I work in the research department of a large agency. I get pressure to change or de-emphasize clients’ measurement reports when they aren’t favorable to us. But I think we should learn even from the ones with bad news. How do I get my boss to understand?
Remind your boss (tactfully) that using research to find failure is only the first step in the larger process of fixing those failures. And that your clients will think more of you for doing the fixing than for hiding the failure.
Measuring failure is a concept that most people find hard to deal with, but it is undoubtedly the most powerful weapon in our arsenal. It makes us smarter, more efficient and cost effective. By learning what doesn’t work, we can better apply limited resources to maximum effect. By identifying weaknesses in a PR program and eliminating them, the overall program is made stronger.
The problem is, of course, that most of us hate to find out we are wrong or have made a mistake, especially in a business environment where competition is fierce. The key is to learn to profit from one’s errors and thereby become more successful. As Henry C. Link said: “While one person hesitates because he feels inferior, the other is busy making mistakes and becoming superior.”
The way your boss behaves is not so uncommon. Look at it from his point of view: He probably feels he is protecting the business—and your job—by making the agency look good. (And sometimes—but not often—he just might be making the right move.)
In the long run, however, the agency that uses measurement properly is the agency that does the best job for the client. And is therefore the agency that will hold on to the client and get new clients. Good luck. -KDP