Intentionality and Delayed Gratification Forge Agency Succession Success

The Unseen Architecture of Agency Succession: How Intentionality and Delayed Gratification Forge Lasting Success

This conversation with Christy and Whit Hiler of Cornett reveals a powerful, often overlooked truth about agency leadership: true success in succession and ownership isn't about a singular grand gesture, but a series of deliberate, sometimes uncomfortable, choices made over time. The hidden consequence of conventional approaches to leadership transition is often stagnation or a loss of the agency's unique culture. For agency leaders contemplating their own succession plans, or entrepreneurs considering a leap into ownership, understanding the Hilers' journey offers a strategic advantage. It highlights how embracing intentionality, even when it means foregoing immediate gratification, builds a resilient foundation for sustained growth and a distinct competitive moat.

The Long Game: Building a Legacy Through Deliberate Choices

The narrative of agency succession is often framed as a dramatic handover, a pivotal moment where leadership changes hands. However, Christy and Whit Hiler's experience at Cornett illustrates that the most impactful transitions are built on a bedrock of sustained, intentional decision-making. Their journey from employees to owners wasn't a sudden leap but a gradual evolution, marked by a clear vision and a willingness to embrace challenges that others might shy away from. This deliberate approach, particularly Christy's initial reluctance and eventual embrace of ownership, and Whit's unconventional path into creative leadership, demonstrates how delayed payoffs can create significant competitive advantage.

Christy’s story is a masterclass in patient, strategic self-advocacy. For years, she resisted the idea of taking over Cornett, not due to a lack of capability, but a lack of authentic role models for women in leadership and a desire to lead on her own terms. This wasn't passive resistance; it was an active cultivation of her vision for the agency and her place within it. The eventual decision to buy the agency, especially during the uncertainty of COVID-19, underscored a profound commitment to preserving the agency's culture and trajectory, a move that required significant personal and financial risk but ensured continuity and control.

"I had really big dreams of where I wanted to go personally, and I didn't feel like I wanted to move from Cornett in order to go and pursue those dreams. So in my mind, it was just always going to work out that we would really live into our full potential and we would figure out what that roadmap looked like."

-- Christy Hiler

Whit’s trajectory, while seemingly more circuitous, was equally marked by intentionality. His early career in the car business and his entrepreneurial ventures in clothing and scooter sales provided a unique, hands-on education in sales, marketing, and the realities of building a brand. His deep dive into the world of crowdsourced advertising and his subsequent success winning briefs at Victors & Spoils, including a notable campaign for Harley-Davidson, showcased a raw, innovative creative talent that was undeniable. When he joined Cornett, he didn't just fill a role; he actively sold his way into creative leadership, leveraging his business acumen and a relentless drive to make a name for himself. This proactive approach, combined with Christy’s long-term vision, created a powerful dynamic duo.

The crucial inflection point for both came when faced with an external offer that threatened to pull them away from building their own future. The opportunity to join Wieden+Kennedy, a pinnacle of creative achievement, presented a stark choice: accept a prestigious role within an established giant or double down on their belief in Cornett and their own potential. Their decision to reject the offer and commit to growing Cornett themselves highlights a core tenet of systems thinking: understanding that the greatest rewards often lie not in joining existing successful structures, but in building and shaping one’s own. This choice, seemingly foregoing a guaranteed path to creative acclaim, was an investment in a future where they controlled their own destiny and could cultivate the agency’s unique culture.

The Compound Effect of Cultivating Culture and Networks

Beyond the succession itself, the Hilers emphasize the critical role of intentional leadership in shaping agency culture and the power of building a robust network. Christy’s establishment of a weekly leadership team meeting immediately after taking ownership was a strategic move to ensure consistent communication, foster a sense of shared purpose, and address issues proactively. This wasn't just about management; it was about embedding a culture where every voice is heard and valued, creating an environment where experimentation is encouraged and failures are learning opportunities.

"Cornett's a place where I think everybody's got a voice and they feel heard, and if there's something that's not working, you know that leadership team is going to work quickly to fix it so that it does work."

-- Whit Hiler

Whit’s own journey to becoming an Executive Creative Director, and his recent pursuit of further education in leadership, underscores a commitment to continuous learning and adaptation. He highlights the agency's embrace of trying new things and iterating, a necessary approach in a dynamic industry. This willingness to adapt, coupled with clear goal-setting for departments, creates a powerful feedback loop where ambition is met with tangible progress, reinforcing the agency's trajectory.

Christy’s evolution from someone who found the idea of "networking" intimidating to a prominent "bridge builder" is another testament to intentional growth. She recognized that putting herself and the agency out there was not just a part of ownership, but a vital strategy for growth and influence. This required stepping outside her comfort zone, but her genuine passion for the industry and her belief in Cornett's mission made the process feel authentic and rewarding. This cultivated network provides not just support but also invaluable insights, creating a resilient ecosystem of peers who can offer guidance and share experiences. The willingness to embrace this discomfort now, for the long-term benefit of building relationships and influence, is precisely where lasting advantage is forged.

Actionable Steps for Building Your Own Cornett

The Hilers' story offers a blueprint for navigating the complexities of agency leadership and ownership. Their success is rooted in a combination of strategic foresight, a commitment to culture, and a willingness to embrace challenges.

• Embrace Intentionality in Your Career Path: Whether you're an aspiring owner or a leader within an agency, define your vision and make deliberate choices that align with it. Don't passively accept opportunities; actively shape your path.
• Cultivate a Culture of Open Communication: Implement regular leadership meetings and create channels for all employees to voice concerns and ideas. Foster an environment where feedback is welcomed and acted upon swiftly.
• Invest in Continuous Learning and Development: Encourage personal and professional growth, both for yourself and your team. This could involve formal training, industry conferences, or internal knowledge-sharing sessions.
• Build Your Network Strategically: Move beyond the transactional idea of "networking." Focus on building genuine relationships and becoming a "bridge builder" who connects people and ideas. This takes time but pays dividends in support and opportunity.
• Prioritize Long-Term Vision Over Short-Term Gains: Be willing to make decisions that may cause immediate discomfort but will yield significant advantages down the line. This could involve investing in talent, culture, or strategic initiatives that don't offer instant results.
• Define and Own Your Agency's Narrative: Clearly articulate your agency's vision and values. This clarity will guide decision-making and attract clients and talent who resonate with your mission.
• Develop a Succession Plan Early: Even if ownership isn't on the immediate horizon, start thinking about leadership transitions and grooming internal talent. This proactive approach ensures a smoother, more intentional handover when the time comes.