What is your view of the future like? How could you establish a regular practice of researching ahead and developing insights into your perspective on what's coming?
I wanted to write about the weird optimism I feel, behind the pessimism about the global outlook.
Part of attracting people to join is showing the benefits to their whole career of spending part of the prime of their working life in an agency.
The agencies that get ahead are the ones who can see ahead.
Coach yourself to take a few more steps out of crisis mode to be a more mindful, wise leader of a healthy agency.
Agencies who have matured as they grow take a different approach. Their leaders mindfully design the agency to ensure continuous evolution is baked in.
If you think of your agency as a smooth-running motorway, then there are on-ramps to bring talent into your agency, and off-ramps that talent takes to leave.
It's too easy to get hooked on the dopamine hits from the 'pings' of new messages or people stopping by our desks, seeming to need our input urgently.
There's a timely reminder in Mr Rogers' wisdom for us as agency leaders.
What things in your agency are causing you pain? If you stop and think about them a moment, are any of them down to you doing or not doing something?
The best agencies become learning machines. They consciously embed this constant learning into the way the business works.
In a knowledge-based people-powered business like an agency, command-and-control type structures soon grind to a halt as the agency grows, or encounters volatility.
Many agency owners are starting 2022 with a resolution to be more proactive and strategic and wanting to make big plans.
After two years of crisis make this the time to mindfully navigate a route back into more normal, healthier ways of leading and running your agency.
2021 has probably been the most intense year we've all experienced. That makes it even more important to rest over this holiday period. Hopefully you can also take some time to reflect and re-energise.
Your board should be spotting issues like low prices and margin squeeze and challenging them.
With risks of a new wave of the pandemic in the news, it's worth a reminder that entrepreneurial leaders — such as agency owners — need to master the art of having two brains running in parallel.
Agencies have key points of transformation in their lifecycle. When they reach these points they have to make big changes or they'll hit problems and fall back.