Why employer branding campaigns get stuck in the approval process

Creative work that stands out is rarely the product of consensus. Consensus makes things safe and widely acceptable — think blue jeans, magnolia paint, or a classic Margherita pizza: all perfectly fine, all broadly liked, and none of them scream "notice me". When we rely on consensus-based decisions for creative output we usually end up with work that's inoffensive but forgettable.

And senior stakeholders often bring a different agenda. Their job or their instincts may be to minimise risk, avoid headlines, or protect the brand. They are also often removed from the core audience we are trying to reach, who are usually younger, less well paid, and may have very different career priorities to senior leadership.

To help you navigate the process, here are three practical tips to get creative work past senior review.

Tip 1 — Ask the right questions, at the right time

How you ask for feedback matters as much as what you are asking. Vague, open-ended questions invite vague, conservative answers. Replace emotional or aesthetic asks with strategic and evidence-focused prompts.

Don't ask:

• "Do you like it?"
• "Do you have any opinions on this?"
• "Can you approve this?"

Do ask:

• "Is this compatible with the strategy/brand?"
• "Do you need any more data or information on X?"
• "Can we proceed based on this testing data?"

Timing also matters. If you're constantly asking for permission at the last minute, you may have already missed the opportune time to engage. Sometimes getting senior decision-makers involved when you're setting parameters and objectives will make them less likely to question what you've done later on.

If you do need directional input on creative work, you could get it earlier during concepting phases, rather than once the work is finished.

Be assertive and clear about what you're asking them to do and why. E.g. you could say:

• "We're asking for two things today: (1) is this aligned with the strategy we agreed, and (2) do you need any additional evidence before we proceed?"
• "If you have concerns, please tell us which of the criteria it affects – brand compatibility, legal/compliance risk, or audience resonance."

Tip 2 — Leverage evidence (and make it simple)

Data and structured evidence change the conversation away from those dangerous areas of personal taste and opinion. Good types of evidence to bring:

• Audience insight (quantitative or qualitative) showing what the target group actually responds to, likes or shares.
• Results from creative testing (A/B tests, focus groups, surveys)
• Competitive context demonstrating where others are being braver and what that delivered.

But it's also about how you present it. Our advice is:

• Put one or two clear metrics up front — e.g., engagement lift, conversion delta, or testing preference split.
• Use short comparisons: "This creative scored 62% with our 18–24 cohort vs 31% for the category baseline." That kind of single-line headline is easier to act on than a long slide deck.
• Anticipate the counter-ask: have the data that shows downside risk and mitigations (e.g., control versions, phased rollouts).

Tip 3 — Expect the unexpected and plan for it

Late changes and curve balls are normal. The goal is not to eliminate them but to respond in a way that preserves creative intent while managing risk.

Whether it's bad press, a new stakeholder, a shift in objectives or a market change, don't let the unexpected throw you off. We'd advise you to:

• Pause. Don't react in the meeting. A short cooling-off window prevents tone-driven concessions.
• Diagnose. Precisely map what the feedback actually changes (audience, strategy, legal, timing, budget).
• Decide. Choose one of three paths: push back (and why), accept and replan, or test the change in a controlled way.
• Communicate. Present the recommended path with clear options and consequences.

If you're trying to get permission to go ahead anyway, frame it in terms that matter to the senior stakeholder: brand risk, financial impact, or audience impact.

For example, "If we change the hero visual as suggested, our testing predicts a 15% drop in engagement among our target segment — we can do it if you accept that trade-off, or we can test it first in a 2-week run."

Good luck – we're all counting on you.

We love making creative work that works, and that's the work that has won us more awards than any other agency. But we can only do it in partnership with clients who understand what it takes to get those ideas over the line.

Get in touch – hello@thirtythree.co.uk – we'd love to discuss your next creative project and how we can help.