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Hello RSM coworkers! I am thrilled to be moving to RSM into a Scheduler roll. I just found out yesterday and want to be as prepared as possible in the next steps.
So here are my questions.
How long does the background study take? I'm guessing admin staff have a study that is faster and less complicated than someone in Tax ect.
When training at home what did you need that wasn't supplied by RSM? My home office is well stocked but I want to be as prepared as possible.
Thanks in advance!
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Anyone looking for a workout partner in Houston?
Happy fishing, fishies.
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Yes. That is how you partner with them. Probe them with questions to get more insights into whatever you may be concepting on. We also (after concepts have been presented internally and agreed upon within creative) - share them with account and strategy to get their input. They can be very helpful along the way with KPIs, insights, etc. They are also the go-to between client and creative so naturally you will partner with them to get the work done. I don’t think it’s necessary to go out of your way, It will just naturally happen. I think whoever told you that is just saying “learn how to be a good partner with everyone. Be open to input.”
You’ll do great!
You’re already on the right track! The best creative relationships I’ve had are ones where we are true collaborators. While I “own” the brief and they “own” the concepts, we truly help each other coauthor both at every phase. I share drafts of briefs, early insights, first ideas and they help me decide what has the most creative potential. On the flip side, they share early concepts with me and I guide them to the ones that are most on brief, and provide “yes, ands…” to plus up the ideas to make them more consumer centric.
As a first step, on the next brief I would ask your strategist if you could be a part of the brief development - you’re not signing up to write it for them, but to riff and be a thought partner. Then, when you get to concepting, I would invite your strategist to just take a look at some early ideas. The key is for both you and the strategist to know that this is work at early phases, do not kill ideas, only provide “yes, ands…” when possible.
Hopefully that helps!
In my experience, partnering is usually more important at mid level and above because that’s where the actual conversations that lead to the creative brief happen, and where creatives (if they’re leading the project) usually get to take a peek to make sure they’re head nodding with the strategy and, at times, push the direction in ways they think will help their team.
At a more junior level it’s definitely still valuable to develop a rapport with your strategist. If they’re good, they’ll make your life easier when you talk to them. Of course ask questions, but also don’t be afraid to pick their brain about the audience, tension, etc. if you’re stuck looking for a way in, need fresh inspiration, or even just need to gut check an idea. Over time you’ll start to learn each other’s taste and things will come easier and easier.
And if they’re worth their weight, your rapport will also extend to preparing you for success in the set up / sell in of the work to clients when they’re in the room too.
Agreed. These relationships only get more important as you move up the food chain. But you can still start to help each other at any level! Ask your strategist questions, show them so early thinking, if they are good, they won’t kill ideas, they’ll help you make them stronger!
Rising Star
I'm not clear what the problem is.
I’m told part of what makes a good AD is partnering with Account and Strategy. What does that really mean?