Posts Tagged ‘Purpose and Principles’

Because most agency leaders want to create an environment in which ideas can flourish, they go out of their way to grant as much freedom to their staff as possible.  Most of the time this takes the form of a relaxed workplace, a relaxed dress code, and relaxed personnel policies.

But a laid-back environment, by itself, isn’t a very powerful catalyst for creativity.  Otherwise, every stress-free work environment would be a hotbed of innovation.

Putting energy into the right things

Sociologists have shown that the best way to create a sense of freedom in your people is to instill a sense of purpose.  A former worldwide creative director for Ogilvy & Mather, Norman Berry, once said “Give me the freedom of a tightly-defined strategy.”  Once you know the strategy – or the purpose – you have the freedom to solve problems rather than wonder about which problems it is you’re trying to solve.

People in purpose-less organizations spend much of their energy wondering what it is they’re supposed to be accomplishing (beyond their day-to-day tasks).

The primary unspoken question on the minds of most agency people is “Where is this agency headed?  What are we trying to become?”  Imagine the collective power of an agency focused on a common goal and vision of the future.

Defining purpose

While most business organizations seem motivated mostly by external factors — the “competition” — purpose is about being motivated from the inside.  It involves questions like:

1. Why does this agency exist?  Why was this agency started in the first place?  What did you expect to accomplish that was different or better than other agencies?

2. What is the meaning in what we do?  Beyond providing a paycheck, what rational, emotional, social or psychic benefits does this organization provide to its stakeholders?

3. What significant contribution does the agency make to the industry, the profession, or the world?  Is there a “greater good” served by the agency?

A calling beyond employment

Most advertising professionals realize that they didn’t just land in this business.  Rather, they were called to it, much like teachers, artists, or civil servants feel called to their line of work.  Defining the agency’s sense of purpose is largely a matter of remembering why you all got into this business in the first place, and what you expected to be able to accomplish by devoting yourselves to a career in advertising and marketing.

You know you’ve been successful in defining your purpose if:  1) It’s inspiring. 2) It’s about meaning, not money, and 3) It’s very difficult to fully achieve.

Over the years, business books have been filled with admonitions to create a “mission statement” that articulates your company’s reason for being. Decades later, most mission statements are still a mélange of vague hyperbole that hang unnoticed in the lobbies of companies everywhere.

What’s really needed in place of the tired mission statement is to articulate you organization’s sense of purpose. What is it that makes you and your associates get out of bed in the morning? Without exception, the most notable agencies have an ambitious reason for being.

The danger isn’t reaching too high, but too low

Barak Obama inspired the American electorate with the “audacity of hope.” Audacity is a good way to think about purpose, because a purpose is not only inspiring, but it’s exceptionally ambitious. The great Michelangelo once remarked that the danger is not that we set our ambitions too high and miss them, but rather that we set our goals too low and reach them.

The natural passion of purpose

The question of purpose is answered not by describing what you are, but why you are. Next time you’re on a flight surrounded by business people, one quick look around will tell you which ones are associated with an organization with a motivating purpose. While most everyone else is sleeping, playing solitaire on their computer, or solving the latest Sudoku, people who work for purpose-driven companies are usually working.

Because purpose is not about money, an agency’s “purpose” cannot be to run a profitable business. As Peter Drucker said, “Profit is not the purpose of a company, but rather a test of its validity.” He also believed that all people and all efforts should be focused on contribution – a meaningful end result that will make an important difference for the organization. This is especially true for knowledge workers, he says, who happen to be motivated by exactly the same things that motivate volunteers.

What drives us from inside?

Rather than being driven by external forces — the market, the competition, or the numbers — we have to pay attention to what drives us from inside. Our purpose has to be at the center of who we really are as an agency. In defining purpose, consider such questions as:

1. Besides making money, why are we in business?
2. What inspires us to come to work each day?
3. What would we want to achieve if we knew we could not fail?
4. What outrageous change would we like to make in our business or in the world?
5. What is the meaning in what we do?
6. What significant contribution do we make to our industry or to society?
7. What kind of lasting difference do we want to make?

The agency professionals who are most enthusiastic and contribute the most to the firm are the ones who are given big goals and big jobs. The truly outstanding agencies are not just trying to make money, but in some small way change the world.

Download the Podcast version of this post here.

By Tim Williams

Profit is not at the center of your business. People are not at the center of your business. Not even the client is at the center of your business. Your purpose is — or should be — at the center of your business.

Your purpose is the agency’s reason for being. Don’t confuse purpose with the typical weak, soggy “mission statements” that hang unnoticed in the lobbies of countless companies across America. Most mission statements are a mélange of hyperbole that is neither unique nor motivating. How motivated would you be by meaningless “mission statements” like these?

“To be an integrated marketing communications firm providing our client’s brand with strategic marketing insights, strategic marketing planning and strategic creative solutions.”

“To be the agency of choice, recognized as a leader in marketing, driven by creativity, measurable results and community service.”

“To help make clients successful by generating results through effective advertising, public relations and related marketing communications.”

Is it any wonder why nobody reads or cares about the company mission statement? It hangs in the lobby in an aluminum frame like a historical relic instead of a living document.

Any guesses as to the most commonly used words in agency mission statements? How about “creative” and “results.” When words like these get overused, they completely lose their meaning. Not to mention the fact that they provide absolutely no point of distinction.

What’s really needed in place of the tired mission statement is to discover a strong sense of purpose — the thing that makes you and your associates come to work every morning. The notable agencies have an ambitious reason for being. They have a purpose that goes beyond drawing a paycheck.

Consider what your purpose would be if you were leading a movement rather than a business. Movements are about meaning, not commercialism. Movements are about making a difference in the world. They intrinsically motivate people to action. They are filled with a sense of purpose.

A strong purpose makes the agency feel as if it’s engaged in something that’s honorable, almost a holy crusade. This creates not just a company of workers, but a company of believers.

If you work for Crispin Porter + Bogusky, you know that your company’s purpose isn’t to create ads. It’s to become a catalyst in changing popular culture. That’s a pretty motivating reason to come to work every day.

Defining your sense of purpose is a liberating process. But it takes some dedication. It’s an off-site exercise, requiring the full attention and best intentions of your senior staff. Get a good outside facilitator to help you plumb the depths of your organization to begin to answer questions like:

1. Besides making money, why did we get into this business in the first place?

2. What is the meaning in what we do? Can we serve a higher purpose than just providing a paycheck to our employees?

3. What kind of contribution or difference can we make in our business and in the world?

How do you know you’ve reached deep enough to find your purpose? The acid test is that you find it inspiring and motivating.

Remember, the truly outstanding agencies are not just trying to create advertising, but in some small way change the world.