Celebrating 10 Years of Integrating PR, Social Media and Digital Marketing
E.B. White, the great American author of revered classics such as Stuart Little and Charlotte’s Web , once wrote:
“[New York] can destroy an individual, or it can fulfill him, depending a good deal on luck. No one should come to New York to live unless he is willing to be lucky.”
I decided to test my luck in 2007. I scored an assistant account executive role at Quinn & Co. Public Relations, a luxury real estate PR firm in New York City. Here’s the catch: A few months later New York’s real estate market was beginning to crash, and soon with it, Quinn’s clientele. Suddenly, people weren’t buying, reporters weren’t writing, and my New York luck was drying up quicker than I could manage.
It was only a couple years later that I realized my luck didn’t actually run dry at all. In fact, it was in the midst of the housing market’s unfortunate crash and burn where I was bitten by the entrepreneurial bug that led to the establishment of Integrate in ’09.
10 years later, a lot has changed: We cut “PR” from our name (but not our services) to better reflect our full array of expertise in 2014; merged with another agency in 2018, doubling our staff to more than 30 (and counting); and witnessed the PR and digital marketing industries undergo a complete transformation. Today, leading this evolution still invigorates me and Integrate’s employees alike, and was the premise in which I founded the company.
Another reason I embrace change is so I can learn and grow, and I’ve learned a lot over the past decade to say the least – about business, but most importantly, about people. Here are five of those lessons (and what the next 10 years of Integrate may look like).
1. Titles and Corporate Bullsh*t Still Don’t Matter
Six years ago, I found this to be true, and I still find it true today. Neither Robbie nor I have ever cared about titles – a great idea can come from anyone, whether they’re in the C suite or an intern just starting their career. Because of this, I didn’t actually have titles, or any policies really, when I started out. However, the more Integrate grew, I realized that while the lack of structure promoted creativity and diversity of thought, it wasn’t really sustainable.
Today, because we have more employees and offer more services than ever, I’ve learned the structure, processes and an employee handbook are necessary to deliver great work from great people – with my only rule being it doesn’t hinder collaboration, creativity and excellent work for clients.
2. Recognize When You’re Not the Smartest Person in the Room and Shut Up
At the end of the day, Integrate exists to deliver innovative solutions that go beyond convention for businesses of all sizes and stages. This means we do whatever is necessary to get them the answers they’re seeking. And if I cannot answer those answers, I’ve learned to find someone who does know, to keep quiet and to listen – whether that includes bringing in more leadership to the company, hiring more subject matter experts, merging with a digital agency or even referring businesses elsewhere.
This is one area I’ve learned it’s better to not fake it until you make it – because you simply won’t arrive. Don’t be that gal or guy – figure out who can solve the problem and get it done.
3. Make Time to Work on the Business, Not in It
No, this isn’t grammar class – but there is a clear difference between working on a business and working in a business. Here’s what I mean.
Like all startups out there, employees must wear a lot of different hats – from HR Manager and CEO to Accountant, Digital Analyst and Executive Assistant. And for several years, I was running the show on my own. Now, it’s a bit like a full-fledged circus troupe with more than 30 employees! So, while I still love to be “in the weeds” hashing out ideas with teams, Robbie and I understand that in order to sustain and continue Integrate’s strong growth, we must take time to work in the business (detailed work for clients) as well as on the business (new business opportunities, marketing Integrate itself (like this blog), thinking about and planning for growth, etc.).
A startup woman at heart, I quickly realized the transition from a doer and manager to an executive is easier said than done. But, as you know by now, we don’t play by the rules – the idea that a person in an organization is either a leader or a doer is an archaic way of conducting business.
While Robbie and I must take time to nurture Integrate, we also must prioritize the personal and professional growth of our staff and clients – to succeed, you’ve got to do both.