In times of crisis, our first instinct is to slow down. If it’s a global pandemic, it may feel more like “come to a screeching halt.” It makes sense, right? The road is unknown, things are changing quickly, and plowing ahead may set you up for an unplanned cliff dive. But standing still can be just as dangerous, and a few months of non-movement as a business can leave you years if not decades behind. So it’s eyes up and forward march. But why is it that some companies seem to be better at adapting to the changing landscape than others? 

A few months ago, I was reflecting on my work experience and observations born largely from working with West Coast versus East Coast clients. My experience over decades of working with established blue chip companies (think at least 100 years old) was that they tended to favor rigor and, not surprisingly, logic in driving sound decisions. When I transitioned to working for more West Coast companies (think 20 years old or younger) there was an almost opposite dynamic. These companies seemed comfortable working within ambiguity, and the trick was figuring out how to do great work within that ambiguity instead of seeking to eradicate it. 

Here’s the thing: both are right. There’s a benefit to guidelines and process just as there’s an advantage to innovation and risk-taking.  When I see companies thrive in times of uncertainty, young and old, it’s because they’ve taken lessons from both ends of the spectrum. In short, they’ve created a framework for ambiguity. By working with ambiguity in a systematic way, they’re providing the checks and balances necessary to correct direction as needed while still continuing their momentum. They’re meeting ambiguity with increased velocity. 

Meeting ambiguity with increased velocity in a thoughtful, systematic way is the key to successfully navigating a rapidly changing landscape. If I knew it a few months ago I definitely know it now, even as the notion of “ambiguity” has taken on an entirely new resonance. There’s something emotionally comforting in finding that some of the same tools still apply, and that my natural propensity to take action (fly by the seat of my pants?) is still as good a bet as any. So I thought I would share some of the steps I’ve learned along the way. 

If you’re ready to make friends with ambiguity, here’s how to get started.

The goal here is to embrace the ambiguity, but still be disciplined enough to define a singular problem that you are trying to solve. In reality, the challenge in front of you may be multidimensional, but sometimes you just need to define one dimension to move forward. I often found that in organizations that move quickly, the problem state is either broadly defined or often wrongly stated. If you interrogate the stated problem and relate it back to either a business challenge or a customer need, you’ll get a pretty good sense of whether it is the right problem to run at or not. And if you do identify multiple problems—prioritize. There’s usually a sequence where solving one will naturally begin to unlock the others.

Hypothesizing is my BFF. It is a really critical tool in beginning to address “velocity”—allowing a team to move quickly through relative ambiguity to still deliver great work. Today, there are more tools that allow you to get both quant and qual research fairly quickly, making the chances of true insight much more likely. But even if you aren’t able to do any primary research, fast synthesis of past learning and current landscape dynamics can still generate enough to help you hypothesize. I find that “narrative hypothesizing” where you build out a story or argument is really helpful. You learn quickly whether the argument can hold water, or whether it’s a weak hypothesis and you need to keep working.



One of the hardest parts about working in ambiguity is the natural desire to want to work sequentially. Ah, if only this were possible in every circumstance. But this is where the idea of “velocity” becomes even more important. It’s counter-intuitive to start on creative solutions before strategy is fully baked, or perhaps before insights are identified. But if you’ve done the hypothesizing, you have enough of a framework to understand what to create, and also where to modify when you need to (which you likely will.) My creative colleagues have become adept at understanding that much of the work they begin to develop will never see the light of day, because strategy work is happening in parallel. The creative work may not be bad, it may just prove to be “wrong” once strategy gets farther along. It takes a pretty amazing dose of confidence coupled with a rare lack of ego to really make this work. My hats off to our creative teams everyday for their winning combo in driving with velocity.



Sometimes I forget how comfortable I’ve become working in ambiguity. As new team members join projects for our clients, I’m reminded of just how overwhelming it can feel at first. And that’s where trust comes in. This style of work can take a lot out of you. But it can also be energizing and incredibly exciting. I remain in awe of the rabbits I see my colleagues pulling out of hats every…single…week. And I believe it’s because we’ve built a culture of trust that allows people to work this quickly, fail together, rebuild and build again. Trust is built from each discipline in the group bringing their best, and trusting in the rest of the team to do the same. Generally, there is at least one team member (from strategy or account) who is responsible for keeping the hypothesis thread in mind. They keep the team focused or re-focus as work develops. The lack of ego comes into play when it’s time to tweak, or even abandon good ideas that no longer serve the hypothesis. Having a shared goal, in a high degree of ambiguity, while working with velocity makes this kind of trust a necessity. Ideas are fragile, and they need care when they are being discarded or rebuilt. When you see creative leads who really know how to do this well, and validate the intent (if not the final idea) you see how valuable and motivating that skill is. Be a builder.

These four lessons have helped me and my teams deliver some of the work that I am most proud of, and have kept me nimble and flexible as a leader. When I think about the ambiguity we’re all living through right now, the language we tend to see is largely around inertia. And while it’s true that we must stay home to stay safe, it’s also true that our brains are free to roam. Defining problems, hypothesizing insights, breaking white paper and being a builder are tools I’ll use personally and professionally to help navigate these strange times we’re in. If we’re lucky, perhaps we can turn some of that inertia into ingenuity.


Meeting ambiguity with velocity

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We are entering a new age of brand importance. Companies today face endless channel opportunities and customer journey interactions—all at a lightning fast pace, and at a time when the traditional advertising model has been upended. Though this was already happening, the past year has amplified it tenfold, prompting companies to increase the velocity with which they implement digital strategies to meet the market’s needs. Companies are conflicted on where to focus their attention, and how to build a brand that is flexible enough to encompass all customer experiences without losing its sense of purpose. It’s a lot to take in, and requires a strategy adaptable and resilient enough to meet the challenges ahead.

In this environment, a hybrid approach to brand building can be a secret weapon. In our conversations with clients, we stress that velocity isn’t the issue—it’s whether the brand has embraced a hybrid approach in order to be more unified and effective.


All the technology, data, insights, channels and media in the world do not guarantee successful brands or effective marketing. In a commoditized world, brands are the vehicle to drive differentiation. But when agencies create brands, there tends to be a lot of focus on the delivery channels, so talk of “programmatic”, “performance”, “omni-channel” and other terms begin to dominate the conversation. A lot of this is the direct result of a permanent change to traditional advertising, and the rise of brand as the center point of the conversation. But you don’t see much on what it takes to create a resilient, engaging and effective brand. The realm of brand-building is too often seen as a logo exercise. But great brands are business assets, and as such, they need to be built from a business lens. 

Enter the Hybrid model.

The hybrid model focuses on solving a duality in every brand to ensure its success; *What is the business problem* and *what is the human problem?* When you solve for this duality, you can create brands that drive more valuable human experiences and catalyze growth. This is the next frontier of branding, and few are solving for it well.

We find that a lot of companies approach brand building from a singular audience or product perspective, or as mentioned earlier, from a channel view. Those that do so risk creating a brand that won’t have the relevance it needs to be successful. It may look beautiful, and the creative may be superlative—but if it doesn’t fundamentally help solve a business problem through a human lens, it’s not likely to resonate.

As a hybrid brand consultancy, we spend a lot of time partnering with our clients to ensure we’ve defined the business problem accurately, and really interrogated it. Is the business issue market share, is it product parity, is it lack of awareness, or a fragmented set of audiences? Honing in on the metrics that will actually drive the business helps us to understand how to best leverage the brand as a true business asset. We can then evolve or calibrate the brand to better deliver on that business goal. Sometimes we have a general idea, and we really use research to fundamentally dive in and test our hypothesis around the business problem itself. Other times, it’s not entirely clear why the brand isn’t delivering on the business intent. In those instances we work to understand what the perception gap is in the brand’s core promise vs. its market performance. 

And that’s where solving for the human problem comes into play—the second part of the hybrid approach. Once you’ve identified the business problem to solve, you start to look at your target audience through that lens, and it may change what levers you need to use to engage them. We all know that marketing can’t deliver differentiated experiences if you don’t understand your audience, their mindset, and the most important moments of impact for them. Consumers are less loyal, have higher expectations of personalization, and need brands to meet them on their terms. Once you have the business problem identified, you can go back and really understand the audience as it relates to that business issue. We seek to understand audiences holistically, as people, at the human level, which then helps us to identify all of the areas where the brand needs to show up, but more importantly, also the areas that are of highest value. Not all brand experiences are equal. 

When we solve for both the business problem and the human problem we design brand experiences to ensure that each interaction can stand on its own, but also fit into a broader ecosystem of interactions aligned to a brand’s core promise. Integration makes the brand story complete, preferences enduring, and business outcomes stronger.


It’s not just a hybrid model that helps to craft more effective brands. There’s an ongoing effort to break down silos in agencies and enable talent to really bring a fuller skillset to the table. It plays out at both the business and the cultural level. In our industry today you see ongoing agency consolidation, you see big consulting firms, traditionally focused on business transformation scooping up brand and marketing firms because they want to tap into the hybrid brand model. All of this in the quest for the right hybrid talent. 

At VSA, we’ve always had a hybrid sensibility. We like generalists and specialists alike, because ultimately we care the most about getting to the right idea. When you’re working in a hybrid model, your designers think like strategists, your writers think like designers, and so on. People tap into more of themselves, and it better fulfills their curiosity. They can major and minor at the same time, if you will. Experience has taught me that you’re able to really get the best talent out of your people by letting them bring their fullest selves to work. Egos get checked at the door, and good ideas can come from everywhere. I think this is not just where the future of brands is headed, but the future of work as well. It’s a cultural shift, and it’s one that is going to accelerate this new era of branding.


Getting more mileage out of your brand with a hybrid approach

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VSA CEO Anne-Marie Rosser was recently published in Forbes magazine with her piece, “How To Accelerate Your Business During A Downturn.” Check out an excerpt of the piece below, and [read the full piece in Forbes.](https://www.forbes.com/sites/forbesbusinesscouncil/2023/06/08/how-to-accelerate-your-business-during-a-downturn/?sh=5acfea2e219c)

The outlook for business right now can feel bleak. Few financial experts can agree on what the economy will look like in even one month. Prices are rising. Customers are nervous. And with such volatile economic headwinds, pulling back and waiting out the downturn might seem like a smart defense. But if we’re honest with ourselves as business leaders, we know that pulling back now is not a defense at all. It’s simply a form of paralysis.

As counterintuitive as it seems, I believe now is the time to play offense. And that doesn’t have to mean spending more. What it does mean, though, is acting bravely and reprioritizing your spend for better effect.

Throughout my decades of experience in the agency world, I’ve gotten insight into a wide range of companies and their tactics for navigating economic volatility. Often, we’ve been working right alongside them. The following tactics are certainly not an all-inclusive list, but they are the mindsets I’ve seen work time and again.

### Define Your Constraints

As I lead an agency that cut its teeth in design, I can tell you that designers appreciate constraints—and they’re not alone. Reflecting on your situation and defining the challenges you face is always the best place to start.

A macro example: Most companies have the dual challenge of needing to address both the acquisition of new clients and the retention and growth of existing clients in any given year. But this looks different based on industry and where the company is in its lifecycle, i.e., its circumstances.

Less mature companies or those that are less recession-proof might still need to drive acquisition as the primary focus. Resetting to metrics that drive acquisition in the near term can help focus on limited resources. Conversely, many companies find that retention becomes the primary focus. This move to retention might mean that the budget shifts to more high-touch activations, such as events and in-person workshops—face-to-face time with clients to deepen relationships.


[Continue reading.](https://www.forbes.com/sites/forbesbusinesscouncil/2023/06/08/how-to-accelerate-your-business-during-a-downturn/?sh=5acfea2e219c)

Anne-Marie Rosser published in Forbes

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VSA CEO Anne-Marie Rosser was recently published in Forbes magazine with her piece, “Four Things Your Marketing Agency Wants You To Know About AI.” Check out an excerpt of the piece below, and [click here to read the full piece on Forbes](https://www.forbes.com/sites/forbesbusinesscouncil/2023/10/04/four-things-your-marketing-agency-wants-you-to-know-about-ai/?sh=2b02284f7710).

To say that AI is top of mind for most business leaders feels like an understatement. A recent IBM study found that the [global AI adoption rate was 35% in 2022](https://www.ibm.com/downloads/cas/GVAGA3JP#:~:text=Around%20the%20world%2C%20the%20adoption,of%20AI%20is%20practically%20ubiquitous). And in Q3 2023, [the term “AI” was uttered an average of 3.7 times per S&P 500 analyst call](https://www.reuters.com/technology/companies-double-down-ai-june-quarter-analyst-calls-2023-07-31/#:~:text=The%20terms%20%22AI%22%20or%20%22,the%20same%20time%20last%20quarter)—more than double the previous quarter.

There’s a definite edge of panic to the excitement as companies jockey to showcase they’re incorporating the new tech into their operations and leaders scramble to forecast AI’s impact on their business. Meanwhile, pundits surround them, proclaiming that AI is either the next renaissance or the end of the world.

If you’re a business leader struggling to find your place in the AI discourse, my advice is this: Look to your marketing agency. Here’s why.

Agencies are used to helping businesses work through thorny problems, like cultural shifts, internal reorgs, M&As, new patterns and trends, and a constant drive toward growth. Clients come to them to get ahead or stay ahead, and a big part of that has always been figuring out how to leverage new technologies for a competitive advantage.

Agencies also have a unique finger on the cultural pulse, as they consistently work with different clients in different industries with different perspectives. This gives them a rare ecosystem of use cases, research and conversations that they can dissect and learn from.

As my own agency begins to help our clients create and implement AI strategies, there are four key pieces of advice that keep rising to the top. Here’s what we’ve been telling our clients:

### It’s OK to be a cautious adopter.
 
I’ve been seeing a lot of talk about how if your business doesn’t get into AI right now, you’re going to miss the boat and never get this chance back.

In the words of my colleague, “That’s not how technology works.” In fact, many successful businesses have found their way into emerging technologies by waiting until they stabilize, researching what people like and don’t like about their uses, and capitalizing on that experience to turn out superior products.

Plus, there are still a lot of things, from copyright laws to data protection, that don’t have the guardrails companies need to manage risk in AI adoption.

It’s OK to adopt AI in a way that makes sense for your business. If that means taking huge leaps because risk is in your DNA, great. If that means hanging back and watching what works and what doesn’t before investing, also great. Let your purpose—not the hype—drive your decision-making.

[Click here to continue reading](https://www.forbes.com/sites/forbesbusinesscouncil/2023/10/04/four-things-your-marketing-agency-wants-you-to-know-about-ai/?sh=2b02284f7710).

4 things your marketing agency wants you to know about AI

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VSA’s CEO Anne-Marie Rosser was recently interviewed by Top Interactive Agencies (TIA), where she talked trends, human nature versus data, and the thing people are most surprised to learn about her. See the interview below, or [click here to view the original piece](https://www.topinteractiveagencies.com/digital/agency/leaders/anne-marie-rosser-every-business-or-marketing-problem-is-a-human-problem-to-solve/). 

**To get things rolling, could you share a bit about your journey and how you’ve arrived at this moment in your career?**

I started out in an account role function but really felt that I was doing the strategy lift. At the time, I asked our CEO if I could start a strategy function and he said “sure.” So, I played in the strategy space for about 15 years at a few agencies, and then ultimately decided I wanted to apply what I had learned in strategy to grow relationships in a more consultative way. I did that for about 10 years before moving into a role as agency president and then CEO.

**What’s the best thing about living in Chicago?**

The food and the people! It’s a beautiful city that has scale—but also has great neighborhoods and can feel small. It’s a very livable city. It also has a great food scene with anything you can imagine. Like any city, it’s really about walking the neighborhoods to get a feel for it.

**What are your main focuses at the moment?**

It’s been a really transformational time in the industry at large, and for our agency. So much so that our attention can get very fragmented. My focus now is on prioritization and execution. It’s easy to get distracted, but execution is still imperative, and that requires the ability to prioritize what is most important and let some of the rest wait.

**As CEO, how do you balance the high-level strategic vision with the day-to-day implementation at VSA?**

I’m still learning! As a relatively new CEO, this is one of my challenges. But I think it’s really critical that executives are close to the work to ensure their vision is relevant and achievable. In some ways, vision is the easier part. It’s execution—through the day to day—that determines your success. I have a really great team that challenges me and keeps me honest on both fronts as we try to reserve time that is focused on 50,000-foot issues and time that is reserved for day to day. This helps all of us change gears together.

**In what ways have you encouraged creativity and innovation in your team?**

I want people to experiment and not view it as a failure if an idea doesn’t work out. This doesn’t relate just to client work, but to our own internal structure and processes as well. Right now I think it’s about staying very close to culture and the pace of change, and encouraging teams to meet clients where they are while still having the courage of their convictions. We also have an internal drive to “own” ideas and innovation. We hold each other accountable.


**Can you provide examples of how VSA has successfully activated meaningful experiences for its clients in today’s noisy world?**

Most recently, we rolled out a campaign for our client FactSet that I think really embodies that goal. FactSet is a global financial digital platform and enterprise solutions provider—it’s heavily in the B2B space. When we were designing the campaign for them, we thought about how so much of B2B advertising is frankly very boring and decided to do something different. The campaign has three different spots, and they’re all really funny! [You can check them out here](https://vsapartners.com/news-ideas/factset-says-no-to-boring-b2b-advertising). We think that a smart departure like this from the category norms makes B2B brands stand out in a good way and keeps people thinking about that brand experience long after.

**When it comes to creating digital ecosystems that connect with audiences, what elements do you believe are the most important for brands to prioritize?**

Honestly, I think it comes back to basics versus always focusing on just “what’s new” in digital. For an ecosystem to work, it has to have movement, and that means 1) know your audience and what they are about, and then 2) reduce friction as they move freely within the ecosystem. If you miss these fundamentals, the rest doesn’t work. I think the other secret is in your question itself: “prioritize”. As I mentioned a few answers ago, prioritization isn’t easy—it takes real discipline. Brands that can prioritize, which inherently means giving other things up, stand a much better change of thriving.

**What do you think will be the key trends for staying relevant in 2024 and beyond?**

Relevancy is achieved by deeply understanding your audience and acknowledging that even once you know them deeply, you’re never done. You have to keep returning to that well to understand what has changed, because what’s relevant to them changes. Trends can be significant or fleeting, but certainly understanding cultural currency is important. It becomes truly meaningful only when you can connect it back to your specific audience and what they care about. So, I guess I’m less concerned about the trends that may stay or go, and more about how audiences are shifting their attention and why.

**Where do you see the human-centered design going?**

What a great question. Our purpose is to “design for a better human experience,” which is a lofty goal for an agency. But it’s because we fundamentally believe that behind every business or marketing problem is a human problem to solve. There is more and more data that supposedly tells us EXACTLY what people want and where. I think it’s useful to take some of that data with a grain of salt because it is inherently backwards looking. People are unpredictable, so human-centered design in part means remembering the human tendency to surprise and remembering to have empathy for a real human problem that needs to be solved. Sometimes trusting your gut and pushing to disrupt the data is the best way to think about where human-centered design will go because it looks forward rather than back.

**In today’s technological landscape, what recent developments or trends make you say, “wow”?**

I would have to say TikTok is the platform or emergent player that I still say “wow” to in terms of how disrupting it is. It is fundamentally changing our relationship with all content—news, information, brands, entertainment. Building off of what social platforms started, TikTok is changing information and commerce more profoundly. The biggest takeaway for me is the serious shift in our attention span and how information is consumed. The ongoing shift from a “broadcast to your audience” model to “show up where the conversation is already happening” has big implications for everyone, and I don’t know that we’ve fully cracked the code on what it will mean.

**How would you describe the creative industry in Chicago?**

It’s alive and well. I am seeing small startups of every stripe, including agencies, pop up everywhere and do great work. Chicago remains a place where people are more focused on the ideas and the work than the marquee, so I think that’s a real strength.

**Could you discuss your role within Meet The People and how it aligns with VSA’s goals and values?**

VSA brings brand strategy and activation to the table for MTP. Our deep design heritage and consultative style allows us to go deep with clients to drive results. MTP’s belief that agencies can still be independent while benefiting from shared values and collaboration is part of VSA’s ethos and how we work.

**Do you think someone can get into the field without educational experience in a school environment?**

This is such a great question. As a parent with three kids nearing college age, it’s one I’m asking! I absolutely think that creatives can break into this industry through routes other than traditional education. The most important attributes are having ideas, communication skills, and the ability to collaborate.

**In general, what role do you think designers have to play in building more-accessible societies?**

Designers, creators, writers—they all play a huge role. We know that representation matters, so whether that is via illustration, casting, voice talent or accessibility in technology, they all drive our ability to reflect the world we live in with a more accurate and inclusive approach. It’s exciting. We don’t always get it right, but it’s something we continue to challenge our creative teams to think through.

**Who or what has been your biggest source of inspiration in your personal life and how has it influenced your creative work?**

My mom is an artist, and I think spending summers with her growing up in New York was very formative. Learning to see and appreciate aesthetics in all different areas of life is a huge part of my work life, but also my life outside of work. While I’m not a creative and came up through strategy, I am fascinated by the work that creative can do. I speak the language.

**When you have free time, what hobbies or leisure activities do you find most enjoyable and rejuvenating?**

I’ve been a bookworm for life, and then just being outside, gardening, travel. All the good things!

**From your personal standpoint, what global issues are you most passionate about and why?**

There are so many! But I would say that issues around women’s rights are closest to me. This is because of my own experience, but also having three kids at a time when access to women’s rights are being reduced. I’m also very cognizant of what has been changing in the workplace for women and how I can model the type of behavior and leadership that I feel women should be able to claim for themselves. There is still a lot of “micro-misogyny” out there: exclusionary behaviors, mansplaining, lack of confidence in a different leadership style that favors listening as much as pontificating.

**Can you name a fun-fact people would be surprised to learn about you?**

People tend to be surprised by my sleeve tattoos. That’s not the vibe I give off when people first meet me (apparently).

Anne-Marie Rosser interviewed by Top Interactive Agencies

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VSA’s CEO Anne-Marie Rosser was recently interviewed by AdForum's India Fizer to discuss how she believes the advertising industry can create more gender parity. 

From the importance of cultivating a network early in your career to combating ageism, check out Anne-Marie’s thoughts on fostering better workplaces for women below, or [click here to view the original article](https://www.adforum.com/interviews/vsas-ceo-anne-marie-rosser-leads-with-empathy-humor-and-accountability).

**In what ways can women in advertising pave the way for or support younger women hoping to break into advertising?**

There are so many simple but meaningful things that we can do. For starters, I try to always say yes to young women who reach out to me asking to learn more about the industry. It’s easy to do and I always want to encourage young women who put themselves out there. I also tell women early on to build their network and to nurture it. It’s something I didn’t know starting out, and it’s imperative. Calling women into group conversations is really important, particularly in a hybrid workforce. Fostering a safe space where they can be heard and have room to contribute builds confidence. And finally, from what I’ve seen, women in general tend to have more imposter syndrome. So celebrating successes, calling out women’s achievements and encouraging women to advocate for their place are all key leadership contributions to helping younger women succeed.
 
**How can we close the gap created by ageism, especially among women, in the industry?**
 
This is a broader societal issue, but I think one simple way is to demystify the topic of age with women. I don’t try to hide my age, and I comfortably tell people my age — even if I understand that this may cause discomfort. But we have a long way to go in this regard. There is still a heavy bias that women of a certain age have nothing to contribute and the best way to prove this wrong is to be active and to stay in the workforce in leadership positions as long as men do.

**How does your experience as a woman in marketing inform your work?**

One of the best aspects of being involved in marketing is that it allows you to peek behind the scenes of multiple industries and companies without having to work in them. I’ve been able to see first-hand the company cultures in multiple finance firms, the tech sector, CPG and retail. Within those, you sometimes see microcosms of cultures that appear to more consistently support women and those that don’t. I was lucky enough to get to have a seat at the table with Fortune 100 CEOs from when I was relatively young. This exposure gave me the confidence to demand a seat at the table in my own company throughout my career. It’s also allowed me to accept that I don’t need to model my leadership style based on my male colleagues — I can put forth my own leadership style, driven by empathy, humor and accountability.


**Gen Z is a generation of digital pioneers and has shifted the framework of many industries. How has this new generation of young women impacted the advertising industry, and where do you anticipate they will improve the workplace going forward?** 

The question positions women as “digital pioneers,” and I just think this is inherently powerful in and of itself. Having young women who are fluent in technology from the jump feels like an important change because it’s so integral to our world now. I see young women already changing the workforce by better understanding their value, more clearly competing for work or mindshare within an agency, and advocating for their own growth and compensation. It's exciting!


Creating gender parity in the ad industry

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*VSA’s CEO Anne-Marie Rosser was recently featured in Big Think, where she laid out the ways leaders can adapt to better serve today’s modern workforce and business needs. [Check out the original article here](https://bigthink.com/business/5-ways-for-leaders-to-evolve-with-the-modern-workforce/).* 

The American workforce has changed dramatically in the past few years. From workplace attitudes to demographics, the values and makeup of today’s employees present a whole new set of challenges (and opportunities) for today’s leaders. 

Just a few examples: 

- Gen Z is poised to [outnumber boomers](https://www.glassdoor.com/research/workplace-trends-2024) in the full-time workforce
- 58% of white-collar workers prefer to [work remotely](https://www.usatoday.com/money/blueprint/business/hr-payroll/remote-work-statistics/) at least three days a week
- 47% of workers are [not focused](https://www.cnbc.com/2024/01/23/employers-and-workers-are-at-odds-over-work-life-balance.html) on career progression at all
- The number of women in the U.S. workforce continues to [reach historic levels](https://www.cnn.com/2023/07/07/economy/women-labor-force-participation/index.html)

Whether you’re a seasoned or new leader, managing this changing workforce requires a pivot in leadership style. Even coming in fresh doesn’t stop you from picking up mindsets and communication tactics from your predecessors that will not serve you in this new era. 

Take it from me — I’ve spent the last two years learning how to best lead in a work environment notably different from that in my early career, and seeing firsthand the shifting dynamics of the modern workforce. 

These are the insights I have found to be most valuable in adjusting to the modern workforce and dissolving obstacles to successful leadership. 

##### 1. When the call comes, it’s OK to question

When I was first asked to step into the CEO role, I didn’t know if I wanted it. I actually think that’s a good thing. With a healthy dose of imposter syndrome and respect for the responsibility of that kind of position, my introspection and deliberation around accepting the role was key to building my vision of how I wanted to lead. 

I am never going to be a “command and control”-style leader. It might come across as less assertive, but pretending I was that kind of leader would be inauthentic, to say the least. Instead, my leadership style favors an ensemble approach. Building a team of complementary strengths can result in a more multidimensional leadership team. I’m accountable and I drive decisions, but I get there through listening and collaboration. This approach, coupled with radical transparency, has offered optimal ways to motivate my team to do their best work. 

That doesn’t mean that this style is for everyone. Sometimes you need a hard-line leader. But all those who are called to the CEO position should take the chance to reflect on both their best attributes, and the unique needs and styles of their teams. 


##### 2. Don’t be afraid to ruthlessly prioritize 

There are limited hours in the day. And with today’s workforce increasingly seeking work-life balance, we all should be more realistic with what we think we can actually accomplish. But if the first step is to prioritize, the second step is to over-communicate these priorities and the reasoning behind them. As the Irish playwright George Bernard Shaw noted, “The single biggest problem with communication is the illusion that it has taken place.”

Be overly communicative to familiarize your team with your preferences on assigning priority. Ensuring everyone understands what is important, why it’s important, and the order in which tasks need to be completed helps keep teams aligned with the mission and vision of the organization. 

Some people might disagree with the process or why certain tasks are prioritized above others, but at least the plan will be clear. And in fact, being open to fielding — and overcoming — objections should add confidence to your vision and help demonstrate the reasoning behind your approach if it is indeed the correct course of action.

##### 3. Keep your vision 20/20

In my observations, younger workers are frequently more concerned with short-term goals, while older workers better understand the long-term pursuits. This doesn’t mean that younger workers are wrong — you need to have accomplishments that keep people motivated and engage in activities that pay off today. 

I balance these tendencies by setting goals and priorities within shorter time frames and driving accountability for these small stepping stones. I then remind my team of our most immediate priorities and how they relate to our long-term mission. Pulling that thread through from short term to long term, and keeping up consistent communication, is key to ensuring younger generations feel satisfied and fulfilled while protecting a cohesive long-term vision.



##### 4. Foster accountability from afar

It’s more and more likely that as a leader, you’ll be overseeing a dispersed, remote workforce — at least part of the week. With this shift come fears of productivity — specifically, how much are employees working? This is just my personal opinion, but I would much rather focus on the quality of work over the number of hours it took to produce. 

Given the increasing importance of work-life balance, fewer employers are demanding 70- or 80-hour workweeks because employees are refusing to work them. And that’s a great thing! The average number of working hours a week has significantly changed since I started my career, and ensuring that employees are satisfied with their workload is critical to retaining top talent. 

Remembering that we’re all adults goes a long way. People don’t like to be policed, and the reality is that people have different flavors of “productivity” — particularly in a creative organization. Some people work their best in short, high-energy bursts. Others are reflective and take time to come to a creative breakthrough. The more reflective style isn’t automatically better because it’s more hours. Recognizing this and giving people autonomy — while still making them accountable for quality — is the balance we’ve found works best. We also have to remind people that as much as we respect work-life balance, we are still in a service industry. So there are times when we need to work late or work a weekend, but we try to make that the exception rather than the rule. 

And lastly, you’ll need to again over-communicate. Be clear with your teams about what success looks like — defining it and properly awarding it. 

##### 5. You can’t please everyone 

Women in particular tend to be people pleasers. But you will burn out and be paralyzed with indecision if you try to ensure that everyone is happy. Leaders have a duty to do right by their people. They also have a duty to do right by the business so that they can continue to do right by their people. 

If you’re leading through hard times, you’re going to let people down. Taking the reins during a turnaround or transformation is really different from leading during hockey stick growth. The only way to move forward — that I’ve found — is to square that disappointment with optimism both in yourself and in the future. 

But being optimistic doesn’t mean you’re hiding business challenges from your employees. You can be transparent about the situation and the choices you’re making, and why. But you can also show them how the tough calls you’re making today ensure that the business can get through the current environment, and how those who stick it out now will be rewarded in the future. 

You might have some employees who decide they don’t want to wait it out, and that’s OK. Being a great leader means creating an environment where everyone is there because they feel a part of something and are committed to its success. And that kind of environment can only be founded on honesty and a shared vision of the future. 


##### Leading for tomorrow

Overall, I see the changes in the workforce as a wonderful thing. Parents have more time to parent, artists have more time to make art and we’re all building the next iteration of best business practices together. 

It is equal parts exciting and challenging to be a leader right now. But I believe that by leading with empathy, transparency and accountability, we can welcome and foster diverse perspectives and new ways of working, and contribute to a better way of doing business for the coming generations.

5 ways for leaders to evolve with the modern workforce

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*This article was originally published on Forbes. [Click here to read the original piece](https://www.forbes.com/councils/forbesbusinesscouncil/2024/10/15/the-power-of-brand-choosing-the-right-lever-for-your-business-challenge/).*

When your business is at an inflection point, one of the most powerful levers you can pull is the one marked “brand.” Why? Because evolving the brand strategy at pivotal moments can help quickly signal a shift in the company to key stakeholders—driving belief and assuring audiences through inevitable change. There are a few key phases in a business cycle when deploying a brand especially pays off.

In the following scenarios, here’s how to best use branding to your advantage.

##### Go To Market

When you’re entering a marketplace, your biggest challenge is a lack of awareness. And your second-biggest challenge is your target audience’s apathy. In this scenario, brand drives differentiation.

The first step to pulling this lever is to develop brand positioning that distinguishes you from your competitors. What is everyone else saying, and how can you show up in a way that is meaningful, ownable and authentic?

The next step is to develop brand messaging that builds consistency around this differentiated positioning. Everywhere your potential customers experience your brand, they should have a compelling and cohesive experience.

The final step is developing a strong visual identity for brand recall. The visual identity should be informed by your positioning and industry and feel differentiated in the category without becoming trendy.

##### IPO

I’ve worked with a lot of companies preparing for their IPO, and the No. 1 priority here is investor education. Investors might be wary of taking on too much risk or remain unclear on the growth potential. So, here, brand really works to establish credibility.

The first and most valuable thing you can do is merge business strategy with brand strategy. Brand shouldn’t just live in the marketing department—it should be an embodiment of your business strategy and activated across the different business units.

Businesses will often then undergo “professionalizing” to prepare for rapid growth. That means giving the brand a cohesive identity and expression guides and, often, leveling up the appearance of the brand for a broader, more discerning audience.

Then, you really just want to get that new brand out there as much as possible. Investor relationships branding that communicates the growth and potential is a great start, as is brand storytelling that highlights the business journey and its future. And, of course, you'll want to include media and PR strategy, as well as content that generates positive sentiment and casts your brand in a responsible, authentic light.





##### Mergers And Acquisitions

Another phase when brand is a benefit is during mergers and acquisitions. These big business changes often beget confusion and uncertainty, both externally and internally.

The biggest landmine here is emotion. Both companies are likely to feel strongly about their brands and about what should change or stay the same. It doesn't have to be a zero-sum game. I usually advise that companies undergoing this change engage in some research to uncover how their audiences perceive them. Determining brand equity via data can help alleviate emotion-driven decisions, and so can crafting a brand that works hard to put the best attributes forward, whatever those might be.

Usually, the data will suggest one of three things: sunsetting all but one existing brand, turning some brands into subbrands or creating a new, unified brand. Whatever the data indicates, the most important thing to keep in mind is that any rebrand or reorganization must be paired with internal and external communications that educate clients or customers on how this M&A activity will benefit them. This can be done through PR, internal branding and employee engagement and content marketing—all of which should work in tandem to communicate the strengths and benefits of the merger.

##### Modernizing A Legacy Brand

Compared to startups, leaders at legacy businesses with incredible heritages face the unique challenge of keeping their brand feeling fresh and modern without losing the earned gravitas of its experience. Without consistent brand maintenance, companies can slowly start to slip into obsolescence, as customers perceive them as stodgy and outdated.

I often encourage our clients to engage in brand evolutions, not revolutions. Your customers are with you for a reason. It’s not about changing completely; it’s about changing the right things so that you’re relevant to your audience’s needs today.

Brand’s power here is in fostering relevance. You can start with an equity study to gain an understanding of what works and what needs to change. After you have the insights to move forward, you can engage in a brand refresh across your identity and expression. This can then be pulled down into your owned channels, particularly via a digital update to websites and mobile app experiences.

For some clients, I also recommend influencer and brand partnerships to develop cultural relevance and to get in front of a younger audience that might not know you as well as their predecessors.




##### Preparing For Takeoff

Marketers today are under ever-increasing pressure to deliver results on the investments they make. Branding can be a powerful tool to drive your business objectives, but before taking action, think critically about the challenges you’re trying to solve. Investing in professionalizing your brand won’t work if you’re fighting irrelevance, and rebranding immediately after an M&A won’t help if you don’t know what brand attributes are necessary to carry forward. Making decisions without doing this work is like a surgeon trying to operate without a diagnosis or an auto mechanic removing an engine without knowing what that warning light means.

Identifying which lever to pull will give you a crystal-clear idea of what you’re up against and start to shed light on the right ways to overcome it. Then, you can go about identifying brand strategies to aid in your fight. This focused approach can help you turn your next inflection point into your next career highlight.

The power of brand: choosing the right lever for your business challenge

Soccer players on a field shot from above

Anne-Marie Rosser

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