Simultaneously, a new creative revolution is unfolding.

Holding companies used to treat creativity as the soul of their business. Now, it’s treated as overhead.

Media fragmentation has become the cash machine. Creativity — once their advantage — became a weak line item. Talent that fueled iconic campaigns struggles for air inside organizations built for dashboards, not ideas.

Demand for programmatic and retail media networks where performance can be easily measured is growing; naturally, premiums can be charged. Wall Street loves those premiums.

Creative, at least the way they do it, doesn’t deliver that level of profitability.

At Omnicom and the others, creative brilliance is no longer required to sell V-dubs or anything else, at least not as measured in terms of profits for the holding companies themselves.

So, the rumored death of the long-celebrated DDB brand is not a surprise.

Creative headcount is shrinking as a share of the holding company workforce. Creative is low-margin compared to media; labor costs are high, and it’s always been hard to scale –– and, from the perspective of the financialized owners, it’s hard to own. The talent has a mind of its own –– and walks out every night to get a good night’s sleep so they can do their magic anew the following day.

Media, tech, and data can scale with automation, be easily centralized, and be sold as subscriptions, dashboards, and specialized platforms, bringing in cash.

And that’s what’s happening.

But here’s the dilemma. Brands need creativity more than ever to stand out in this fragmented media world. Brands need stories that are unmistakably their own. And their stories must be able to relate to individual customers through influencers, YouTube, TikTok, and so on, with constant creative iteration.

AI can provide creative based on the past –– the Christmas Coke commercial is a great example of that. But it’s not so good at giving us the creative of the future.

You can’t differentiate through media alone. Everyone uses, essentially, the same platforms, same data, same tools.

So, we’re seeing a new creative revolution: independent shops, small studios, specialized talent, fractional leaders and CMOs, and tech companies integrating AI and other tools with creative to provide measurement and creative impact.

Three of my faves…

Liquid Death worked with a bunch of small creative teams and individuals, as well as using an internal team that operates much like an “SNL writer’s room,” creating original, funny, shareable content.

Farm League is an independent that does Patagonia’s environmental storytelling. They create documentaries that Patagonia underwrites. The content feels authentic, not commercial.

And of course, Wieden+Kennedy’s success as an independent with work for Coke, Nike, Old Spice, and countless others has long shown the power of independence and a focus on its roots as a creatively driven place.

There are hundreds, maybe thousands of other creatively driven shops spinning up, both as independents and as inhouse creative groups, to take advantage of the newly available talent resulting from the holding company layoffs.

The fire that inspired DDB’s Think Small campaign still lives in the hearts of creatives everywhere.

But now the spark is coming from small, focused groups and individuals.

With creative, we’re seeing a shift — from holding companies to independents, from scale to talent, from dashboards to ideas.

Brands see it too. In a world overflowing with content, it’s the small, the fearless that carve out actual distinction.

Think small isn’t nostalgia.

It’s the strategy again.

~

I help creatives go from fear of failure to income growth without being pushy, manipulative, “scammy,” or doing awkward self-promotion. I do this through a series of in-depth conversations that uncover new revenue within my clients’ communities and often reveal completely new, more valuable opportunities. Interested? Reach out!

The post Think Small appeared first on Ted Leonhardt.

WPP announced 7,000 layoffs so far in 2025, on top of 6000 let go in 2024.

IPG cut 2,400 jobs in the first half of 2025.

Omnicom cut 3000 jobs in 2024.

Publicis –– doing better than the others –– still announced layoffs of 300-350.

It’s not just creatives being let go. Total U.S. announced job cuts through September 2025 were 946,426. Bernie Sanders just announced that 100 million jobs will be lost to AI and automation in the next ten years.

To thrive, we creatives will have to be more strategic, more visible, and more adaptable than ever before.

We are creatives after all. We do know how to pivot to what’s next. Yes, it’s painful, but we are hard-wired for this kind of change.

When everything changes, those who learn to navigate the new environment have the advantage. We’re fucking built for it.

For my clients the question is how to build a community that provides income and personal joy. Income from creative work that gives us acclaim and work that puts us in that flow state we love.

My advice: Build your community.

Here’re six steps that you can use to find income-producing communities based your strengths, desires, experience, hopes, and dreams.

I intend this as a personal roadmap — six steps that you can take to find your right-fit, income-producing community. A community that aligns with who you are and what you want to become.

Start with self-discovery, not networking

Define what you actually want to give and get in return. Before you go looking for a community, take time to describe what you love most in your creative work (the flow moments).

What kind of people energize you (ambitious, nurturing, irreverent, visionary, whatever)?

What does income mean for you right now — steady clients, creative collaborations, teaching opportunities, or a new role?

Fill in the following: “I want to find a community where I can [share/grow/learn] my ability to [core strength] with others who [shared value or goal].”

That becomes your guide.

Identify the worlds you’re already part of

Your next community will grow from the ones you’re already part of. Look at…

Local connections: coffee groups, maker groups, indie bookstores, galleries, food co-ops, schools and unis.

Former colleagues, clients, and classmates.

Alumni networks, professional associations, or local meetups.

Online spaces where you already comment, post, or lurk –– LinkedIn and beyond.

And don’t forget friends and family.

Note where you feel naturally curious, supported, or inspired — that emotional pull is a clue. Those are fertile grounds for connection that leads to work and income.

Turn your strengths into search terms

Use your creative identity as a filter. Instead of searching for “freelancer community,” search for communities that match your creative sweet spot:

“UX designers who consult for nonprofits”

“Motion artists for indie filmmakers”

“Writers helping founders tell their stories”

“Filmmakers focused on the food industry”

Note how specific those are. When you match your craft and context, you’ll find communities where your expertise is valuable and cash circulates. We all have more than one area. One of my clients quit the corpcom game to do a podcast on baking.

Look before you commit
Treat your search like research. Like a base for creative strategy. Join a few possible communities and quietly observe for a few weeks:

What’s being celebrated — creative brilliance or client success?

Are members generous with advice and connections?

Do people talk openly about money and growth?

You’ll quickly sense which ones have authentic, reciprocal energy versus those built on self-promotion, vanity and ego.

Contribute with honesty –– do so consistently

Communities reward generosity, hospitality and kindness not salesmanship. Pass on what people give to you. Show up in ways that reflect your best self:

Ask thoughtful questions.

Offer help where you have expertise.

Share resources or lessons learned.

As you do, your name becomes associated with reliability and insight — the two magnets that attract collaboration, referrals, and teaching or consulting opportunities.

Let these connections evolve into revenue

Money flows once trust is established. Built genuine supportive connections:

Suggest small collaborations (“Want to co-host a workshop?”).

Ask for introductions to others who might need your help.

Offer paid sessions or creative services when it feels natural.

The key is reciprocity: give first, receive second, and you’ll find that communities become not just sources of income — but sources of support.

Finally

Yes, this can be slow and full of disappointments. I like to remember that I’m just a mammal. A bunny with a frontal lobe strapped on. I feel all the pain and rejection. I think it, and it shuts down my frontal lobe by flooding me with self-doubt and fear. Now, at least I know in advance that this always happens.

So be patient. Be easy on yourself. Find your people. Contribute generously. Let opportunities grow naturally.

The post The Shit is Hitting the Fan appeared first on Ted Leonhardt.

It was snowing hard when I landed in Chicago. It was so hard that I had to stay in the dismal airport Hilton, as no cabs were available. The next morning, I managed to get a ride to corporate headquarters, knowing full well that my visit wasn’t going to be fun.

My boss, the boss’s son, fired me before I could pull up a chair. He’d called me to Chicago, in the middle of winter, to fire me. Worse, I knew it was going to happen, I hated the job, and I should have quit months earlier.

Nevertheless, I felt the tears coming on. I don’t think I spilled any, but my point is, I felt the pain. I felt it despite my success. Despite all my experience, I was hit hard and down for the count.

There you have it. When we’re down, it’s hard to get up. Often impossible. To break free of the grip of desperation and depression is often impossible to do without the passage of time, reflection, and help from others.

Fired, laid off, let go, made redundant, terminated, or downsized out of a job, it hurts. It really hurts.

When we’re seeking work and are rejected, passed over, screened out, brushed off, or ghosted, it’s excruciating.

I know. I’ve been there. And in my work as an advisor to creatives, I see the effects, the damage –– if not daily, certainly weekly –– in my clients.

And during these low periods in my life, I’ve found myself alternating between feeling worthless and boiling with anger. At the worst, I’m so depressed that I can’t get off the couch, and alternatively, I’m so filled with rage that all I can think of is getting revenge. Neither is helpful.

In effect, when we’re hit with a trauma-inducing event, we go into fight, flight, freeze, or surrender mode. A useless state when we need to find a new source of income.

Job searching requires a plan. And it requires that we are in a mental state that allows us access to the cognitive and rational parts of our brain. Not only do we need a plan, but we also need to have the ability to follow through on the plan. And we can’t do that when all we can think of is our failures. Or getting even.

Job loss is a form of grief, encompassing identity, security, routine, and self-worth. The mind naturally gravitates toward those old, negative voices ( “you stupid little shit,” “you’ve never been any good”), echoes of childhood and past criticism. That looping keeps us stuck in shame rather than taking action.

So what to do?

Know the Reality of What Happened

“Losing a job isn’t proof I’m not good enough. It’s a business decision in a system full of stuff far beyond my control.”

“Being laid off says more about an unfeeling corporation than my worth.”

Take Small, Restorative Steps

Big plans (like “find a new job”) are impossible when your shame is screaming at you. But small, structured actions –– such as updating your resume, reaching out to one person, then another, and then a third –– can get a little bit of action going. Remember, you do have control of your own actions.

Remember Your Wins

Before scary meetings, I used to go to the men’s room, latch myself in a stall, and make a list of accomplishments that I knew others recognized. This action pushed the fear out of my frontal lobe and replaced it with confidence.

Just like my “bathroom stall accomplishments list,” anyone can benefit from writing down past wins, kind feedback from colleagues, or challenges they overcame. Reading that when the negative shit starts to flood reorients us. Works for me. Still does.

I’ve learned that when shame hits me, I want to be alone. I’m like a wounded tiger curled up in a cave, isolated, licking my wounds. That only extends the pain.

Now, I call or meet with someone I trust. Therapy has been an enormous help. I still go to a weekly group therapy session. The cost is low, and the benefit of seeing others’ struggles and sharing my own is rich with insight. Conversation and sharing normalize the experience and restore lost perspective.

Reframe the Conversation

Instead of “I was canned, therefore I failed,” think, “Those assholes just gave me a new life.”

Or more civilly, “I’m in transition, not broken.”

And most of all in my view: “I’m fucking in charge here. My value is not tied to them. My value is inside me.”

Once we put the shame aside, know the trauma, understand what trauma does to us, then and only then can we make and follow a plan.

I hope this is of some help.

The post Insight: You’re fired appeared first on Ted Leonhardt.

I’m thinking what? Last week we were swamped.

Que went on with, “Mid-week, they put a hold on that game launch, and this morning, the waterless brand project was canceled.” Que led our sales effort, usually with a cool, seemingly detached air. Today she was scared.

I hadn’t heard the waterless news. Together, the waterless thing and the game project are around half our business. Shit.

“And..” Que paused and gave me the long stare to be sure I was listening. “…and layoffs were announced at both companies. Layoffs that include lots of marketing people. Our people. Our clients.”

Our clients were mostly marketing people employed by multinationals.

I’m thinking it’s black Friday, not the sale day, but the crash day as I climb the stairs to the design area, with Que in tow. I notice it’s a beautiful day. The early showers have given way to sunshine, and our outside deck, glinting in the sun, is still wet from the rain. Rounding the corner to the design area, I see most everyone is here.

Next, I head back down to operations to touch base with Russ, our CFO, Que trailing.

“Russ, we just got word…”

“Yeah, I heard…”

“So, I’m wondering, I know we’re in good shape, I’m thinking of putting half the staff on new biz and other internal stuff while we…”

Russ looks at Que, strokes his new growth, and… “We can go a couple months without letting anyone go.”

Exactly what I wanted to hear. “Okay, call an all-staff meeting. I want everyone,” I looked at my watch, it was still a little before nine. “Let’s get everyone in the conference room at ten. Let the remote team know so they can Google in.”

With that, I headed to my office to see what else was going on in the wider world.

Back up the stairs, two at a time, into my office, leaving the door open. A quick search. Yep, lots of layoffs in tech. AI supposedly drives most of it.

I lean back and think. And remember. Some time ago, Que had suggested we support clients who were looking. I remember thinking we couldn’t afford it.

But now, all our clients are scared. Those who lose their jobs are terrified. Most are on the hook for mortgages, car loans, kids in private schools and all the expensive trappings required of the corporate life.

And with the job gone, their status in the community goes with.

I’m scared. But we do have resources and other clients.

Okay, what’s gunna happen? Many of our clients will be let go. They’ll feel lost, abandoned. They’ll be scrambling to land new jobs.

Okay, okay, it’s time to do Que’s idea. We’ll help them. We’ll send an email to all our clients saying we’ll help them market themselves, no charge, no strings, just to help, so that they don’t feel alone.

That’s step one. That’s global.

Step two will be local.

We will search for local businesses that will benefit from what we’ve learned from working with the multinationals. I’ve always wanted to try this. We’ll start right in this morning’s meeting to create a list of local businesses that we know and love. And we’ll do it right here in our hometown and in the communities where our remote staff and contractors are.

Restaurants, auto repair, local co-ops, small retailers, local chains, whatever. We’ll make lists, then create some realistic criteria. And go from there.

I’ve always wanted to see if we could become more connected to our local community to both reduce the risks of these shifts in our corporate business while building ourselves into what’s going on here. Wherever here is.

***

Looking back, we helped a bunch of clients who got laid off. So far, four of them landed new positions and brought us along. Our business dipped. We had some unprofitable months, but now we’re in the black. Que’s a genius.

We landed business with a couple restaurants, a local chain of pet food stores, and a great little auto repair shop. The margins were not what we were used to. But our staff was energized and happy, and we didn’t let anyone go.

Most important, we didn’t let anyone go.

The post The Well Runs Dry appeared first on Ted Leonhardt.

Corporate layoffs announced daily.

CEOs, CMOs, and other top positions constantly changing.

Yet, corporations holding more cash now than any time in history

Stock market is erratic.

AI is taking and disrupting white-collar jobs.

University degrees no longer guarantee success.

U.S. gov laying off thousands.

Medicaid, Medicare, and Social Security threatened.

Tariffs dramatically threaten global trade.

Global relations upended with friends and foes alike.

War in Europe could spread.

The one percent now account for fifty percent of consumer spending.

And recent data shows consumer spend shrinking.

2025 GDP forecast downgraded.

Homelessness on the rise.

Depression on the rise.

Economic uncertainty increases suicide risk.

Unions weak despite recent victories.

All this, and you still want a raise? Well, why not? I’ve always felt –– maybe foolishly –– that sweeping trends didn’t really affect me as an individual. So yes, despite all the negative crap, let’s ask for more.

But the thing is, all this shit going on has a huge effect on how we feel. Confidence is required anytime we have to ask for money. I’ve never been able to ask for anything if I wasn’t feeling confident. And this backdrop of global chaos makes me, and probably you, feel more vulnerable than ever. It’s not a great starting point for asking for a raise.

So, how do I ask?

Start by knowing that your opposite, the person you’re negotiating with, is just as affected by the current chaos as you are. They may have the power of the purse, and you don’t, but they are human and blown by what’s going on, too.

Next, know what it is that they value in you. What do they value in your skills, past performance, and relationship with them? Whatever the special thing is you bring to the relationship –– that’s your leverage.

And knowing that they value you should restore some of your confidence. That always helps me.

Now, enter into a discussion with them about what they need, how they see their next steps, and how you can help. Think of the conversation as research or as a discovery session. Don’t think of it as a negotiation.

Think of it as an exchange of ideas, which could easily be a series of discussions, not a one-off.

Through the discussion(s), look for a plan to emerge from a merging of your knowledge and skills with theirs. Know that the more they see you as a colleague and collaborator, the more genuine these discussions will be. So put your head in collaborator mode, not “more for me” mode.

The goal of this exchange, whether as an employee, freelancer, or vendor, is to find a path forward that is in your and their best interest.

I’ve often described the above as changing the context. I’ve used or tried to use this method most of my life. When I got it right, I gained clients, revenue, and colleagues, no matter what was going on around me.

Once you’ve arrived at a plan to move forward, then, and only then, outline the schedule, budget, and deliverables. This is where you ask for what you need to succeed for them and yourself.

Remember, our corporate employers and clients hold huge cash hoards. Our salaries and fees are generally so small they are almost rounding errors. And, with all this chaos, the people we work with –– our clients and employers –– need us as collaborators more than ever.

The post Negotiations: Getting more appeared first on Ted Leonhardt.

“I’m so sorry, but we need another week.”

“But you promised! I have ta present tomorrow!”

“I know, I know, but things changed, and we need…”

***

When you make a promise and don’t deliver your client feels betrayed. They can be thrown into a state of emotional distress and extreme anxiety. Naturally they’ve made commitments to others. Maybe this puts them in a tough spot with their boss. Whatever happens, betrayal puts them in an immensely vulnerable position.

They feel it in the moment. Your need for another week, or more money, or revised deliverables, hits them hard. And the hit can be traumatic.

***

“I can’t believe you’re doing this to me. You were so confident when you scoped out the project…”

“I’m so sorry, but this was completely unexpected, I hope you’ll understand.”

“Understand! Are you crazy. I could lose my job!”

***

Let down, feeling deceived, they’ll remember that emotional hit for a long time. Damaging your relationship, perhaps, beyond repair.

Over promising and underdelivering is a classic problem. And young creatives seem to fall into all the time. I sure did.

People who work in creative services are often eager to please their clients –– meeting all client requests with a “yes we can” attitude. The attitude’s fundamentally good. But off times our eagerness goes too far, and we find ourselves out of budget, out of time, or unable to deliver something promised –– dramatically letting our client down.

It is far better to tell the client in advance, what is needed to meet their needs –– and in the process underpromising, making room to over deliver.

This is key: make room to overdeliver.

Set expectations low –– then exceed them. Deliver more than what was promised. Deliver in less time than expected. Come in under budget. Essentially surprising and delighting the client by managing their expectations.

In my experience the best way to avoid being unable to deliver what we promise is through systems that give us tools for estimating schedule, costs and deliverables. The best systems are based on past work on similar projects that are boiled down into rules of thumb that are easy to understand and remember.

We don’t ever want to lose our desire to please clients. Promising less and delivering more harnesses our desire to please by strategically managing client expectations in a positive way, for us –– and them.

***

“Thank you so much for being done ahead of time. The stress I went through with the other agency was unbelievable. Thank you, thank you, thank you.”

***

That’s the feeling we want to leave out clients with.

The post Negotiations: Betrayal appeared first on Ted Leonhardt.

“Ted, if you decided to open your own business, I’ll give you all the Alyeska work.”

Mike’s promise made my journey possible.

We launched our business the following week.

In that moment, Mike Dederer of Jay Rockey Public Relations became my model client.

Mike’s role and the nature of his firm — being in public relations — meant that I couldn’t target other PR companies directly, as they were his competitors. Instead, I focused on what made Mike exceptional: his skills as a writer, a gifted communication strategist, and a thoughtful manager. On a personal note, Mike was also an avid skier and one of the founders of Crystal Mountain, which added a relatable touch to our professional connection.

It soon became clear that the work we delivered for Mike was exactly what many of Seattle’s most established firms required. Whether it was banks, large retailers, manufacturers, insurance companies, phone companies, or even emerging tech startups, these organizations all needed robust design support for their marketing and corporate communications efforts. The professionals in charge — often writers, some with sales and marketing backgrounds — worked within tight-knit in-house teams. They valued well-crafted communication materials and enjoyed collaborating with visual storytellers who shared their passion for quality work. Many were also connected through the same professional associations, which helped me further define future clients.

Knowing precisely who our ideal clients were was only the first step. The next challenge was to connect with them in a manner that was genuine and far from “salesy,” especially when approaching individuals with greater professional status. Initially, despite having their contact details at my fingertips, I relied on word of mouth following our business launch. Slowly but surely, the phone began to ring, and we landed a significant opportunity from a professional referral — designing the annual report for Rainier Bank, Seattle’s second-largest bank.

Then came an unexpected stroke of luck thanks to the network of print sales professionals. These folks earned hefty commissions and were highly motivated. And they were deeply connected within the marketing, advertising, and PR communities. They often worked with clients in need of printed communications but lacking in-house design expertise.

Our mutual interests made us extensions of each other’s sales effort, providing introductions that allowed me to move past my hesitations about initiating contact. When prospects asked how we would approach their projects, it felt natural to step in and share my insights.

Our strategy evolved further with a targeted mailing campaign. With a clear list of contacts in hand, we began sending samples of our work. Initially, we mailed only when we had a standout project to showcase, but over time, it became a regular, monthly effort. Each mailing included a brief description of the featured project, which consistently prompted prospective clients to reach out. Although we were often one of several providers under consideration, every new presentation refined our approach and contributed to our growth.

As our reputation grew, invitations to speak at professional organizations began to arrive — an early sign of thought leadership, even before I knew the term. Throughout this journey, the clients we connected with most effectively shared characteristics with Mike Dederer: they were writers who appreciated excellence, employed by large (often public) companies, and held positions just shy of the C-suite.

I often likened our marketing efforts to the ripples created when a pebble is dropped into a lake. The initial splash represented our next ideal client, while the successive rings reached out to similar professionals — each ripple extending our influence further into the business community.

Sadly, I never skied with Mike. Wish I had.

The post Negotiations: Finding ideal clients appeared first on Ted Leonhardt.

When I investigate, I enter a learning mode, reducing my anxiety.

By considering negotiation the first creative activity in a project, I create the opportunity to shape the project to meet my needs and those of the client.

For me, replacing negotiation with investigation eliminates the potential for conflict and reduces my fear of confrontation to a manageable level.

Here’s the issue. It all starts with a feeling: Someone asks me for something, and I instantaneously feel an internal tug. My need to say yes quickly rises to an overwhelming level –– even though I know saying yes could set me up for less than the best result. It’s as though I can’t bear feeling responsible for disappointing others.

Maybe I’m too sensitive. I like to think I’m pretty good at empathizing with people and intuiting their feelings. Many of the creative professionals I work with are, too. But while our sensitivity creates a deep emotional attachment to our work and those we work with, it can also turn us into lousy negotiators. I often hear complaints like:

“I never want others to think I’m being pushy or mean.”

“I’m afraid I’ll lose the opportunity if I ask for too much.”

“I hate confrontation.”

I’ve rolled over and given in to these feelings of insecurity far too many times. Why?

Well, the easiest way to make that bad feeling disappear is to compromise and say yes.

“Yes,” I hear myself saying, even though the money is too small, the schedule too short, and the deliverables too large.

But over time, I’ve learned that my ‘yes’ impulse is a signal to self. I can’t shut down the impulse I think it’s somehow simply built into my psyche. But I can channel it into a productive use.

“Ted, could you get the drawing done by ten tomorrow morning?”

I’m so thrilled that someone wants me to draw something I feel an almost desperate need to say yes. I want to scream yes! But noting the feeling, I pause, just for a microsecond I pause, and instead of yes I ask:

“Isn’t the art intended for your presentation next week?”

And she replies, giving me a bit more information with, “Yes, a week from Friday is the big day…”

Note that I didn’t ask why tomorrow at ten. I asked a slightly more open-ended question to expand the frame beyond tomorrow and, hopefully, help her think beyond what she originally asked.

Naturally, she told me that she hoped to show the drawing to her boss in the morning but quickly adjusted, realizing she could do that later.

By asking a question and thinking of the negotiation as an investigation, my anxiety that comes from the fear of letting others down or the fear that I must say yes to be considered worthy slips away. What replaces it is gentle question-asking that opens the conversation to more possibilities.

Thinking of negotiations as investigation means exploring with our clients to find pathways forward that neither of us would have found on our own. Open-ended questions encourage thoughtful, expansive responses. Here are some of my favorites:

Please tell me more about that.

What did you think about it?

What do you think is the best path forward?

How could we respond differently?

What would you say the goal is?

Help me understand…?

What’s the best way for me to understand the audience?

Does an example you admire come to mind?

Have you done something like this before? What was that like?

How does this project support the overall strategy?

The key is to be curious about the other person, their challenges, and the overall context. The great thing about questioning is that it signals genuine interest, making the other person feel valued. In a very natural way, questioning helps you better understand the other person.

When negotiation becomes an investigation, the creative process begins, and the fear we associate with bargaining evaporates.

The post Negotiations: Opportunity to learn appeared first on Ted Leonhardt.

Unrestrained pride can cost you friends, employees, clients, deals and even your life.

Yep, hubris is dangerous and life-threatening.

And, like the common cold, we can all catch it.

Yes, I’m intimately familiar with hubris.

Here’s how it rolls out for me. First, I find myself striving to achieve something; then I slip into achievement mode –– where I feel all comfy with my accomplishments –– and then when I’m least self-aware, hubris bites.

Striver, achiever, hubris. I’ve experienced this pattern more often than I care to admit.

The trick, especially at work –– but actually anywhere –– is recognizing hubris and adjusting our behavior before it causes damage. Hubris has a sneaky way of warping our self-awareness when we need it most. And along the way it damages relationships, limits collaboration, hinders learning, and costs us deals. Ultimately, being humble will always garner the most positive response.

The lesson

My Hubris demon struck when I was taking fast driving lessons from a Bobby Unser at a local track. It was part of a promotion sponsored by Audi. Bobby is famous and I was lucky to be there.

Among the four of us in the car (Bobby, me and two fellow students), I was the last to take the wheel. Eager to do my best, I focused intently on the instructor’s directions.

I wanted to look good. I wanted to demonstrate mastery.

I gripped the wheel and zeroed in on the track, the car, and the dynamics in play.

After the first couple of circuits, our instructor praised my technique. I felt myself relax as I guided us with a surge of confidence into the next bend. I realized just a bit too late that I was going too fast. The car, destabilized by a slight lift in the track, lost traction, started to slide sideways, and then spun off the track entirely out of my control. We came to rest in a dramatic cloud of dust.

A moment of quiet followed. We all breathed a sigh of relief as the dust settled. Bobby tur turned to me and said: “My compliments went right to your head.”

In seconds, I had gone from striving to achieving to hubris. Worse, I put us all at risk.

Hubris

Hubris is an extreme and unreasonable feeling of pride and confidence in yourself and your abilities or achievements.

Unchecked, hubris can lead to shame, humiliation, and — without correction — disaster. It is a word that captures why so many successful leaders sabotage their careers and blow deals when they get caught up in thinking they are all powerful. Hubris exactly describes what I experienced on the track that day.

When Bobby’s praise went to my head, success amplified into hubris, warping my understanding of my skill level, and it put everyone at risk.

Critical feedback is a requirement for long-term success. Success at a hubristic level blocks our ability to hear critique. Not hearing the insights critical feedback can provide us is dangerous, especially at work. Without critical feedback, anyone in a management role at any level can become hubristic, not realizing their limitations and weaknesses. We may be well-intentioned, but it’s far too easy not to be aware of our blind spots.

So, how can you tell when confidence is approaching hubris? Here are some signs I’ve seen in myself and others in the workplace:

1. You refrain from talking with your customers.

I had a colleague once tell me that he actively avoids his clients. He said, “I’m terrible in those client meetings. My time is way better spent thinking strategically about my own business.” Avoiding what your clients think puts you in a hubristic danger zone. Being in touch with clients allows you to solve problems when they are small enough to handle. Clients can help us see opportunities for improvement that only they can alert us to. Thinking we’re too important to spend the time to talk with clients is a warning sign that success is leading us to hubris.

2. You blame others.

If “Whose fault is it?” is the first question you ask colleagues when something goes wrong, you may be experiencing hubris. Not seeing issues as an opportunity to improve is a mistake. Blaming others when a negotiation goes wrong rather than taking responsibility damages others. And, it shows you are blind to underlying problems.

3. You get defensive.

If you feel defensive with small challenges from staff, partners, or prospects, you may be experiencing hubris. The protective feeling of safety that success provides can get in the way of self-examination. Remember: We all have to reflect on our work and our shortcomings to get better at anything.

4. Your team is scared to disagree with you.

If your team always agrees with you, you may have created a problem-avoidance culture in which people do not feel safe enough to disagree. Perhaps you’ve marginalized or, worse, fired those who’ve dared to disagree. Having a team that’s afraid to call it like they see it is a significant sign of hubris among leadership.

5. You make all final decisions.

Yes, making decisions with a big committee can be slow and cumbersome. And yes, you may be capable of making decisions on your own. However, not seeking insights from those you work with is a warning sign of hubris. When making decisions, asking for others’ advice is a sign of strength, not weakness.

6. You always have lunch with the same people.

Being close with only a few peers can separate you from others who can help you, your career, and the organization. I must confess: I used to only have lunch with the same people. I remember doing it deliberately to avoid the discomfort of meeting new people as well as the potential that others might make suggestions about my work. It was a comforting habit that didn’t help me grow and improve. I wasted opportunities to learn from others.

7. Your goals are unreasonable.

Big, audacious goals are often motivating. The idea is to reach for the stars, think big, and go for it. This can be positive and help you get out of the day-to-day thinking and into “what’s possible” thinking. However, problems arise when the audacious goals become ridiculous, and people aren’t willing to tell you it’s silly or overblown. Setting unreasonable goals is one of the biggest signs of hubris.

Hubris is a demon that will destroy relationships, lose deals, and, at worst, become life-threatening.

The post Negotiations: Hubris, an internal demon appeared first on Ted Leonhardt.

According to Omnicom’s John Wren, the purpose of the deal to acquire IPG is to scale capabilities in media buying, data, and technology to compete with Publicis. Creativity doesn’t seem to play a big part in his reported thinking.

Omnicom is the second largest holding company, Publicis is number one at the moment, and WPP has been the biggest in recent times.

Wren, and IPGs CEO Philippe Krakowsky, want to reduce dependence on advertising and traditional big-budget creative work. I think this is where competitors will focus much of their efforts to counter these big guys.

They say they want to bring predictable, recurring revenues, long a goal of neoliberal shareholder value focused CEOs, and to become a “premier marketing and sales partner” for clients. “It takes us out of all the baggage that you might find in a legacy advertising group,” Wren said. This makes me think that Wren doesn’t understand how creativity actually works—it’s just baggage.

Together, they say they’ll offer “data and technology platforms enabling new offerings to serve our clients better and drive growth.” I think this is just further evidence that Wren is only focused on Wall Street. That’s his job, of course: creating shareholder value.

Google, Meta, and Amazon have been taking marketing revenue away from traditional agencies for years. Now, they have the resources to create and use AI tools, making it even easier to generate cheaper and apparently more effective marketing.

It seems to me that Omnicom, with the IPG acquisition, is trying to be more like the tech giants. Is that smart? Amazon, Google, and Meta have way deeper pockets, and they own all the AI that Omnicom is counting on. It sounds like playing catch-up with a shrinking hand.

I know that staff, especially creative folk, are worried about their jobs. Omnicom and IPG say they plan to find savings from combining office space, automation, and offshoring in cheaper locations. Wren said job cuts will be focused on “overhead” roles rather than “client-servicing” positions. We’ll see.

I wonder if all this focus on technology will cause the emergence of a whole new crop of human-driven small creative shops that will replace the people doing creative work currently employed by traditional agencies. Perhaps this will drive the big guys to give up on doing creative internally and just get creative from independent shops.

Finally, someone smarter than me has probably already pointed out that if these big holding companies were super healthy and growing ‘same-store sales,’ as they say, these mergers would not be happening. It looks to me like the merger signals weakness in Adland, not strength.

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