How to positively manage the effects of sudden changes in a new job
I regularly receive calls that talk to an individual having started a new job and a few months in, it is unrecognizable from expectations, not simply because of a changed challenge but in terms of what was promised about people, the value of their expertise in the agency/company, the culture, resources, leadership and clients. The boss that hired you leaves, the client it turns out is completely unreasonable and/or not embracing the value your expertise can bring and/or, the function you represent period, for example strategic planning. And, the department of which you are a part, doesn’t seem to have any practical leadership. These are just a few examples of challenges I’ve heard someone newly employed describe to me as they asked what they should do.
Now, it’s true, situations in the agency and business world can and do change very quickly. The role you were hired for can become manifestly different. Where you confront such a situation in a new role (1-3 months) you should ask yourself the following three questions:
Is the change significant enough that you believe you cannot be effective in the new role?
Can you through discussion alter the changed circumstances so that you can be effective?
Is there an opportunity for professional progression/a chance to develop your expertise even with the changed circumstances?
If the answer to all the above questions is “no,’ you should leave the role. If you take no action you are very likely going to go around in circles as you fail to direct your career. A better approach, whether you leave depends on rationalizing a course of action based in my opinion, on three factors: Your sanity; Your reputation; Your resume.
Sanity
More important than your reputation or resume is your state of mental health. Being in a situation for which you are unprepared, unsuited or simply don’t desire can adversely affect your mental state of mind. Extreme stress arises due to a complete lack of support or from a role or circumstances significantly different from those you believed you were being hired for. In such a situation if you cannot, even after talking with someone you trust, get clarity or assurance that the job you are being asked to perform will, in some timeframe align with that that you were hired for, then you should seriously consider leaving the agency.
Reputation
Whenever you are delivering a product or service you have been paid to deliver, the consistency and quality of that delivery is what your reputation is in large part based. Clearly other people’s perception of you are based on other factors too significantly, being seen to be easy to work with/cultural fit. A positive/can do attitude is the ally of a great reputation but even that is not enough if the quality and consistency of your work is not up to par. So whenever there are persistent factors that are out of your control and you cannot resolve, that will materially affect the consistent quality of your work, that would also be a reason either to change your current role with your current employer or to leave. Your reputation takes time to build but it can be damaged very quickly. You cannot afford to persist with anything that damages your ability to be the best you can be.
Resume
I’m often asked, even when an individual is unhappy and is struggling in their new role, ‘Should I stay another six months?’ I’m being asked this question even though there are no obvious concerns about mental health or loss of reputation that is, they can do the job but they are not happy or motivated by it. They are considering leaving their job but hesitating because of how this might look on their resume, their leaving a job after a short period of time. Clearly, if you have left your last two jobs within six months it becomes more important to prove you can commit. The question also arises whether the individual is simply ‘unlucky’ in their job selection or failing to properly qualify the jobs they are subsequently accepting. Irrespective, if what’s at stake is your state of mental health or reputation for delivering great work, these are compelling reasons for change, irrespective of how your resume looks.
Developing Trends – Final Third, 2016
Through daily conversations with senior management in agencies and candidates looking to build their careers I’ve seen some important emerging trends:
Marketing agencies versus Advertising/Media/Digital Agencies – While all agencies specialize with a core competency that provides the bulk of income; big data is driving a need for integrated solutions – with meta services covering TV, website, public relations, outdoor stitching communication into a seamless whole.
User Experience Focus – From brand consultancies to digital and analog agencies, ‘user experience’, is now key. Clients want slick, streamlined processes with simple calls to action that are fun for users. Easy to say; enormously difficult to do.
Client-Side – Many of your peers see increasing possibility with their career options and an increasing number of strategists seek the ability to broaden their ability to impact overall brand evolution and user experience. This client/startup move also has much to do with perceived ‘relative’ stability away from the agency world.
Consultancy Smultancy – The big consultants are no longer the emerging competition but active ‘players’ in a landscape that seeks to harness big data and smart technology with creativity. This is manifesting with the big consultants’ acquisition of talent or through agency acquisition. Creative agencies are increasingly going the other way, investing in data and technology specialists. The challenge for agencies is that it’s the big consultants that are more often perceived to be trustworthy with data/numbers.
In-House Marketing – The movement of ever more strategic talent client-side is making the movement of such talent to clients more the ‘norm’ and with it, the idea of clients developing in-house agency resources in part or total. This trend will continue as long as clients believe agencies cannot deliver or will not deliver at the price-point they believe fair.
Big Data/Programmatic – It’s all about the customer stupid! Ever more sophisticated large-scale data collection and synthesis aids both understanding in targeting and in measurement of campaigns. The trend to understand all
Career Options – More than ever, strategic planners have options to work in a range of non-advertising environments. Clients are increasingly recognizing the benefits the rigor/approach/thinking/toolbox, strategists can deliver. PR and media agencies have become fertile sources of employment for account planners in recent years. That said, digital, design, brand, innovation and technology consultancies have all become real options as of course have client-side and start-up client-side opportunities, particularly in the Bay area.
Homogenous Hiring – I work with agencies working across the spectrum of communication, (TV, digital, activation, media, PR and multicultural) product, brand, design and innovation consultancies. The briefs for desired strategic hires are looking ever more similar as agencies increasingly see a convergence of offering. Digital/UX, data, technology and research backgrounds are key. This homogenous hiring is often about agency turf wars/budgets (even within the same holding companies) and perceived expertise with clients versus (at least as a primary driving force) genuinely trying to offer strategic clarity and the best one-stop integrated solutions.
Titles! – Everyone today is a planner/strategist of some description. Everyone is also a master of brand building. Really? Well of course not. These are just titles! The truth is that there are more digital (SEM/SEO/ETC) channel experts (used to be called Media Planners, than ever. They are important; They play their part and that part needs to be understood by them and those hiring them.
Making a Difference – Perhaps there really is a social awakening. More individuals I talk with want to make a real difference. This desire is transcending age groups. The agencies targeted, consumer social responsibility (CSR) and purpose driven. The opportunity for big brands to tap in to, (for purely short term financial consideration) or better still truly embrace this cultural awakening, (with even bigger potential financial upside) are enormous.
Planning Your Future
Two questions I’m frequently asked by planners: ‘What makes me most marketable?’ and, ‘What are my career options?’
The good news for planners is that the career options are extensive. We’ve seen planners (good ones) go to branding agencies, PR shops, media players, digital homes, design spaces, innovation boutiques, research houses, client-side, start-ups, consultancies of all hues, many have freelanced and others have set up their own businesses in unrelated areas.
And what makes planners most marketable? Perhaps the best insights come from your peers that took the plunge.
- For me today the virtue most needed for folks wanting to change the fortunes of brands is fearlessness’ Michael Fanuele, Chief Creative Officer, General Mills
- A tendency to listen more than to speak’ –Katie Dreke, Global Brand Director/Advanced Concepts, Nike
- ‘What matters most is intellectual curiosity and an aptitude for change’–Ivan Wicksteed, CMO, Old Navy
In my experience strategic planners in most demand have a business mindset with a results focus; an ability to communicate and gain confidence through understanding client or colleague motivations; and an appreciation of the role that technology plays in building brands.
Looking forward to taking with you about your career progression.
Stuart
Articles and commentary that might be of interest…
- Do you think FAST or think SLOW? Here’s why Brand Leaders need do both
- The Thinkers50 Ranking 2013 (and bios)
- Forward Thinkers: What You Can Learn From Nintendo’s Weird and Wonderful 125 Years
- Getting Outside the Box: The 5 Behaviors of Successful Leaders
- Why Your Best Performers Usually Make the Worst Leaders
- Heads-Up Leadership … leading a customer revolution
- Great Entrepreneurs Are Creative Thinkers
- From Basement to $15M: One Woman’s Journey To The Top
Contact me for a list of resources –Best Visa, Passport and Work Permit Websites
Career Self-Assessment
Paid employment consumes at least a third of our working hours and in many cases much more, yet most of us don’t give it the planning it deserves.
Satisfaction at work has an outsize impact on overall life a newsletter for creative strategy/brand planning professionals satisfaction as well as our mental health.
Optimizing workplace happiness is an obvious and perhaps ‘natural’ thing to do, yet too few of us invest the time to assess and plan for success.
Intermittent checks and on-going benchmarking against goals set are vital not only to achieve objectives but to bring clarity, help feel in control and provide a way to show progress in your career… and life.
Please find below a series of links addressing your career success in 2016 and beyond. While the quality of questions you ask yourself is key, so is asking the questions in a context that gives you the time and space to answer such questions honestly. This is the focus of my most recent articlepublished just last week
All the best,
Stuart
Articles and commentary that might be of interest…
- The 8 Self-Assessments You Need To Improve at Work This Year
- Schedule Your Career Health and Wellness Checkup
- 10 Tips For Making Self-Evaluations Meaningful
- Online Career Assessment Tools Review Rankings
- Top 5 Career Assessments To Direct Your Career Change
- Reflect Self-Assessment And development Tool
- What’s Next –Life Values Assessment Test
- Selecting Assessment Tools –Online Assessment Tools
- Entrepreneur Self-Assessment: 9 Professional Tools and Tests
- Career Assessment
Avoiding the Perfect Storm = A sudden loss of your job without any preparation to get the next one..
A Sinking Ship
It’s the middle of the night and you are awoken to a shrieking alarm piercing the beautiful world that your dreams had transported you to. Brutally torn in to consciousness, you need to get out of the cabin and on to the deck. It’s dark, you are three decks down and for all you know the ship is sinking and this is not a drill!
Approaching the end of the financial year can be a very uncertain time for agency employees, as agencies desperate to make their numbers, cut the only meaningful costs, payroll. What can you do to mitigate this uncertainty?
Life can sometimes send us a perfect storm and we should anticipate the possibility by preemptively ensuring we are able to jump to another ship. Anticipation will ensure the other vessel is a yacht sailing quickly in to calmer and more prosperous waters, versus another sinking ship!
Preparing to Evacuate – Fire drills make sense
Don’t wait to make connections with other agencies and businesses; Don’t wait to have an up-to-date resume; Don’t wait to be engaged with social media, building your own reputation. And certainly don’t wait to be building specific expertise and achieving meaningful results. When you finally decide it’s time to move from your current job, be prepared in the only way you can be, leave from a position of strength. Don’t leave it until you’re desperate, until the alarm bells are ringing rather, plan ahead and, have a clear sense of what it is you are looking for. Anticipate that there could be an emergency and avert its effects because of you preparedness.
The whole idea of ‘on-going preparedness,’ covered in my previous article, ‘Mitigating Risky Career Maneuvers’ aimed to address. (The idea of actively every day preparing yourself for your next role.) https://www.linkedin.com/pulse/mitigating-risky-career-maneuvers-stuart-parkin?trk=prof-post
Significantly, even if you are prepared to leave one ship for another, you then need qualify information in order to make a fair assessment as to whether an opportunity (or ship) in front of you is the best one for you.
How to gain a true sense of the opportunity?
When somebody is desperate to hire you, be mindful that they will, whether they know it or not, try to ‘sell’ you and therefore, may be tempted to tell you what you want to hear.
Equipped with a sense of what role and circumstances will make for a great professional progression, your challenge is to ask questions which do not alert the interviewer to the information you need objective answers to.
Can I be successful in this role?
To understand whether you can be successful in a new role requires an understanding of culture, leadership style, agency goals, team, strategic style and the resources and timeframe you will have to deliver. And if working on an account, the state of the account and why the role exists for which you are being hired. You should have a clear sense of the value associated with your core skills in the new agency.
Which questions help me to truly qualify the opportunity in front of me?
So, what types of questions help you evaluate the opportunity for your next career step: Some good ones include:
Who does the agency regard as its main competition? = what type of work is ‘really done’
How does the agency primarily derive its revenue? = What is the real channel focus here?
What type of work is most celebrated here? = Creative, strategic, cost saving?
What characteristics do successful people here exhibit? = What/Who is valued?
Why is your agency successful? = What defines success here?
What is the biggest anticipated change expected here in the next year? = Gives the interviewer a chance to inform you about pending leadership, client or organizational changes.
What does a successful 2016 look like for the agency? = How ambitious are people here?












