Let's be real, the advertising and media industry is relentless. "Hard work and hard play" was the norm for many of us who were in the industry of our entire career. The pressure cooker at the end of the year makes it difficult to find and look for it. Let's get out of the heat for a second time, because Q4 should not feel this way.
Many of us thrive from the pace of our industry and corporate group. The monthly planning cycles, tips, suggestions and goals make our teams spread in a pattern of high energy, high pressure and high performance. Permanent stadiums for customers can lead to high heights and low levels. Even the program has a heavy monthly workload to pay maximum performance to customers. The constant pursuit of innovation, indistinct creativity and new ways of understanding consumers makes many of us feel that we need to find new ways to do more.
In Q4, hacking seems harder than ever.
The pace of zero-tolerance throughout the year peaked in the fourth quarter was very intense and sharp. Demand is growing, and the number of internal and external meetings and customer expectations (and targets) is exploding ever higher. Add at 33 a customer dinner, balance your family and family, put more sleep off than you can, and add a growing sense of guilt to an unused gym membership. Across the entire supply chain, there is tremendous pressure to perform a lot of play. With this feeling, there is only a shift.
With just 24 hours a day, a one-year-old daughter, a fast-growing technology company and a huge moral responsibility, I wanted to think about how to create space for yourself amidst the craziest season craze.
The constant pursuit of innovation, indistinct creativity and new ways of understanding consumers makes many of us feel that we need to find new ways to do more.
Take the lead
Whether you are the CEO or a team, it is important to adjust the speed. Take your business / life balance seriously, take your annual leave, stay away from your desk for lunch, breathe something other than the office air and leave it in time when you can. Robert Reber Brooke, an executive at PepsiCo, asks his driving team to "leave out loud," a practice that ensures that leaders feel comfortable about transmitting the reason for their departure.
As leaders, it is important to create safe and confident environments for our teams to express their struggles and challenges in wellness. Speaking frankly and honestly about the intensity of this quarter and configuring your teams to recognize the combustion signals will keep you from reaching the limit. It is also important that these discussions take place in public areas where management and teams speak openly about their feelings because they will make feelings natural.
Creating a headspace creates profits. Lack of dedicated thinking time in the fourth quarter leads to high pressure, lack of quality and excessive workload. From DJs to harp, business leaders such as David Solomon, CEO of Goldman Sachs, and Warren Buffett, American businessmen, are creating space in their lives for hobbies and music as a way to enrich their thinking in business and mental renewal. Saves time, even when busy, to raise downtime helps to reset and refocus.
I do less
Prioritize and transfer non-core meetings to 2019. The main thing is to do less and to do so well. Yes, you can wait.
Determine the triggers outside of Q4
Regardless of time of year, understand the positive and negative factors that raise high and low performance. Setting expectations with those around you will also allow them to understand your drivers. Take your time to understand them too.
Ultimately, the risk of fatigue is a problem for one year and we all participate in the industry that we all have to change. We must be committed to mutual care and do our best to maintain the high energy, creativity and innovation of the media, or within one year from now, we hope to start today.