Steve Jobs 1955-2011
We are deeply saddened by the loss of our generational genius Steve Jobs of Apple. His contributions to the computer industry are beyond measure. Apple products, imbued with his spirit, impact our lives at work and at home in amazing ways. The gifts of his vision remain with us but the world will sorely miss this remarkable man.
“Getting to know you…”
In recent months, I’ve watched a CurrentTrack agency grow exponentially. I’ve worked closely with their traffic managers to review their workflow process and made recommendations about how it should be adapted to handle increasing project volume.
Throughout the review process, I’ve been intrigued by the broad spectrum of personalities involved. Now, more than ever, I believe that knowing employees on a personal level is critical to the success of the traffic department.
We’re all unique individuals. Numerous things motivate us and we each operate differently in the work environment. If you’re a traffic manager, step back for a moment and look at each member of your team. What do you really know about them? What do they value? What do they like to do in their spare time? What type of work ethic do they display?
By getting to know employees more closely, you gain an advantage as a traffic manager. You then know how to more quickly get the work done and how to reward employees in a meaningful way. Let me give you an example.
While the traffic manager of a medium-size agency, I worked with a designer named Christian. He was a pretty laid back guy who took pride in his work. He paid attention to detail and wasn’t afraid to ask questions, although most of the time he worked quietly at his desk. On the weekends, he loved to listen to music and spend time with his family. He’d been a part of the creative industry for many years so he knew how things worked. Although certainly a team player, Christian didn’t typically go “above and beyond” to help out around the office. He would help if asked, but didn’t volunteer.
Because I knew so much about Christian, I was able to more efficiently “traffic” him. I put tasks on his list as far out as possible. I knew he’d want a lot of job details (more than other designers), so I carefully gleaned requests and talked with the account executive(s) if anything was missing. Whenever possible, I included due times for tasks because he liked knowing that information. I also knew he needed to leave promptly at 5 p.m. each day to pick up his son, so I tried to give him a heads up if I thought something was going to take longer than usual. In the middle of a busy week, I might reward him with a $5 iTunes gift card just to say, “Thanks for working so hard!” While he didn’t seek approval from anyone, he liked knowing he was appreciated and that motivated him to work even harder.
Don’t get me wrong. I’m not saying you have to park yourself at an employee’s desk and ask a barrage of questions. You already know a lot of the answers. You simply have to take the time to step back and observe. Getting to know team members on a personal level will not only help you become a better traffic manager, but you’ll also gain the respect of your peers.
Keepin’ it real… lean.
Recently, I found myself having a discussion and reading an article about the value of “lean” software. The concept of “lean” is informed by a philosophy of minimalism: don’t let software get bogged down by adding niche features, don’t attempt to reinvent popular conventions, be sure to keep the focus narrow and, most importantly, do what you do extremely well.
Executing this concept is tough. On the one hand if a system lacks table stakes functionality the marketplace will pass on a product when they complete their feature comparison grid. On the other hand if too much is added, you might earn those check marks at the expense of usability; a cluttered, difficult-to-learn system will slow adoption and end users will hate the product. Finding the right mix is like getting the water temperature just right.
Other industries have experienced this as well. Remember when fast food chains seemed to offer an ever growing menu of options to the bewilderment of their customers? Go to Jack in the Box and you can purchase egg rolls alongside your french fries and tacos. Besides confusing the customer about what exactly defines Jack in the Box as a brand, none of the food was executed very well. Then along came Chipotle with it’s minimal menu of just a few interchangeable ingredients. It not only enhanced their brand but it also let them focus on their core competency: delivering consistently fresh tasting food at fast food prices. They accomplished this by keeping their menu and list of ingredients “lean.”
When looking for a solution (agency management or otherwise), before getting hung up on feature comparisons, consider thinking about which system will complement and enhance your existing workflow while not disrupting your employees’ day. Select the solution that addresses your explicit needs most efficiently and cuts the clutter. While a taco with fries can be tasty, sometimes all you’re looking for is a burrito.
Traffic Rules to Live By.
Embrace your role as a servant of the agency.
While the role of Traffic Manager carries with it a certain degree of “power,” it’s nonetheless a servant role. The agency doesn’t revolve around the Traffic Manager, rather s(he) is interwoven among the many people within the larger group. A Manager must think in terms of, “What can I do to help them do their jobs well?” not in terms of, “What are they doing wrong?” Being helpful may entail shifting deadlines or tracking down the estimate quantity. It may also mean physically walking from one department to another (as s(he) should already be doing) and asking, “Is there anything I can do to help you move things along?” Not only does this give the Traffic Manager insight into things that may not yet be in the system, but it also reaffirms (s)he is there to help everyone on the team.
Don’t choose sides.
It’s human nature to align oneself with individuals and groups. A Traffic Manager must remain impartial to not only people-related issues, but departments as well. While a Manager’s desk may be positioned in the creative department, for example, s(he) should dedicate an equal amount of time working with account service, media and interactive teams. If one department views the Traffic Manager as being aligned with another (i.e. “Always looking out for them,” “Protecting them from other departments,” etc.) it undermines the workflow structure and the influence of traffic.
Realize there are exceptions to the rules.
While Traffic Managers tend to be very linear in their thinking – step one, step two – they must also be flexible when it comes to the management of certain clients. A high-volume retail client, for example, may place ten different versions of an ad within a given week. It’d be nearly impossible to track each and every client-requested change (i.e. price point, locator, etc.) and enter them in the system. The Project Manager should be enabled to shepherd his/her project, in conjunction with the Traffic Manager. The Manager should allow him/her to speak directly with the artist regarding changes, for example, but ensure s(he) is made aware of the changes being routed.
Treat employees like individuals, not machines.
Happy employees are productive employees. A Traffic Manager should take a moment to ask Jason how his new dog is doing; ask Susan how the wedding plans are coming along. It’s important to establish personal connections with employees rather than constantly asking them if they’ve gotten their work done. If they know they’re respected as individuals, they’ll be much more inclined to work with traffic.
Understand employees don’t “want” to miss deadlines.
No one wakes up in the morning and thinks, “I’m going to miss three deadlines today and feel good about it.” Missed deadlines happen for a reason. It’s the Traffic Manager’s responsibility to determine why and, ultimately, preempt their being missed in the first place. S(he) must carefully monitor each employee’s workload and move deadlines – ideally, closer in not further out. Saying it’s the Manager’s job to ensure deadlines are met isn’t saying an employee(s) is absolved of any responsibility. It merely means a Traffic Manager should work with an employee(s) to ensure deadlines are met. If s(he) waits until Friday, expecting to receive copy, and finds it’s not done because the copywriter needed a phone number but didn’t take the time to ask, s(he) is as much at fault for missing the deadline.
Be proactive, not reactive.
When a Traffic Manager becomes reactive to missed deadlines, rather than proactive in avoiding them, s(he) becomes part of the problem… not the solution. It’s critical that a Manager think a project through from inception to completion, carefully analyzing what requirements the job may have (e.g. How long should I allow for a t-shirt embroidery sample? Is the delivery date going to fall on or around a holiday? How long will IT need to test the code and address any problems that may come up? Will the mailing list need to be re-formatted or edited in some way? What file type will the banner artwork have to go out in?). Thoroughly thinking a project through before building its timeline enables a Manager to be more proactive in pushing it through and eliminates future “crises.”
Don’t play “gotcha.”
It makes employees feel bad and, ultimately, can lead to their becoming even less productive – if not out of discouragement then merely to spite the Traffic Manager. S(he) will get a lot more work done by being a partner and sharing responsibility with employees than by being a hall monitor. No one likes a snitch – neither the people being “told on” nor the person hearing the complaints. Playing “gotcha” leads to an overall loss of respect for the Traffic Manager. Without the respect of peers, s(he) can’t effectively manage workflow and eventually becomes a distraction to others.