a week, unlike a product launch or many marketing campaigns.
And it’s not just an immovable deadline. It’s an existential one.
Win and you keep your job. Lose and you’re unemployed in a market with a lot of similar people looking for the same kinds of jobs.
Start with the minimum requirements
So how do you make the most of these constraints when they’re not quite as daunting as Election Day?
First, you need to figure out what the minimum requirements for success will be.
When you have time or information constraints, you need to zero in on the must-haves and avoid getting distracted by the “nice to haves.”
Then you need to inventory your resources, whether that’s time, labor, information, or whatever it may be.
Think of it like finding out 8 people are coming to dinner. You know the minimum requirement is to fill their bellies with food they will like, with whatever ingredients and equipment you have and the time between now and when they arrive.
Make a plan, then adjust
This is where the creativity can begin. How do you deploy the resources you have most effectively to meet (and hopefully exceed) those minimum requirements?
Even if it is a quick turnaround project, you need to have a plan. It might be a few notes on a Post-it note, or it could be a more robust plan in a project management tool.
The important thing is to avoid skipping this step and charging straight ahead.
As you proceed, keep an eye on the requirements and resources so you can make adjustments as needed.
The real wins can come from finding new ways to see or do things.
When time or information gets constrained, you need to think of fresh approaches or seek novel sources of information.
Present the result with confidence
Finally, it’s important to present the end result confidently.
Whether it is for an internal audience or a client, there’s no need to start with a disclaimer or to talk about what you would have liked to have done.
If your guests sit down at the table, enjoy their food, and have good conversation, you did your job well. They don’t need to know what dish you wanted to make with more time or ingredients.
Just like on Election Day, the ads you wished you had run don’t matter, especially if you win.
So embrace the challenge of constraints and use them to learn, grow, and innovate.
