![]() I recently understood one reason the system Stephen Covey describes in The 7 Habits of Highly Effective People works so well. “Ask yourself what is really building this brand – and don’t forget that the basics like pricing, distribution and visibility are central to success.After Christopher Edwards, revised by author. For instance, don’t underestimate focusing on visibility and building brand consistency – lots of activity and new launches will create noise but not meaning for consumers. “If you really genuinely understand what drives brand success, you can work out where you are best spending your time and argue for it. For me at the moment, that means moving beyond messaging, content and how people feel to how you actually trigger a behaviour change and measure what people do unconsciously.” 7. “Look to the tools and technologies that can take your insights to the next level. Get involved in the mentorship of less experienced colleagues, however informal. “If you can, take a role in shaping your company’s approach to marketing and building brands. How should this brand develop? What should we be in future? You should feel really invested in the success of the brand. “Whether your vision is the same as everyone else’s or not, all planners should have an aspiration for the brand they are working on. Actively create the future for your brand Always ask: we now know this, what does it mean for this project, this brand, this business?”Ħ. If you revisit it a few months later, the learning is still interesting but it’s often too late – the ship has sailed. Think beyond marketing and about how your insights can help with fundamental business decisions. “At the end of any learning phase, take a moment to really think about the results and learn from them right then and there. One of the worst things you can do is let projects drift, and it happens most often when there is a lack of clarity. Simple things like making deadlines clear enable teams to move quickly. “I lay out the process so people can see how we will get to a decision. What would we need to know to inform a decision? What research will take the project forward? When research doesn’t land – and sometimes learning projects can just fizzle out – it is often because the link to decision-making hasn’t been thought through.” 5. I try to think about what would need to be true in the future. ![]() “So, I start with what needs to happen, the decision that needs to be made. Exploratory research can just make everyone feel overwhelmed – we’ve learned a lot, but we still do not know how to answer the question at hand. “Any learning has to be designed in a way that it can be used to make decisions. Whether I am thinking about a growth strategy or a learning brief, I usually write down my broad ideas, share them to see how they land with others, and then we can collectively kick it around and build on it until we all feel confident we’ve got it right.” 4. You get much better input from other people. “If you’ve got something visualised or written down on a page, even if it’s wrong, it feels much more tangible and it is so much easier for people to react to. ![]() It should get to the point where standing in someone else’s shoes feels so normal that you do it naturally whenever you are building strategy, outlining issues or making decisions.” 3. “I think it’s important to make time to understand your consumer and adapt your perspective to theirs, however busy you are. ![]() For me, that means actively looking at every issue from a new and different perspective to unlock the germs of ideas – what do we know about consumers, what different things did we do across markets, what happened with price and in store, and what might that mean?” 2. It’s about identifying the information and insights so teams can get to great, impactful and effective ideas. “The planner role is not always about providing the actual answers or solutions to issues. Based on her extensive experience, she gave the Mindlab Academy her advice on approaching the planning role. In her 20-year career, Sally Smallman, global planning director for whiskies at Diageo, has worked both agency and client-side on leading brands across the world. ![]()
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