Meet the CEOs: Edelman’s Carol Potter

As one of the most reputable female leaders in advertising, Carol Potter, former CEO at BBDO, walked away from the job she had for almost a decade in favour of public relations to take on the executive vice-chairman role at Edelman APACMEA in August, bringing some 30 years of advertising experience to the firm.

Now based in Dubai, she is tasked to develop the agency’s brand offering across social, digital, experiential, PR, analytic and research, as the PR firm undergoes a transition to a communications marketing company.

We catch up with her in Shanghai at Edelman’s latest global consumer study conference – Innovation and the Earned Brand – to learn more about her career journey and the blurring roles of PR, digital and advertising.

What direction is Edelman headed and how does the agency achieve its goals?

We have to look at it in context. Communication in this age has obviously changed a lot. The traditional lines between advertising, PR and digital, however, you want to describe it, have become completely blurred. To a point where there are no lines; consumers don’t see the lines.

Without a doubt Edelman will always have PR at its core, but we are aware the world of communication has changed. We are setting ourselves a goal to change to a communications marketing company.

To do that, we are bringing in new capabilities such as planing, creative and more digital to make sure we can serve the needs of our clients essentially.

For example, to develop our social media expertise, we need consumer insight, strong ideas and the ability to deliver content.

Will this new direction overlap with what creative or branding agencies are doing?

Creative agencies definitely have a big role to play. It’s demonstrable that they do a lot of work that is very valuable to a client’s business. However, the old silo specialisation doesn’t apply anymore.

It makes it very exciting by the way – it’s an exciting time to be in communications. Whatever you are doing, you need to think about how it’s going to play in a world where people are always on social media, and where peers are so important.

What brands need to do is to keep up a sustained engagement with people that is very participatory, and not about the old command and control model.

A growing number of brands are taking stands on social issues on social media. Do you think it’s healthy?

It depends on who and what you want to be. I don’t think it suits every brand to take on a social issue or a semi-political issue in the case of Hong Kong. It’s about what your brand stands for and what your brand is about. And what it genuinely values and believes in. I don’t think you can pretend. The consumer will see through you very quickly if you try to do that.

You once shared your favourite quote: “People share products with friends don’t because they like the products, but because they like their friends.” What does that mean?

Sometimes brands and companies don’t think that through as much as they should.

They’re so excited about their own brand or their own piece of innovation. They think the prime goal is to engage people. What they don’t think through is how, and why, is it going to be shared; what can we actually do for our consumers that gives them something valuable to pass on.

As a brand you need to think about how you can give your products a real value. Like Dove, it gives value to women.

There’s a change in communications in general, old traditional divisions don’t exist anymore. Consumers now expect a holistic experience from the brand; they don’t compartmentalise where the messages come from, so I don’t think we can either.

Do you mean brand integration?

Frankly we’ve been talking about integration for 20 years. But it’s just happening in the minds of consumers.

What made you leave BBDO?

I left BBDO because I was very attracted by Edelman. I do think BBDO is the best agency network in the world, but as much as I love it, it could not give the one thing that I was looking for – to be able to try new and different ways of communications.

How would you describe your management style?

I manage like a woman. Women do approach management in a more feminine way – I’m collaborative, listening and caring about people that work for me as individuals, and loyal.

Researches have shown that men have a different approach, not necessarily worse, but a different approach that they feel the pressure to act more assertive and aggressive, and, a bit more individualistic perhaps.

Who was the mentor who most influenced you and why?

I was first hired by a man who has become a lord – Timothy Bell – he is incredibly impressive.

Generally speaking I’ve been very lucky with the bosses I’ve worked with, I’ve taken bits from all of them. But not all of them were likeable I have to tell you.

What was the proudest moment in your career?

I’m lucky enough to have a few. The most recent one would be leaving Tze Kiat Tan as the CEO of BBDO Greater China. I’m really proud to see her in this position, and I’m proud there was a smooth transition and that she is my successor – an Asian woman running BBDO in Greater China, I’m very happy about that.

What’s the toughest part of your job?

Without a doubt, packing and unpacking my suitcase. I’m the absolute opposite of travelling light. It’s the only time I wish I was a man. It’s so much more complicated as a woman.

I envy the Duchess of Cambridge, she doesn’t have to do it herself.

What’s the craziest thing you have encountered working in the ad business?

The craziest thing I’ve seen is clients who think they can motivate their agencies through fear. Fear makes people run away, not run towards you. Usually it is about individuals.

What’s the most unpleasant experience from a client meeting?

In my first couple of months in China I was pinned against the wall by somebody jabbing me with their fingers telling me that I didn’t know what I was doing and my agency was a mess. I think I had a drink after that.

What keeps you inspired?

If I was still doing the kind of work that I was doing when I first entered this industry, I wouldn’t still be here. The fact the industry dynamic is evolving fast and changing so much keeps me inspired.

Where do you see yourself in 10 to 20 years?

Sitting on the beach in South France with a glass of wine. But honestly, I don’t know.