RP3 Agency President Beth Johnson recently appeared in Smart CEO’s article on the importance of nurturing culture.You can see the article here, starting on page 20. Or continue reading for Beth’s complete Q & A on how we do it here at the agency.
Q: How would you describe your company’s culture?
A: I actually think our culture is one of our strongest assets. I would describe RP3’s culture as open, informal, and fun – a place that values creative thinking, taking risks – and a passion for pushing each other beyond the expected solution. So while RP3 has a highly social, maybe even familial, atmosphere filled with humor and friendship, our people are laser focused on achieving our clients’ business goals. We simply won’t settle for the status quo or the obvious solution. We’re supportive of one another, but always with a degree of skepticism. Challenging one another to push for better ideas means we have our share of heated debates. It rarely gets personal.
I also believe in a culture that values our employees’ lives outside the walls of the agency, because it’s rich life experience that fuels bold thinking. In fact, we encourage our employees to take their vacation time, “summer Fridays” and to slip out of the office to make a child’s dance recital. Unlike many organizations, we actually promote the use of social media in the office. The more connected we are – twittering, posting, friending, surfing, – the more insight we have into evolving consumer habits.
Q: How has the culture changed over time? What factors led to that change? What are the positive and negative effects of the change in culture, if any?
A: Despite the fact that our industry has changed dramatically in the past several years and our agency has literally reinvented itself, the core values of our agency haven’t changed. Many aspects of our culture feel like they did when I started at Rosenthal Partners 15 years ago – a place filled with creative energy, a collaborative spirit, an honest and ethical business culture, and a passion for great work.
The difference is that our clients are under a lot more pressure so the demands on us to demonstrate results are greater. We’re moving faster and working even harder with fewer resources. These factors can take a toll on the culture of the agency – and drain some of the “fun” in our business. We have to be careful to not let that happen.
So we assigned a “Director of Fun” to focus on improving the camaraderie among our employees and to provide support in stressful situations. Our DOF is now in the middle of planning our volunteer day and the RP3 BBQ – and is just as likely to show up with a surprise “dinner for two” bonus if an employee has been working extra hours.
Q: What factors contribute to the company’s culture? For example, the leadership team, the employees, the environment, etc. What are the most important factors?
A: I believe a company’s culture is a reflection of its people. Although I’ve recruited people with different perspectives and diverse backgrounds – from large agencies and national brand clients in New York or Los Angeles — they all have one thing in common. They love this business. Anyone on my team will go the end of the earth to solve a client’s problem, test an idea that hasn’t been tried before, uncover a unique insight about a consumer segment, or launch a campaign that achieves record results. When a company is filled with people who truly love their work, good things happen. Other factors, such as office environment, benefits, etc. are important too, but secondary to hiring the right people.
Q: As the CEO, what is your role in shaping company culture?
A: My role is to set the vision for the agency, surround myself with people who can challenge me, and to inspire our team to achieve more than we ever thought possible. In our business, that means creating an atmosphere that encourages fresh thinking, teamwork, freedom to take risks and, ultimately, to eliminate any barrier that could get in the way of doing the best thing for a client.
Q: Have you ever felt your culture was getting “out of control” or going in a direction that you disapproved of? If so, how did you get it back on track?
A: Morale in the agency has certainly suffered at times over the years, mostly when workloads grew faster than our resources did. We’ve never let it get to the point of compromising our sanity. We are a team of people who rally around a challenge and rise to the occasion. We’ve always gotten back on track by showing our appreciation to those who work hard when times are tough.
Q: Why is cultivating a positive company culture important?
A: Our business is all about people. Our success lies squarely on the ability of our people to excel, to go beyond the capabilities of other firms and achieve greater results for our clients. Our culture is what attracts these people and what gives them the means to reach their highest potential. If you strip away an agency’s culture you have only fancy computers and expensive software, things necessary to produce “ads” put ineffective at producing results. In this ever-changing consumer landscape with increasing pressure on marketing departments to justify every dollar, you need more than just ads. Savvy marketers require a smarter, faster, more ingenious brand of agency. Our culture is what makes this happen.
Q: What advice do you have for to other CEOs looking to enhance and sustain their company culture?
A: Make managing your culture a priority. I truly believe that strong cultures don’t just happen organically. They must be nurtured. Get your strongest leaders to advise you – to help you see what you may not see and hear what you may not hear. And, most importantly, be good to your people and they will be good to you.
