Office director | Owner at simantel | Marketing Sweats Podcast Host | Advertising & Marketing Independent Network Worldwide Board Member
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“Never give up.” It is a phrase we hear all the time in our personal and professional lives. But often, sticking to this mindset can limit positive results, leading to major burnout for your team and mediocre results for your clients.
As the director of a creative agency with powerful clients – who have equally high expectations – I understand all too well that it really… hard to admit when faced with challenges. All too often we choose to march towards an impossible campaign goal, even when all the signs point to ‘STOP’.
While we at Simantel still advocate perseverance, I’m starting to realize when enough is enough and when “Never give up” doesn’t do ourselves or our customers any good. At those times, we need to rethink our perspective. We must remind ourselves not to give up; we’re just turning to something better.
Turning is part of success
A few years ago I had to lean into such a conversation with a client.
Our team was deep in branding strategy for a community project. The goal was complicated, there were issues with brand architecture and brand equity, and customer leadership changed in real time. We fired on all cylinders to get what the customer wanted, but it didn’t stick together. The customer wanted too much change at once – it was like dumping 10 jigsaw puzzles on one table. We stayed on track for a while, but we were nearly $50,000 over budget without showing much.
So we decided to turn around. We brought in the client for a heart-to-heart and told them what wasn’t working. We asked what they loved most and gave them ownership of the complex decisions we were trying to make along with us. And it worked.
The client acknowledged both the effort we were making and their own internal lack of alignment. With that transparency and collaboration, we rounded out the scope and completed every project they asked us to complete. If we had continued on the original path, we might never have reached the goal. In order to bring the project to a successful conclusion, we had to make a turnaround.
When turning may be necessary
As a leader, it can be difficult to know if pivoting is the right decision, even if it’s clear that the current action plan isn’t working. I have two yardsticks that I’ve found valuable after years of learning when to make difficult phone calls.
The first is the question, “How long have I racked my brains trying to figure out ways to get out of a project in the gutter?” Everyone has their own limits, but if I haven’t seen a light at the end of the tunnel for three weeks, I’ll consider new avenues. We all need a break when it’s been hard for a long time, if only to catch our breath before jumping back into something heavy. As a leader, your team looks to your guidance to determine the break point.
The second measure I look for is the feeling of not having a team. Some of the hardest times in my career were when I felt like I was on an island. No one should be in a difficult position without the support of an “all-in” team. If you are alone on a sinking ship, ask for a lifeline. It can make all the difference to the result.
Getting the customer on board with a pivot
Making the choice to run is often only part of the equation. When the change of course comes, honesty is best. Being transparent with customers from the outset about the potential need to turn — and providing context about that choice — is key to every successful customer relationship. It can be as simple as saying, ‘We’re not getting there. We have to turn.” Then reassure your client that change does not mean failure; it means doing your best to achieve their goal.
Usually course correction is a timing issue. If we had all the time in the world, we would finish the way we originally intended. But for us it’s all about deadlines. If we know that even working 24 hours a day and turning on extra support doesn’t solve the problem, then we have to do something else.
Other times the pivot is a data problem. A good rule of thumb, I’ve found, is to assume that possibility from the start. That way, when it happens, turning doesn’t feel like drifting off course or giving up. Instead, we use our resources to make sure the project stays on track.
Sometimes no amount of “Never give up” will help you win. The best leaders know when it’s time to turn, have the courage to make it happen, engage the team along the way, and celebrate victories despite feelings of loss or challenge. Turning isn’t just a good business decision. It’s wise and creative – and that’s who we are at the core.
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