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David C. Baker explains how new business can help account service manage clients well, resulting in lots of money and significant impact on the client. The control comes from your willingness to replace bad clients with clients who are a better fit.Download Podcast
What does it mean to build and then lead a staff? Few of us received any formal training for it, so we often model our own style on the examples we’ve had in other bosses (and parents). Too bad, really, because learning to do this ought to be a lot less accidental.Read More
What are the characteristics of a leader that others want to follow?As you’ll soon see, this list is a very personal one. In other words, we’d all come up with different elements when building the list. What I’ve tried to do, though, is to think of a complete leader. So I’ve asked myself this question: can I imagine a leader who isn’t fair, for instance. The answer is obviously no. Each one of these, then, describes a leader’s characteristics, any one of which might hinder their effectiveness if missing in any significant proportion. What I’d encourage you to do--maybe even before you read this list--is to first make up your own list and compare it with mine. (These are not presented in any particular order.)Read More
What is culture? What defines culture in an organization? One thing we know for sure is that it's not strongly connected to the "vision," "mission," and "culture" signs hanging in the lobby. Heck, the most evil companies in history said all the right things, and they said them in engraved marble in the lobby! No, culture isn't what you say.
Culture is what you do. Period. Even bigger than that, culture is the sum total of all your actions. You know that very talented employee who is selfish and territorial? Keeping that employee around speaks to the real culture at your firm. It says that you value output pretty much regardless of what comes with it.Read More
Click here if you would rather listen to this blog entry (7:39).
It’s too raw to talk much about yet, but I nearly lost my business in 2013. The entire year was largely an epic fail and only now--with the situation in the rearview mirror--can I see it with any sort of perspective. I’ll write a blog post about it shortly (or maybe a book), but one of the threads weaving through those events is this notion of remaining relevant, and for a long time. On the drive to the cabin yesterday, where I am now, thoughts began to flow about just that. I wanted to formulate a perspective about being relevant over several decades, and I was thinking of myself and of you as this began to take shape.
- Maybe it goes without saying, but I’ll say it anyway: it presumes that you are relevant in the first place. A certain relevance accompanies anyone making a living and helping employees make a living. That’s noble and rewarding, and it’s how developed economies thrive. But I’m talking here about rising from your peers as a leader, and that requires that you see all the same things they do but that you observe different things than they merely see. You develop a perspective that other people--not just you--believe to be unique and they pay you money to help them observe, too.
- Maintaining relevance doesn’t necessarily mean that you are consistently relevant to the same people. As your strengths deepen and creep, you may need a different audience if you want to remain relevant to anybody. Your audience will change organically, in good ways, and you will even lose part of your audience in that process. Just be sure it’s because they can’t keep up and not because they quit learning from you. This is one of the larger tensions I have struggled to navigate.
- It is solidly a privilege to remain relevant for decades and most definitely not a right. Doing great work once means that you have just one more chance to do great work again, and so the cycle repeats itself. But the cycle can be broken for any reason at any point in time.
- While I think that luck plays an outsized role in being relevant in the first place, I don’t think luck has much of any role in being relevant for decades. That result comes from....
Click here if you would rather listen to this blog entry (8:16).
Marketing firms have been understandably concerned about how digital they must be in order to remain sufficiently central to the marketing mix. We’ve lost something, though, by framing this discussion around whether we should actually develop digital properties instead of around the broader question of how we should learn from digital thinking. In other words, we might need to approach our work—digital or not—with a more digital mindset. I want to talk about that, but I also want to talk about how you might go about deciding the degree to which you do digital, too.
At the outset of this movement, there were so few firms developing digital properties that it was actually difficult to make a poor positioning decision. The tools were rudimentary, no one knew what good digital really was, and that world was there for the taking.
Developing digital properties, though, now shows more signs of being a mature market, meaning that there are few gaps to arbitrage. Strong tools are widespread, we have nearly twenty years of experience to inform our work, and suddenly kids in the garage don't seem to own this anymore. (They have gotten bored and moved on to social media .)
The last two decades have ushered in a new medium, but the true impact of digital is barely felt. Worst of all, even digital firms aren't thinking digitally. But—and this is so exciting to say—the promise of digital impact is at your doorstep. If you miss the promise of digital thinking, you'll suffer far more than missing digital itself. I'd like you to consider thinking digitally....Read More
This manual, by David C. Baker, is the compilation of 16 years of analyzing 650+ firms. It contains 270 pages and sample financial statements and utilization forms, all in a handsome looseleaf format for years of use.Read More
This book is intended as a field guide for first time managers, or for managers who want to begin doing a better job. The author worked closely with 650+ companies and interviewed more than 10,000 employees, then summarized the findings in an interesting and imminently readable form. Read this book and you're likely to understand management and leadership like you never have before, but also learn very practical steps toward becoming a better manager.Read More
Edited by Steven Heller and published by Allworth Press, David C. Baker kicked off this book with the opening chapter, entitled "How Hard Can This Be, You Ask?Read More
This monograph, penned at the request of the Counselor’s Academy (a subgroup of the Public Relations Society of America), was written in 2002. From the summary:
“Baker's thesis is that before you can serve clients well, you have to find the right clients, then formalize a relationship with them to set expectations and clarify roles. He stresses the importance of ongoing marketing, describes how to achieve the ideal client mix, lists the elements of a typical client agreement, and presents detailed advice on how to communicate effectively to and on behalf of clients in order to keep them satisfied.”Read More