Have you ever thought about what it would be like to spend a day in someone else's shoes? I certainly had not, until recently when one of my employees suggested that I swap
positions with a junior account executive for the day. Of course, I'm always up for a challenge (I did start up a PR agency in a one-bedroom apartment), so I decided to go through
with it and become Rob Longert, a junior account executive, for a day. So, while I shuffled off to his cubicle alongside our other junior account executives, Rob "ran" Peppercom.
The idea, which at first seemed like a lark, ended up becoming a huge learning lesson for me. I experienced, for example, how difficult and stressful it is to be an account
team member at a fast-paced agency. I also learned how critical technology has become to the job (and, how daunting such technology can be to someone who isn't up to speed on the
tools of the trade).
Perhaps most importantly, I "re-learned" what it feels like to be on the receiving end of an assignment. It's easy to drop off a task and ask someone to get it done by COB.
It's quite different, however, to be struggling to juggle three existing assignments, and then have someone drop off a late afternoon assignment that's due in an hour.
The tasks I was assigned were probably a breeze for a 20-something junior account executive to perform, but I challenge any senior PR executive to try and compile comprehensive
news searches, scan articles, track down and forward links to various teams, pitch the media, attend team meetings and brainstorms and, oh yes, draft a pitch letter for a client's
industrial product, all within an eight-hour day.
I can honestly say that I came close to drowning. I blew every deadline I was given, and felt like I was letting my various account teams down.
At the same time, I observed some things that could be improved upon and, perhaps, make Peppercom a better place to work. I also came away with enormous respect for the
incredibly intense schedules account people have. Somewhere along my 11-year stint at running an agency I forgot what it was like to be a junior level employee. Spending a day
back in the trenches gave me a refreshed outlook on the work we do at this agency, and as an industry.
I encourage executives in any line of business, but especially PR, to set aside a day and experience what it's like to be a junior person at your firm. I guarantee you'll be a
better manager, and person, for having gone through it.
As I'm still recovering from being Rob Longert, I thought I'd share some tips on how best to carry out the "Swap" day at your own organization:
1. Be transparent: Explain to your organization why you are performing the swap in the first place. Some reasons may be personal, but should include helping you learn the
inner happenings of your business and how to relate to the stresses felt by junior level employees.
2. Make the swap day as realistic as possible.
- Undergo proper training by the employee making the swap on all the necessary tools, technology and receive a full download on assignments.
- Have your swap partner create a "To Do" list that includes tasks typical of the junior level's average day. The list should outline the tasks that must be completed, in
order of priority and with deadlines.
- Send a note to all employees asking them to go about business as usual and not to give any special concessions to "the new JAE."
3. Don't let client work suffer: Make sure your managers are giving you assistance and checking work with extra scrutiny as your level of work is (sadly) not up to par as the
regular JAE's.
4. During the swap day, open all your senses wide: Soak in the sights, sounds, smells and temperature of the junior's work area. It will inspire ideas on how to improve the
communications' flow, acoustics and workspace conditions in ?your organization.
5. Share your experience with your staff immediately afterwards: Provide them with open and honest feedback on your experience - including frustrations, rewards and lessons
learned. Explain how you are going to take what you experienced and apply it in order to better the organization.
6. Don't look at the swap as a one-off: Think about including your management team in similar swaps. If you have several different offices, encourage a swap in other offices.
Also, don't forget about swaps across different agency functions. (Have you ever thought about what your receptionist's day is like?)
Overall, I found this exercise helped boost employee morale by creating stronger bonds between myself and junior level staff, while providing me with an insider's look at my
own organization. As for Rob and all other junior level employees in the industry, my hat's off to you for a consistent job well done in helping to support the most critical of
agency functions.
Contact:
Steve Cody is managing partner of Peppercom. He can be reached at [email protected].