The Discruption of Insight & Change

Over the course of the last several weeks, I have once again, come to a reality-check of what can be changed and what can’t.

I am writing this on the Sunday morning before the national elections. 

Politics perhaps showcases the naked truth of the human element.

Politicians seek a win while many voters wonder just how real the political promises will ever be.

Over the summer, I go to know a preacher turned human resource consultant.  In a three-hour sit-down meeting, I could see that this person’s real calling was to be the preacher.

Below all the new packaging of the business consultant was a conviction of how human behaviors worked and the calling of obedience to the higher, supreme being.  

I could quickly see how some top management players could identify with the approach.

When I started out in marketing, I served for about two and a half years in the role of the ad agency account executive.

I learned quickly how the account executive becomes protective in their style and management. 

The account executive faces the challenge of really never being on the home team.  When in front of the client, they are there to represent the agency… and when they are at the agency, they are there to represent the client.

One of the agencies that I worked with essentially removed account executives from the mix.  I am not too sure that this is the best approach.  Many of the creative agency folks are not linier in their workflow and style versus many left-brain client managers.

Whatever the case, when I realized that my calling was marketing trend forecasting and consumer insight, I also had to come to terms with the fact that much of my interaction with clients would be centered around disruption.

Disruption of perceived fact.

Disruption of personal roles.

Disruption of conventional approaches and processes.

I am very honest.  Three of the ad agencies and at least half a dozen clients literally threw me out the door because they felt very uncomfortable with the perspective being brought to the table.

Two of those agencies and a couple of those clients eventually called me back to assist.

Over the last couple of weeks, one of my client-partners has literally been beside themselves.

Market insight has engaged team members to begin to approach their business differently. 

Some of the members are digesting the insights and seeking out ways to incorporate them more directly in their day-to-day tasks.  Others are asking questions that require more than an easy answer.   

The account executive is building a protective approach. Some of the agency management is shooting the messenger.  Other agency management is digging deeper in the trench.

What I cannot personally change boils down to the depth of insight and how players around the table react.  I can offer perspective and further details, but ultimately, I cannot personally lead them players to the water and make them drink.

In less than 60 days, 2013 will be upon us. 

I started my firm 10 years ago in 2003. 

Much of the insight we provided to clients back then have come to pass.

And in more cases than not, the insights caused disruption, fear, defensive rationalization, dennial and attempts to lay claim to whatever of the past might appear to remain.

In two weeks, I will be speaking to a group of aspiring marketing students. 

I plan to share with them some of the very cool things that brand teams have embraced and experienced very positive results along the way.

Students get energized by those stories.

And to be honest, those stories not only energize me, but reinforce that what I bring to the table for Big Brands, entrepreneurs, ad agencies and fellow peers is indeed something of value.