The ABCs of What We've Learned So Far at &Marketing

The near two-year journey of starting &Marketing has been the highlight of my professional career. From a vague idea that I could take my ‘big company’ background and apply it to small and medium-sized businesses going through the digital transformation to a real ‘company’ has really been … well, everything. Fun. Exhilarating. Frustrating. Interesting. Insomnia-inducing. And last, amazing.

One thing we’ve never done is stop and reflect on the lessons learned or the ups and downs of the our experience. As Gary Vee would say - “document the journey.”

Inspired by former colleague Mohamed El-Demerdash’s series on LinkedIn “The ABCs of Human Leadership” (check it out, it’s worth it), we’re going to try and do the “ABCs of what we’ve learned so far at &Marketing” - For every letter, we will choose one word or phrase and discuss its significance in our journey. Entries will vary, but generally be about starting a new company, working with a multigenerational and remote workforce, and helping companies through the digital transformation of their businesses. We’re excited to share it with you, and look forward to any comments!

C - Culture

Creating and maintaining a strong, balanced Culture is really hard.  Especially with a multigenerational workforce.  Especially with a virtual team and multiple people from the ‘gig’ economy who have other priorities. Especially in a startup.

The biggest thing we have learned about culture is that if you don’t focus on building one you want, a culture will form anyway.  Then you have to go back and fix it, and that’s even harder.

We have two home bases in Philadelphia and Indianapolis, and several team members in neither location.  Our team has grown really fast - we have 8 full-time, 4-5 ‘regular’ part-time, and a bunch of ‘extended’ team members who we use for filling in gaps. The Indy team is more technical and has an office at a local co-working space because they need to directly collaborate and they prefer it (check out zWorks if you’re looking for a great space and tell them we sent you!).  Everyone has the option to work from wherever, whenever they need to get their jobs done. Most people work from home, I only assume, because nobody checks.

All of that said, we cannot say that we have a perfect culture, because it’s a constant work in progress.  But people seem to enjoy working here.  While these aren’t really documented anywhere (until now), here are a few things we “do around here” to maintain an upbeat and cohesive culture:

  1. Assume positive intent. In all interactions, we try to assume positive intent. Just like a marriage, a good working relationship requires that those involved assume that the other person means well.  If that goes out the window, you’re in real trouble. If you assume positive intent, you can disagree (passionately) on the topic and not worry if the other person has an ulterior motive. You can also deal with failure and imperfection, which happens often when you’re part of a small company that’s introducing new ideas to companies who are trying new things.

  2. Try to remember that work is a part of life, not the other way around.  We have a culture of almost infinite flexibility. Our goal is to create a work environment where everyone enjoys one another’s company, and we get to do our best work.  We never ‘demand’ that someone works on a project - it’s always a choice, depending on their abilities, bandwidth, and desire. It’s OK to say no to a project. It’s OK to work at night or early in the morning. We build little weekly or monthly ‘fun’ interaction times where we can get to know each other outside of the specific grind of a project deadline.  

  3. Put the client’s customer first. This one is a little hard to get your mind around - but if we legitimately try to help our clients grow, then all the other activity seems to sort itself out.  We think of our job as being a ‘guide’ for our clients to help their customers & prospects with whatever product or service they provide. We often say things like “If it was my money, here is how I would spend it" and we actually mean it, even if that means less work for us.

  4. Try to have clear roles & responsibilities... This one was really hard.  At the end of 2018 in our team 360 feedback, more than one person put some version of “because we go fast and are all remote, it's hard to clearly know what my job is.” So, we created a clear document that explicitly states the expectations of every role in the company - irrespective of client or project. The team expressed appreciation of the clarity and has already upped their game as a result.  I remember going to work in my 20’s and not really knowing what I was supposed to do other than what my boss told me to do and thinking ‘There has to be more to this!”

  5. …but embrace each person’s unique strengths. To further complicate things, because we are an ‘outsourced marketing department’ - we have a huge variation of personalities, styles, and skill sets because today’s marketing department needs to serve at least these functions: strategy, branding, messaging, creative, web development, social, email, PR, influencing, SEO, & copywriting. As we have written before, we actually think that diversity is one of our biggest strengths.

  6. Expect team members to ‘make the call’ and ‘use their big brains’ - It's amazing how many organizations don’t actually explicitly empower their employees to think of how to do things better.  We borrowed the 3M philosophy of “20% time” - where every employee chooses or creates a project they think needs to be done. Of course, it’s vetted and thought through so we don’t have people spending tons of time on random tasks, but I’m simply amazed at some of the ideas. I’m 100% sure that I wouldn’t have thought of them (a few examples: creating a more secure way to store our clients’ data; documenting standard SOWs and SOPs for repetitive tasks; getting our company on Facebook & Instagram; simplifying our staffing). In fact, the concept of a 20% project was brought to the team by our “Mascot and Mentor” Chris Hoyt.

My tenet is to trust the person closest to the situation & if they like it, I love it.  Set the objectives, boundaries & let people work. Step in when help is needed, ask questions, and support the journey.
— Kathy Sterio

I learned this last one from a former manager, Kathy Sterio. Kathy has many amazing traits as a professional and a leader (and a human being!), but here’s a quick story to describe one that’s relevant here:  Kathy managed me in my first marketing role after a 2-year leadership rotational program at GE. Early on, I went to her with some sort of a 30/60/90 day plan.  Kathy reviewed it with me and simply said “Good luck! Let me know how I can help!” Honestly, that scared the crap out of me, but it forced me to do what I thought needed to be done, knowing that she would support me when things didn’t go right - and be there along the way for regular check-ins.  Things sometimes didn’t go right, and she always had my back.

Kathy’s philosophy on this is something more managers should use to get the best out of their teams. That’s one very good way to build trust in your culture.

B - Bureaucracy

B is for Bureaucracy, with a giant B. What we’ve learned so far is that in today’s fast-paced business world, bureaucracy is the death knell for poorly run businesses. The single biggest reason is that companies are losing in the modern economy because of the lack of focus on customers and their needs. Call it internal focus, call it navel-gazing, call it what you want.

One example: Several years ago when I worked for a large company, I worked on a project where I was asked to prepare a PPT slide that was to be presented to our CMO and CEO for a major internal review.  I was not given much notice, and it was described as urgent, so I dedicated an entire day to presenting the information about our project in a clear, concise, and compelling way (with nice pictures, and of course on only one PPT slide). I moved other meetings to make this happen.  After 2-3 revisions with my team, at about 4:30 in the afternoon, I texted my friend Ryan Oliver, who worked directly with the CMO to ask a question about the task. He simply replied. “I am working on the slides, can you just send me a quick bullet about that project - it’s not a big part of the presentation.”  So, I spent an entire day on a page for an internal meeting that was not even used. Productivity wasted. Morale spent.

This sort of thing happens in corporate America every day.

Leaders who don’t listen will eventually be surrounded by people who have nothing to say.
— Andy Stanley

But don’t think that bureaucracy happens in large companies only.  Many small companies have all decisions go through the management team because they “know better” or implicitly don’t trust their teams.  In a recent project for a much smaller client, the sales leader, frustrated at his management team’s inability to let the team make even the tiniest decision, referenced this quote from Andy Stanley.  

In rapidly changing markets full of uncertainty, which most of us are a part of, we have learned that organizations that can speed up and clarify decision making [Want an amazing book about decision making? Principles, by Ray Dalio.] by answering some basic questions: Whose decision is this? How do they get the right information?  Who do they need to consult? These companies will win in the long run.

A - Attitude

To me, A is not only the first letter, but Attitude is one of the most important values to express. As I wrote in the &Marketing culture blog, my all time favorite quote is about Attitude (from Charles Swindoll).

In my 2 decade professional career, I have found that you can separate people based on how they see the world. An individual’s success, and therefore a startup’s success, is based largely on attitude. Managing the ups and downs of day to day life can be difficult. So, success depends largely on the optimism of the team doing the work. And it’s tangible. Prospects and clients can feel it. Teammates can feel it. It’s a vetting criteria for those we hire, those with whom I choose to spend my personal time, and everyone in between.

The longer I live, the more I realize the impact of attitude on life. Attitude, to me, is more important than facts. It is more important than the past, than education, than money, than circumstances, than failure, than successes, than what other people think or say or do. It is more important than appearance, giftedness or skill. It will make or break a company... a church... a home. The remarkable thing is we have a choice everyday regarding the attitude we will embrace for that day. We cannot change our past... we cannot change the fact that people will act in a certain way. We cannot change the inevitable. The only thing we can do is play on the one string we have, and that is our attitude. I am convinced that life is 10% what happens to me and 90% how I react to it. And so it is with you... we are in charge of our Attitudes.
— Charles Swindoll

About &Marketing: In today’s fast paced world, many small and medium-sized businesses are struggling to modernize their marketing approaches because either they don’t have the expertise or the bandwidth to do it themselves. &Marketing provides seasoned marketing professionals and a nimble execution team to help our clients achieve their goals.

Our unique “smart and scrappy” approach allows us to launch or augment our client’s existing teams in an affordable, flexible, and transparent way (use what you need, when you need it): marketing strategy, branding, messaging, creative, web development, social media, email marketing, influencer marketing, SEO & Google Ads, digital advertising, analytics and reporting, copywriting and copy editing, and traditional advertising.

About The Author: As the Founder and Managing Director of &Marketing (, Rajat “Raj” Kapur strives to provide SMBs (small & medium sized businesses) unparalleled marketing strategy and execution services. Raj brings nearly 2 decades of ‘tried and true’ professional experience in marketing, sales, & strategy development spanning Fortune 50, mid-sized, & startups to meet the dynamic needs of smaller companies. Raj lives in the Philadelphia area with his wife, Melissa, their three sons, & two dogs!