Is doing better enough? Marketing professional Harry Beckwith asks us to imagine the typical year-end company meeting in which the CEO’s approach to continued success is "Let’s look at what we did last year, and do at least 15% better."

Upon his return to the company he founded, Steve Jobs’ first executive action was to announce that Apple would scrub almost all of the 300+ projects currently under development and instead focus on no more than four.

Would you rather be hired for your ability to execute, or your ability to solve? Which is more valuable?

Do you perform an annual assessment of your firm’s strengths and weaknesses? Most of the firms in this habit have a similar way of interpreting the results: breeze right past the strengths and instead focus laser-like on the weaknesses. In extreme cases, managers ignore the findings about strengths altogether and quite literally obsess about the weaknesses.

If it feels like you’re in an unrelenting race for new business, competing against agencies offering similar services in a similar way, there’s an easy way out: stop offering similar services. The new business frustration experienced by talented agency teams is largely of their own making, the result of getting caught in a cycle of “harvesting” instead of “planting.”

Agencies are routinely given various “Scopes of Work,” then dutifully proceed to fulfill their client’s requests. But what’s missing from this sequence of events? What should come before the SOW? Our answer: the SOV — Scope of Value.

What makes a great restaurant? The things that are not on the menu. The world’s most mediocre restaurants famously have virtually everything on their menus, making them average at everything and excellent at nothing. Similarly, you could argue that a great museum is defined by the things that are not on the walls. 

If there’s one indisputable economic principle, it’s that incentives matter. Inside professional firms, some incentives are obvious and overt. Firms are highly incentivized to issue timely and accurate billing, for example. The consequences of sloppy invoicing manifest themselves quickly in the form of unhappy, frustrated clients. 

Imagine a coffee shop in which there is only one size coffee. Or an electronics store that sells only one size TV. In the consumer goods world, we are surrounded by options. Small, medium, large, extra-large. Would it make sense for a professional firm — like an agency — to do the same?

If you’re like most agencies and other professional firms, you’re likely missing a critical component in the model upon which you have built your business. Here's why having a cost structure is not the same as having a revenue model …

When a talented ad agency transforms the global reputation of a brand through a brilliant marketing program based on unique customer insights, that’s an example of the kind of high-value problem solving professional firms get hired for in the first place. It’s the kind of “magic” that characterizes knowledge work, creative thinking, and professional expertise …

When sitting face to face with the buyers of your services, remember you’re not just selling the value of the work you create. The value your firm brings to the table is deep and multifaceted. But don’t count on your client to point them out for you …

Knowing the costs of serving your clients is important, but it’s not the same thing as knowing how to price your services. Costing is objective and tactical; pricing is subjective and strategic. Costing uses formulas; pricing requires judgment.

When we walk into a store to purchase a product in a category in which we have no prior experience, how do we make our choice?  Mostly, we depend on value signals.

Exceptionally talented professional firms are distinguished not by what they do, but what they believe.  Their work is unique because their beliefs are unique. They create dissimilar solutions because they have a dissimilar mindset.

Take away timesheets, and most agency executives will proclaim the end of the world.  But back when agencies were earning average profit margins of 30%, there were no agency timesheets.  Talk about cognitive dissonance.

If your firm uses the term “full service” on its website, here are two good reasons you should stop. First, “full service” is one of the phrases that has officially joined the lexicon of expressions so overused they’ve lost their meaning — words like “quality” and “excellence.”

Like all humans, we business executives are subject to what behaviorists call “confirmation bias.” Nowhere is this dynamic displayed more prominently than in professionals’ perception of how well their firm is differentiated from rivals.

Strengths contribute everything; weaknesses contribute nothing. Such was the conclusion of the brilliant Peter Drucker after decades of consulting with some of the world’s best companies.

If every agency in America is a “full-service, integrated marketing communications firm” (like they say they are), why do clients chronically complain about the lack of integration from their agencies?