Sponsor (Jan-Mar 1964)

the best work from them. And, he should have a broad knowledge of other aspects of agency work, while maintaining his proficiency in the media sphere, in order to make himself a better supervisor and a logical candidate for still greater responsibilities. The buyer who wants to advance through the ranks ought to recognize the very real requirement of developing full proficiency in the technical aspects of the media function. Further, he should consider that there are two areas in which he must demonstrate technical proficiency. The primary area, of course, is the man's present assignment. This requirement is not as obvious to some aspiring young buyers as it should be. Too many ambitious juniors set their sights on advancement but neglect the simple first obligation of doing the best possible job in their present positions. They feel their present jobs are only temporary; they devote most of their attention to looking ahead to the next step on the promotional ladder. This type of person forgets that his company needs a good job done by him now; it wants him to concentrate on doing today's task particularly well. His advancement will be directly related to performance on the present assignment. When he receives a promotion, it will be because he earned it. Now, the question arises: "If a man concentrates solely on his present job, is he not failing to broaden himself for greater responsibility, and will he not be unable to take the bigger assignments when they come?" The answer is that he concentrates not solely but primarily on the present job. While he is thus concentrating, he does everything that will broaden him and make him capable of taking on the bigger job which the future may hold in store for him. This, in fact, is the second area of proficency development referred to earlier. In addition to attaining a superior level of knowledge and ability in his present job, the buyer should aim to become demonstrably proficient in the media skills and techniques which are peculiar to the job immediately ahead. For example, a person whose job is spot timebuying alone should learn all he can about network buying, so that he can qualify as a fuU timebuyer. As a full timebuyer, he should do all he can to develop proficiency in print buying, outdoor buying, and so on, thereby making it logical and easy for his superiors to advance him to the status of all-media buyer or media supervisor. This procedure, of course, applies all along the route to the media director assignment. ORGANIZATIONAL ABILITY. The prime duty of those in media is to provide useful, imaginative, and complete service to clients, in coordination with the account contact function, and in full cooperation with the other departments of the agency. Proper organization of the media function is vital to provide the best service. In a complex business, the attempt should be to make the most of what each person has to off^er, to insure ample opportunity for further development of each individual, and to insure that each person makes a solid contribution. Very often, wide swings in activity are par for media course; sporadically heavier or lighter workloads must be anticipated and provided for in a way which will keep the number of personnel to a profitable minimum necessary to do a consistently good job. This all implies that an important element in organization is control. The good supervisor is aware of what is going on, who is doing what, and how well, among his entire stafi^. He is aware because he has established techniques of control which give him this information, whether they be regular meetings, reports, or simple "casual" walks through the media area. Creativity, the application of imagination and fresh thinking to media planning and purchase, should be encouraged from on high, both in word and deed. As a supervisor, provide your people with the time and media research facilities which will help them to have and develop fresh thoughts. Then, smile on their eff^orts, even if you find it necessary to point out a deficiency here or there. Make sure that your organization is flexible enough, both in structure and in thinking, to evalu ate objectively and to take advantage of new techniques, for example, the computer assist to media selection, estimating and contracting. It must be remembered, finally, that the ability to organize the work of others stems from an ability to organize properly one's own work. All of these elements of good organization may begin to be practiced at lower levels and be expanded, tested, and strengthened as the media man moves up. COMMUNICATIONS ABILITY. The ability to communicate is vitally important to a media planner. This refers to the written, as well as to the spoken word. A good media man requires presentation ability; to be able to stand up in a meeting with the client and present his media plans enthusiastically and effectively. At such times, he ought to be able to answer questions from the floor and discuss his proposals with authority and conviction. This ability to present one's views knowingly and in a manner which engenders confidence is a requisite in day-to-day dealings with account executives and others, in and out of the agency. The stature of the media function, within and without the agency, depends in large measure upon the impression its members make through their success, or lack of it, in communicating with others. Even the best plans require effective selling; it is criminal for a good, well-thought-out plan to founder on presentation because someone has lacked the ability to communicate its virtues adequately. The media man who can both write and present work orally, with clearness and conviction, is a valuable man indeed. AN EXPLORING AND FORWARD-LOOKING MIND. The media planner of years ago was basically a specialist and, very often, a man of limited vsiion. Now, wide knowledge is a requirement. He must be a broad thinker, both in the present and into the future. The really able media man has a good grasp of all phases of the marketing and advertising picture. He is familiar with and understands each account's marketing March 16, 1964 29