In his first monthly column for ExchangeWire, Alex Lamaro-McCrindle, digital lead at Miroma Founders Network, looks at how agencies can help clients build confidence in the decision-making process...

Decision-making requires a level of confidence that the actions you are about to undertake are the best in the given circumstances. When those circumstances have so much flux, it fuels more uncertainty in how things might play out.

In the world of business, many rely on previous experiences, over previous years, to help navigate today. For some, especially those that are witnessing high growth, tomorrow can’t be compared to yesterday, and therefore it can feel like you are always stepping into the unknown.

Which means the natural state for these businesses is uncertainty. Throw on top of this the instability in the world, and having confidence in decisions can seem unfathomable. How do you face this contradiction of confidence in an unpredictable world?

Certainty vs. Preparedness

First of all, let’s be clear: confidence does not equal a belief in certainty. It’s impossible to know what will happen, and confidence needs to come from something else, such as clarity of thinking, preparedness, flexibility, and speed to adapt. Confidence is not built on knowing what will happen next – it’s built on being prepared for anything.

As agencies, our clients rely on us for our expertise, skills, execution, and ultimately, outcomes. We have a role to play in creating confidence in the decision-making process. Independent agencies in particular are in a position of strength when it comes to dealing with uncertainty, offering genuine objectivity, not being conflicted by group needs, and having the freedom to pursue the right solution rather than a forced one.

That’s before you consider agility to adapt at speed, transparency, and even a challenger mindset - because that’s what we are, by design.

Fundamentals for confidence-building

So, what needs to be done? If confidence doesn’t come from certainty, then it must be built deliberately. For agencies, that means focusing on a few fundamentals.

Firstly, we need to bring clarity to our thinking. The media landscape is full of data, fragmented platforms, and competing signals. An overflow of information can become overwhelming, particularly when things change suddenly. If we ensure that we define what actually matters with clear reporting frameworks, we can cut through the noise and make informed decisions. Providing a clear point of view will help build confidence for our clients.

Secondly, shifting from a ‘planned’ mindset to a ‘preparedness’ one sets us up to respond. It used to be that we’d instil confidence through planning. We’d have annual strategies, locked-in committed budgets and forecasted outcomes. The more detail we’d provide, the more confidence we could have in what would happen. The pace of change already felt like it had sped up – throw in a seismic technological advance here, or a war there, and forecasting can go out the window.

Then confidence erodes when you start to stray from the forecast. What you need is a preparedness that allows you to respond quickly without losing that strategic direction. So, preparedness becomes a far more important trait. We need to ensure that we, as agencies, can acknowledge, adapt, and act as quickly as the moment requires.

Adapting with speed & direction

Perhaps this next requirement - our ability to adapt at speed - is our superpower. Given that this can feel second nature to independent agencies, there is always a danger we forget how important it is to us and our clients. We trade with media partners that offer commercial flexibility, in circumstances where there are last minute sign offs or even requirements to shift budget. In our preparedness, we create scenarios so we know what to action if we need to change approach or pivot our strategy.

It is, however, vital that we are not chasing short-term signals and therefore losing strategic direction. Flexibility needs to be intentional and that is why clarity of thinking is so important. Having clear rules for making decisions will ensure that, and if our clients can see it, they have confidence in the process.

Finally, we need to provide a clear point of view. In times of uncertainty, presenting options without direction doesn’t create confidence - it often does the opposite. Clients rely on us to interpret, to challenge, and to guide. That means being comfortable making recommendations, being transparent about trade-offs, and standing behind the thinking. Agencies having this mindset ensures that we are ‘decision-making’ partners for our clients and not just ‘delivery’ partners. It enables us to give our clients the clarity, structure and conviction to move forward despite the uncertainty.

Navigating in an unpredictable world

It is worth being conscious that today is not a unique set of circumstances that have never been seen before. We’ve heard the term ‘unprecedented times’ on so many occasions over the last six years that it has lost meaning. It has got to the point where ‘difference’ is the normal playing field.

Geopolitical tensions, wars, cost of living crises, inflation, significant technological disruptions…. they have all been seen many times before. Ok, maybe a global health disaster is unique. I don’t aim to underplay the magnitude and reality of these events on businesses, but businesses world over have faced them time and time again and met them head on. A confidence and experience that we can tackle whatever is thrown at us is what is needed. Our world has changed, our industry has changed, our clients’ playing field has changed. But it always does, and it always will. Embrace the uncertainty, and lead the path to confidence.