PR Perspective
New Business Human Resources: Homo Sapiens and New Business Pressures

By Bill Colbourne, CEO, Pearlfinders

Homo Sapiens Sapiens is at the top of the food chain (currently…). We got there by sharing - extending what it is we identify as being our team; caring - looking out for each other even when sick etc.; and trading – transacting on surplus, and forging new connections. However, in an average new business department you may be forgiven for feeling a more primitive ancestor is back in charge, as one or more of these guiding principles is brushed under the carpet in the name of short-term budgets and targets.

This environment gives rise to the familiar cry ‘new business is the worst job in the agency’. I don’t think this is true; it's just that there are highs and lows, and the lows tend to last quite a lot longer than the highs. Colleagues (and boardrooms) quickly forget the last success (usually takes around 24 hours) and look to anticipate the next new business win in the pipeline.

This relentless and often poorly distributed pressure is a reality of the job for many, but if HR is properly managed the highs can last longer and the job can be far more rewarding. So what can be done to make human beings both the strongest and the happiest link in the new business chain?

Firstly, structure. The burden must be fairly distributed. A structure that works best has a ‘prospector’ for cold and relationship building activity; this is vital. Also a ‘torch bearer’ for responding to warm leads and referrals coming in, as well as closing down the cold prospected activity. Thirdly a researcher/coordinator to coordinate the team, diaries, manage flow of information, and unlock the relevant knowledge and experience of others in the business. Depending on the size of your business you may have more individuals in each area, but to try and cross-assign these functions is asking for trouble as people rarely come in the skill, age, and experience shapes that fit into more than one of these three holes.

Secondly, training. Whatever anyone says on their CV it is a mistake to assume new business people don't need training. Of course they do, just like everyone else, but so often they are thrown in at the deep end and simply told to get on with it. There is a bullish attitude in some agencies which encourages a rather Darwinian solution along these lines with new business HR, but experience shows it rarely works, but causes the negativity and hot air associated with low productivity.

Training should be given in the following areas, and despite oft held views to the contrary, knowing everything about the agency isn't the sole answer, being trained in the key job functions on the other hand is: -

• Business Plans & Marketing Plans
• Why is it that businesses need your particular solution(s) but also -
• Other suppliers/agencies – how do they work, what are their strengths and weaknesses, why are you better?
• Contact Management – fluency with database, marketing schedules, and contact strategy - market knowledge
• Written communications – letter and email – structure, length, content
• Productivity – what can be expected – what's too little, what may cause burn out
• Managing the programmed, background prospecting as a team – as well as the sniper shot, reactive activity
• Sales theory & practice

Thirdly, motivation. Some find a generous bonus or slap up lunch adequate compensation for success. More still see light at the end of the tunnel, long-term career prospects and a structured training and advancement program as more enticing. Because of the unique pressures involved, human beings in the new business function perform best when given leadership based on support and nurturing more than most. Recognize this fact and watch your output accelerate.

Bill Colbourne is CEO of Pearlfinders. He oversees three companies that deliver uniquely effective solutions to the new business support sector in Europe and the US. He launched Rainmaker Consulting ten years ago as the first ever integrated new business consultancy. Since Rainmaker, he has launched sister companies Pearlfinders and Blossom, both supplying mold-breaking solutions to universal issues faced by new business VPs/directors.

Pearlfinders
Launched in 2003, Pearlfinders provides top-notch new business development leads and analysis for companies within the marketing communications industry worldwide. Based in London, Pearlfinders boasts 400 subscribers in 32 countries.

Copyright © 2007 Bill Colbourne. All rights reserved.

All content ©2008 FWP Acquisition Corp.,Inc.