Agencies everywhere will tell you one of their core values is honesty. But sometimes the truth hurts and it’s easier to live in denial.

Not so with the two agencies described below who’ll be using what they find out about themselves as a lever for change no matter how difficult it is to face up to reality.

Or as we like to say, get the facts or the facts will get you.

At an agency with about 100 people and a couple of satellite service offices, we’re conducting a ‘brand audit’ – an opinion inventory among employees, vendors, clients, the principals, and even former staffers – to get at exactly what the agency is all about. We’re analyzing strengths, soft spots, communication roadblocks, what people like and don’t like about the place, how the clients feel. . . all with an eye to recommending and implementing changes to propel the place out of its comfort zone.

For another outfit we’re discovering how its business associates and partners (this is an agency that cuts deals with all sorts of national companies on behalf of its many clients) feel about the WAY they conduct business. It centers on reputation, ethics, and what approach is in their clients’ best interest.

These are both successful shops (the principals cash pretty juicy paychecks) but they’re not content with the status quo. So they’ve taken the dare to find out what could be better in order to drive to the next level. They’re going to face the music because they know it will oblige change.

There are some nervous people at both places concerned about what the results will require. But the facts are always friendly. You’ve got to discover the “truth” as it exists in the minds of your constituents.

In so doing you’ll avoid what we call W.A.S. - the We’ve Arrived Syndrome. That’s what happens when you think you know all there is to know about your business, your clients, your staff, and yourself to a point approaching hubris. W.A.S is the silent killer in our business because it so insidiously annuls improvement and growth.

That’s why we highly recommend this sort of inspiring diagnostic work - it’s a great predicate for change. In fact, we’re so sure of the process that we guarantee (as in money back) it will refocus and rejuvenate even moribund places. As long as you’re willing to, as we said, face the music.

I can tell you right now what’s going to happen at both agencies. Some people will be upset at first, there’ll be some shock, and probably a little denial. Then with solid planning disciplines and an action plan laced with consequences there’ll be significant positive change and the profit/growth curve will sweep upward again.

The point is not just to find out what people think about you and your company - it’s to do something with what they tell you.

Because sometimes the things you’re most scared of are the most worthwhile, right?

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