2/2014 http://www.business-spotlight.de 77media world. However, they don’t
stay in a job for long. So ad agencies
have to work hard to keep them.
“We reward them with quick career
development and lots of feedback and
training — all factors they tell us they
want,” Pattison says. They wish to
know if they have done something
wrong, so they can move on. And
they expect to be mentored and
coached, something Pattison says she
had never heard of when she started
working 20 years ago.Another major trendchanging the
training industry is increased work
mobility. By 2015, 37 per cent of the
world’s workforce will work from
home, according to market-research
firm International Data Corp.
“All these trends mean learning has
to keep up withthe massive changes
taking place in people’s personal
lives,” says Meister.
But this is not the end of tradition-
al face-to-facecourses. Pattison says
her staff train on the “70-20-10” ba-chairwoman Vorsitzende
[(tSeE)wUmEn]
chief global strategy Leiter(in) Globale
officer [)tSi:f )glEUb&l Strategie
(strÄtEdZi )QfIsE]
competitive wettbewerbsfähig;
[kEm(petEtIv] konkurrenzorientiert
face-to-face von Angesicht zu
[)feIs tE (feIs] Angesicht
founding partner Gründungs-
[)faUndIN (pA:tnE] partner(in)
keep up with sth. mit etw. Schritt
[)ki:p (Vp wID] halten
on the job [)Qn DE (dZQb]während der Arbeit
pace oneself seine Kräfte ein-
[(peIs wVn)self] teilen
practitioner in Werbefachmann/
advertising [prÄk)tIS&nEr-fachfrau
In (ÄdvEtaIzIN]
sibling [(sIblIN] Geschwister“Your work will be judged by how you present it”
Lindsay Pattison, chief global strategy officerof the media planning and buying
agency Maxus, and CEO of Maxus UKMy favourite course:The X-Factor, a yearly seminar for eight female lead-
ers selected from the advertising industry. It is run by Char-
lotte Beers, the former chairwomanof Ogilvy & Mather.
Training:Very informal. There were two three-day semi-
nars, held in New York and Charleston. We did exer-
cises and listened to Charlotte tell stories.
What I learned:All sorts of things to do with your fam-
ily influence on how you behave at work. I was the
youngest of four and my siblingsset high stan-
dards, so it’s no wonder that I’m competitive.
I also learned that no matter how good your
work is, it will be judged by how you present
it, and the best way to do this is to tell a sto-
ry. Charlotte taught me to step outside of
myself at work and be the best version of
myself. This helps a lot on bad days.“The course gave me permission to look after
all of myself — all the time”
Jeanne Meister, founding partnerof Future WorkplaceMy favourite course:The Corporate Athlete Course in Orlando, Florida, in 2012, run by
sports psychologist Jim Loehr, who trained tennis stars such as Andre Agassi.
Training:The focus over the two and half days was on managing your energy rather
than just your time. Executives have huge demands on their energy but, unlike ath-
letes, they are not trained to pace themselves, to eat the right foods or to get strength
by using their emotional, mental, physical and spiritual resources. We were taught
to build healthy practices into our daily lives.
What I learned:As my firm grows and I travel more, work becomes physically tiring. I
thought by going to a fitness studio a few times a week, I was taking care of myself.
The course gave me permission to look after all of myself — all the time.sis: 70 per cent on the job, 20 per cent
through feedback and mentoring, and
10 per cent through formal training.
This last is done through both on-
line and traditional courses provided
by the Institute of Practitioners in
Advertising, the official organization
for the UK ad industry.
Interestingly, when we asked Har-
ward, Meister and Pattison which
training courses impressed them
most, they all mentioned traditional,
face-to-face courses. That should be a
relief to those worried about a future
in which our learning comes from an
electronic device on our wrists. ■BSVicki Sussensis a feature writer and
the editor of the Management sec-
tion of Business Spotlight. Contact:
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