Learning in advertising

1. What was the objective?

Off the back of an organisational restructure, we used the Clifton Strengths tool to integrate squad-based team design into the DNA of Noisy Beast. This thinking was designed to achieve an agile approach to the workflow and a client-centric approach to working.

2. How did we do it?

Bringing together both vertical teams (client focused) and horizontal teams (discipline focused), we completed a series of strengths-based learning events. Using a ‘powerful partnership’ approach, we matched team members together using the data provided in the Clifton Strengths reports. This coupling of people brought key strengths combinations together to create a dynamic approach to working.

3. How was it integrated and what were the results?

The results were seen instantly with the leveraging of key powerful partnerships to drive workflows and a client-centric approach. As each team member gained an enhanced understanding of their strengths and the strengths of others, they will develop more powerful partnership combinations to achieve a fully integrated strengths-based organisation.

1. What was the objective?

Noisy Beast experienced significant change as it transitioned from a production agency to a full-service creative agency. The team member development program was designed to do two things – grow essential capabilities in the team and align the team to new ways of working. Alignment assisted the transition because there was agreement across the board on what the ‘new world’ looked like.

2. How did we do it?

Through practical, hands-on workshops over the course of the year (one per month), we explored the ‘new ways’ of working at Noisy Beast. We facilitated topics like: ‘The Client Experience’ – where we aligned behaviour on how to best service clients, ‘Presentation Skills’ – where we grew pitching capabilities in the team, and ‘Managing Time’ – to support working habits in the new creative agency world. The key to the success of each workshop was applied behaviour; asking the team to reflect and ask themselves: ‘How does learning this each day affect my job role and how do I need to change?’

3. How was it integrated and what were the results?

The key with integration for Noisy Beast was a consistent follow-up from each leader on what behaviour had changed as a result of the new learning. For a business deep in transformation, finding the ‘new normal’ was going to take some time. Leaders checked in and acted as role models to further guide learning and set the standard for the ‘new normal’.

1. What was the objective?

We worked with Noisy Beast throughout their transformation from a production agency to a full-service creative agency. We developed a program that would grow the required capability in their leaders to lead the transformation. The newly formed leadership team were required to coach and develop each of their team members and align them with the new Noisy Beast purpose, vision and values.

2. How did we do it?

Over the course of 2019 and into 2020, we worked with the Leadership and Executive Team to guide the change and transformation through a series of interactions. Using workshops, one on one coaching, strengths profiling, online, experiential activities and mentoring – we built a learning approach specific to each audience. With two to three interactions per month, the approach catered to each type of learning style and development need. Along the way, the program was adapted, to ensure the most important capability was being built at each touchpoint – so participants could continue to navigate the transformation journey successfully.

3. How was it integrated and what were the results?

Each interaction was coupled with a practical action that leaders needed to translate the learning from ‘knowledge’ into ‘application’. This included developing a new asset for their induction and welcome program and new tools to guide performance conversations. The leaders were also paired and had weekly ‘accountability’ conversations – where they had to share and challenge each other to keep building key behaviours and carry through on agreed actions.

1. What was the objective?

Noisy Beast were on a change and transformation journey, where they transitioned from being a production agency to a full-service creative agency. Part of this transition was to refocus their purpose, values and culture to match their new identity. This project had two major components; defining what ‘purpose, values and culture’ are at Noisy Beast and the production of assets that support the embedding of these in the organisation.

2. How did we do it?

Through a series of workshops that brought cross-functional teams together, we explored all possible options related to articulating the Noisy Beast purpose, values and culture. This process took about six months. Once we had converged on what it looked like, we created a series of assets that supported the new purpose, values and culture (like a ‘welcome book’). We also created a series of tools, like an ‘above the line and below the line’ behaviour guide – where leaders can see the Noisy Beast values being played out at their best and worst.

3. How was it integrated and what were the results?

The key was organisation-wide alignment – with consistent communication from leadership about what the purpose, values and culture are. This came through in Monday morning ‘all hands’ meetings and one-on-one conversations with team members. It was also important for the leaders to understand who was demonstrating the ‘old way’ when it came to behaviours, so they could coach them into the ‘new way’.

1. What was the objective?

Noisy Beast wanted to inspire confidence in their team members to present, pitch and collaborate effectively.

2. How did we do it?

We got to know the participants via short videos submitted as part of pre-work. In these videos, they detailed what they wanted to work on, their fears, and their thoughts on effective presenting. We considered these thoughts when designing the workshop. This ensured we addressed commonly-experienced fears and offered practical strategies for using body language and voice effectively.

We also facilitated activities around storytelling and constructing verbal information in logical, audience-friendly ways. We focused both on the way we speak and the importance of what we speak. The workshops were a mix of information, practical activities, group work and useful takeaway references for participants to come back to in the ‘real world’.

3. How was it integrated and what were the results?

Team members now understand that presentation skills are learned and with this knowledge, are more willing to see their growth as a process. Armed with practical strategies, they can confidently face fears and build presentations that are lively, interesting, and meaningful.