In business, power is defined as “the capacity or ability to act in certain ways or impose your will on others.” That power can be external (conferred upon someone by the title or role they have) or internal (arising from personal abilities and innate attributes). It is complicated further when we are addressing the advertising industry, in the form of both media and creative agency leaders, where external power is also dependent on the number, size, and types of clients the person represents.
The challenge is always how to compare the various elements of an individual’s power in an accountable and meaningful way. Most faced with this challenge will convene a committee of peers or colleagues to assess the available information. We did this with a small, but well-informed committee of three: Rowena Millward, Trent Thomas, and me.
Collectively, we agreed that there were elements of power within media and creative agencies that should be recognised and acknowledged in the Agency 50 Power lists. That in the 21st century, it was no longer enough to have power for the sake of maintaining that power. Today, there is a greater demand and expectation for leaders to leverage their power to provide opportunities for their staff, to help their clients be more successful and to promote the industry at every opportunity to the wider business community.
Think of it like a bus. The power that drives the bus forward comes from the engine, not from the weight of the passengers who are sitting on the bus. In the same way, the power in an agency comes from those who leverage their role for the greater good of their clients, staff, the industry, and society. They are the engine, rather than those who are simply on board for the ride.
Let’s focus on The Mediaweek Agency 50 first, where client media investment is a major driver. The larger the agency billings, the more influence the agency and its leaders will have. But spend is just part of the equation. Because personal power will attract people, attract talent, attract clients, and attract industry acknowledgement and reward.
Our next consideration is growth. Has the agency grown, remained the same or shrunk?
And finally, weighted as half of the overall score, is the contribution they have made to driving the industry forward. How has the person leveraged their power, both conferred and personal, to advance those around them and society at large?
It was against these criteria that we assessed the achievements and contributions of individuals across the industry to formulate the Mediaweek Agency 50.
This is the first year for Mediaweek Creative 50. One insight we have from the enquiries we’ve received is that many interpreted this as being about leaders of the creative department, rather than creative leaders. As many agencies say, creativity is not just found in the creative department. For an agency to excel creatively, there needs to be creative leadership from the top down.
The criteria for choosing the Mediaweek Creative 50 were therefore creative reputation and industry and society impact.
Who were the creative leaders who have built and sustained an outstanding reputation for their agency? And then who used the power of their position to innovate and improve the world of their clients, employees, the industry, and society?
This was the equally balanced score card against which we assessed and assembled the Mediaweek Creative 50.
Did we get it right?
Let the discussions begin.
See Also: Woolley Marketing: How many awards are too many awards?
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Darren Woolley is Global CEO of TrinityP3, Australia’s largest and most influential independent marketing / pitch consultancy and is well known to the advertising industry. Founded more than 20 years ago TrinityP3 has a significant presence in Australia where it leads the pitch process for many of the country’s leading advertising accounts as well as having offices in London, New York and Zurich.