Although I recently left H&R Block for a new challenge, my last project at the tax giant is something I’m very proud of.
If you missed the New York Times piece by Stuart Elliott that coincided with the launch yesterday, please read it for a deeper dive on the how and the why.
What I really want to talk about here is the fortitude it has taken to field the campaign. It shows the ability of an executive team, a marketing leader and a team to really push boundaries and show the courage to be disruptive.
The Hipster Tax Crisis is much in the mold of another campaign I was fortunate to be a part of during my time at H&R Block – The Stache Act and Million Mustache March. Because the tax business is ultra-seasonal, it’s hard to take risks. But fortunately, we were able to take risks along with our partner, Elasticity, to be edgy.
Many of my fellow marketers and communications colleagues know it is hard to do things differently at times. You often find resistance to change and organizations who think any risk is too much risk. Luckily, during my time at H&R Block, I worked hard to get the green light to take some risks and to really do things differently to engage clients.
Not all executives are there yet. You may be facing a C-suite unlike H&R Block’s – one that perhaps isn’t ready to give you the freedom I had there. If so, keep trying and keep making the business case. Use the Hipster Tax Crisis as an example.