We all know how proud and self-righteous Uber has been about being a disruptive technology.

Here’s a bit of B.S. from their website:

“Drive when you want. Earn what you need.”

“The more you drive, the more you’ll earn.”

“Don’t wait to start making great money with your car.”

Here’s a little reality check. Drivers say they earn much less than $10/hr after deducting HST, personal income tax, car expenses, phone expenses and the 20% Uber takes off the top. Drivers make even less on the days that Uber offers riders special discounts (at the driver’s expense). Reports also suggest that Uber will take heavy-handed measures against drivers who "push back": suspending drivers who attempt to organize or speak out against the company.

Now Uber is up in arms because of the threat of collective bargaining in Seattle and the reality that Seattle’s law will inspire copycat legislation in other states and countries.

Too bad. So sad.

What goes around comes around.

I don’t think anyone who isn’t part of the top-end of this kind of pyramid scheme is going to miss any organization like Uber that exploits employees by classifying them as contractors in order to deny them benefits + steal their wages.

Smells like common sense and common decency are finally being recalled to life in America.

While I now spend most of my agency related time as a creative director. I come up with ideas that the agency’s Art Directors refine, their Account Director’s sell in and their Media Managers place on the client’s behalf.

Over the 30 or so years I spent working with ad agencies like McCann, BBDO, Ogilvy, MacLaren and their derivatives, I was only exposed to two approaches to selling in a commercial idea.

1. You come up with three (equally) great ideas for the client to choose from.
2. You come up with two great ideas that the agency would kill to produce (because they’d look good on their reel) and throw in a 3rd rate alternative that won’t be selected but allows the agency to walk into the meeting with “three great ideas”.

Over those 30 years I watched the sales process from more vantage points than most because I’d worked as a media buyer, planner, and media director, account manager and director, agency coach – and creative director.

I rarely saw a batting average better than 70%.

• 30% of the time the client didn’t buy, or insisted on major changes before buying.
• 70% of the time the agency sold some of the work but needed to some fine-tuning.

I found this three-option approach strange coming from a Media Direction background.

• The Creative Department had a budget of $750,000, present three options, and got into VERY messy debates with the clients – who all thought they were qualified creative critiques.

• I had budgets of nine million dollars and presented NO options. I presented a summary of the problem, the media objectives, one comprehensive recommendation, explaining in detail how it met all defined objectives, and a detailed budget allocation. No one ever questioned my recommendations because I know more about media than they ever will.  

When I became an Account Director I approached account management the same way. “Sell in context”. I asked the creative department to only present their best two options.

Before they presented, I spent a significant amount of time reviewing the business terrain, sought consensus around the impact that a good advertising campaign could have if it was coupled with a good operational plan, and explained what kind of message they would need to help suspects, prospects and customers listen to their brand’s story.

Selling the creative in context worked well on many fronts:

• Happier clients b/c the meetings became shorter and more productive.
• Happier agency teams b/c there were far fewer client-required revisions.
• Fewer hours per agency design project b/c we did less work twice.
• Fewer hours per agency production project b/c we did the job once.
• My batting rate approached 90% almost overnight.

When I’m working on large projects ($100,000+) this is still my preferred approach.

Read the following post if you want to sell small projects more successfully with-in budget.

But it doesn’t work well for small accounts (under $10,000) when the client is just buying “campaign parts": a website or an identity face-lift.

In these situations there is no big strategic communications plan to fit these marcom bits into – so I talk about my process and I show them my work.

I show them five, sometimes ten options “in process” and get feedback (before I waste my time finishing any one piece). This process works wonders because it allows me to blend the client’s POV into the final design.

The products I end up with are rarely “award winning”, but they sell the 1st time round and the clients love the work because the work embodies their ideas.

I don’t worry about the ad not being an “award-winner” for a few reasons:

• There is no correlation between award winning and sales award winning ads.
• Neither good nor “bad” ads will increase sales if they are not an integral part of a smart operations plan – which is based on an insightful marketing plan.
• This is not about me or my ability to win awards. This is about me helping my clients achieve their (realistic) objectives.

In the last few weeks I’ve listened to and read a lot of economic doom + gloom headlines and articles including these ROB headlines:

• Ten days of pain
• When bulls become bears it’s time to fret
• The upside of a dropping dollar
• Oils plunge raises spectre of deeper cuts

It appears Chicken Little is directing the newsroom and would have us believe that the end is , very near.

I suppose that for all those who live in the financial moment and believe all the b.s. they're fed, life must be hell.

I learned a long time ago that what goes about, comes about, what goes up, comes down and that turmoil represents opportunity. I was also taught that nothing lasts forever - neither the good times nor the bad. 

To me the real challenge is one of timing and positioning because good things come to those who wait and to those who are prepared to seize the moment it comes.

Instead of a quarterly performance reviews + metrics, look at your asset’s long term contribution to your objectives from multiple perspectives: oblique, direct, qualitative and quantitative. I think it’ll change your perspective, your attitude - and what you attract to your life and business because, for better or worse,

thoughts become things.   

Like all of you, while on “my road” I hit a rough patch, spin out, get confused, lick my wounds and wonder what I should do next.

In my car my GPS helps. In my business and my life it’s my annual plan.

Here are a few good reasons why you need to have one, why to keep it close at hand – and why it needs to be kept current.

1.   Taking Action Without Planning  

When it comes to your goals and the future, impulsiveness is the mother of regret. Considerable thought should be given to the ends as well as the means of your strategy.

2.   Planning versus Action  

Planning without action is worse than action without planning. It’s better to be first than to be perfect.

3.   Unrealistic Timeframes and Expectations  

Life is a process not an event. Nothing great was ever built in a day. Exercise wisdom and learn to be patient. Unfortunately most things in life take longer and cost more than the best-laid plans anticipate.

4.   Motive

Why you want to achieve a goal is far more important than the goal itself.

• The rabbit running for his life is more motivated than the fox who is running for his dinner.

5.   Denial  

“Denial is a river in Egypt” and an extremely popular destination for those looking for an easy way out – or a simple solution. Solid success required solid, reliable information. When you deny reality for whatever reason, you discount the importance and the integrity of good information and invite personal + business failure.

6.   Conflicting Values  

When you have not defined your reasons and motives for success you default to and are motivated by the definitions of others. At some mission-critical junction your values will be in conflict with those of others and your progress will STOP!

7.   Diffusion of Energy

Doing too much too soon is a recipe for mediocrity and failure. Do an excellent job on the fundamentals and build solid track for your future endeavors.

8.   Lack of Focus  

Success demands focus. It is the hallmark of all truly great people. Your ability to get and remain focused over the long haul is a key determinant of your success.

9.   Fear Of Failure  

Fear resides where knowledge does not; the more you know, the less intimidated you’ll feel. Replace your fears with knowledge and watch your performance leap.