Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Bands, Brand, Cannes, Colleagues, Contribution, Creativity, Culture, Diversity, Emotion, Leadership, Legend, London, Management, Metallica, Music, Relevance, Resonance, Respect
There’s a lot talked about the ‘ad community’ but so much is lip-service.
Not all of course … but a lot.
Acts or statements designed to look like generosity while really being done to elevate an individual/organisations position, standing or commercial success from likeminded audiences.
But then, as much as I love the industry, I also hate so much of what we do.
Robbing the meaning of words to upsell what we do.
Like ‘brave’.
Or ‘revolutionary’.
Or – as I said – ‘community’.
It’s why this story of Metallica serves as a reminder of what community really means.
Looking broad, not narrow.
Allowing privilege to open doors, not close them.
Going out your way for those who share the same values as you, even if not the same tastes.
[Albeit, EDM is the metal of dance music]
It wasn’t easy, but that’s kind of the point of what community is … a commitment to the inconvenient so that others can succeed.
That’s quite different to getting pissed with each other at the Gutter Bar.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Bands, Brands, Cannes, Creativity, Delusion, Effectiveness, Grifting, Metallica, Miley, Mr Ji, Music, Paula, Planners, Point Of View, Relevance, Reputation, Research, Resonance, Respect, Rick Rubin
When I was going to move to Australia, I was severely stressed.
Part of it was because it meant moving away from my beloved parents.
Part of it was because I would be leaving a job I loved and had worked hard it.
And part of it was because I was moving for a woman who I hadn’t known too long.
While I knew in my heart I wanted to do it, the risk of it was huge – personally, even more than professionally – so I went to see my first ever therapist to ask for help.
This was a big thing for a whole host of reasons – most of which was that ‘therapy’ was an American thing and not the sort of thing done widely in England. But I needed to talk to someone so having found someone relatively close, I went to them and explained my situation.
I’ll never forget his response.
“Yes, what I was thinking was full of risk but the highest risk always offered the greatest reward and I was going into it with my eyes wide open and I should embrace that fact”.
I’m not saying that was the comment that led to me doing it – having my parents support and encouragement was the most important thing – but it did help me feel more peace with my choice … and while my relationship with the woman I went there for, didn’t work out, I can honestly say that everything in my life to this day – bar my relationship with Paul and his ex-wife, Shelly – is because I went.
I say this because I read something that Jeff Bezos said recently that I loved. It was this:
Now I appreciate he is not suggesting you let go of all common sense in your business operations – and nor should you – but at a time where so many of the industry ‘guru’s’ are selling systems that claim to ‘guarantee success’ [when in all reality, they are promoting complicity and insurance] it’s a pleasant change to hear a positive take on being ‘experiment positive’.
Just recently I saw one ‘guru’ announce their new ‘success stack’ for effective marketing.
To great acclaim, they announced this is how you ensure your marketing is successful.
Now I am in no doubt there is value in what they’re selling, but the problem I have is their approach is so myopic, systemized and one-size-fits-all that at best, they’re simply ensuring you hit guideline metrics rather than achieve actual growth.
Add to that, they’ve never made any work of note and are simply analyzing work that has achieved success based on their definitions and metrics, that people should – at best – be treating it as a guide rather than a blueprint.
But no … our industry is so messed up right now, we value the words of – excuse the analogy, because it’s not a good one – the pundits rather than the players.
By that, I mean those who are paid to find fault versus those who create change.
As I said in our speech at Cannes a few weeks ago, it’s like saying that because music has mathematical contexts behind it, we should trust a school maths teacher more than an actual musician.
We’ve gone mad. Or at least, deliberately ignorant.
Of course I appreciate risk is scary for companies.
I also get the numbers involved are huge and the implications even bigger.
But for all the talk of grawth and effectiveness we, as an industry, are far too comfortable playing within the rules, systems and codes of people whose entire ‘for profit’ business model is built on igniting fear and judgement in what you do, when the brands and businesses that experience the greatest growth always allow creativity – in whatever form it takes – some space to play, explore and experiment.
Sure, it might be a relatively small percentage compared to their core business, but they do it and do it without the boundaries and limitations that we are continually forced to adhere to, because they see it as a commercially important investment rather than an act of marketing practice defiance.
And given so many brands are currently acting, looking and communicating the same thing in the same way – because of their blind adherence to certain people’s one-size-fits-all marketing practice protocols, I’d argue there’s less risk leaving space for experimenting than there is following the same systems as everyone else.
Or to quote David Richards – from Paula and my talk at Cannes – it may explain why ‘companies have consumers but artists have fans.
[Of course, the ‘factual’ reason behind my declaration is that I work for the the most profitable luxury Retailer in the World, the most successful fashion and street culture investor in global fashion, the fastest growing eyewear brand on the planet and – of course – the 2nd most successful American band in music history, among others]
As an aside, if you’re interested in hearing the talk Paula and I gave, drop us a line here. If there’s enough interest, maybe we can do it. Not because we think it what we presented is THE ONLY way brands should think, but to ensure no one is daft enough to think there is only one way fullstop.
Happy weekend.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Ambition, America, Amsterdam, Asia, Attitude & Aptitude, Auckland, Australia, Bands, Billionaire, Birkenhead, Bonnie, Campaign Magazine, Canada, Career, China, Colenso, Colleagues, Comment, Context, Corporate Evil, Creativity, Culture, Dog, Dream Small, Easter, Empathy, England, Experience, Family, Fashion, Fatherhood, Hong Kong, Japan, Jill, LaLaLand, London, Management, Martin Weigel, Metallica, Michael Jordan, Miley, Mr Ji, Mum, Mum & Dad, Music, My Fatherhood, New Zealand, Nike, Otis, Paul, Paula, R/GA, Relationships, Rockstar Games, Rosie, Shanghai, Singapore, Sunshine, Sydney, The Kennedys, The Kennedys Shanghai, UK, Virgin Atlantic, WeigelCampbell, Wieden+Kennedy
I have written before that apart from my friend Paul, I owe almost everything in my life to the fact I left the UK and went on an adventure.
Without that, I would not have met my wife … would not have had my son … would not have had my pets … would not be working with rock stars … would not have had all the life experiences and adventures I’ve been fortunate to enjoy and almost certainly would not have the career I currently enjoy.
That’s pretty huge when you think about it and while there’s a whole list of people I need to thank for making it all possible, one of them is an old boss.
Who was a prick.
I had a rather complex relationship with this individual.
Because while they were pompous, petty, condescending and rude, they were also smart, knowledgable and experienced.
On top of that, they gave me a shot on a couple of projects that they probably shouldn’t have. I should point out that wasn’t because they necessarily believed in me – it was more there was no one else to do it – but I appreciated it all the same.
Anyway, when I decided to leave – to go explore opportunities in another country – they were pretty pissed off with me.
While I’d love to say it was because they didn’t want me to go, the reality was they were frustrated I was leaving after they’d agreed to give me a payrise.
That this ‘rise’ was still below market rate and they’d fucked me around for literally 2 years, seemed to have completely slipped their mind … which is maybe why on the day I left, they thought it would be ‘funny’ to write the following comment in my leaving card.
“You’ll be back. Come crawling”.
I remember watching him going around telling people what he had written, laughing hilariously at his own ‘joke’ and while I didn’t take it too much to heart – because everyone knew he was a bit of a prick – it still hurt.
Little did I know then, how those 5 little words would play such an pivotal role in how my career would turn out.
You see, when I ended up in this other country, I initially found it very difficult.
Not just because I didn’t have friends, contacts or a job … but because my Dad was very ill back in the UK.
In all honesty, the temptation to go back was huge but there were 2 reasons I stuck it out.
1. I wanted to show my gratitude to my parents for supporting and encouraging me to go, despite them going through a terribly tough time because of my Dad’s major stroke.
2. Those 5 little words.
While I’d like to think the former was the biggest motivator, I fear it may have been the latter.
That’s pretty pathetic isn’t it … especially as I could have gone back without having to go back to that old job.
But I wasn’t going to let him have the satisfaction directly or indirectly.
And so I persevered.
Pushed, prodded, walked the streets, did shitty, temporary roles … anything that kept me from gaving to go back with my tail betweeen my legs.
And it everntually worked out.
Not because of any talent I did or did not have, but because of my perseverence.
And willingness to take any bullshit salary … hahaha.
But for me, getting a break was my main objective … because while I knew I was not the smartest strategst, I knew my work ethic meant I could out-work most.
Now don’t get me wrong, I appreciate that is a toxic trait – but it is my trait – and back then, it was a way for me to prove my worth to agencies/clients who didn’t have to give me a chance or keep me on board.
Of course, over the years, my motivation for continuing to explore the possibilities of the World and my career have evolved.
These days it is far more about wanting to feel I’d be making my parents proud than it is me reacting to 5 little words from a toxic, little manager.
But I also have to acknowledge that without that persons toxic motivation, it is unlikely I would be in the situtation I currently enjoy.
So thank you AC … you were a strange little man, but for all the fucked up shit you did – and there was plenty – you did one thing right, even if it was wrong.
And while I doubt you even remember me – let alone care what I’ve done – it doesn’t matter.
Because I didn’t come back and didn’t come crawling and so for that, I won, so there.
It’s Easter long-weekend that then leads into a big week for me/Colenso – from us hosting Fergus and his OnStrategy podcast to me saying goodbye [for the second time] to someone who is very special to me … so have a great weekend, overeat Chocolate and Hot Cross Buns and I’ll see you Tuesday.
Till then, this is for you AC.
With thanks.
Filed under: Apathy, Attitude & Aptitude, Bands, Brand, Brand Suicide, Communication Strategy, Complicity, Context, Crap Products In History, Creativity, Culture, Delusion, Egovertising, Embarrassing Moments, Fashion, Marketing, Marketing Fail
One of the worst things marketing has done is destroy the meaning of the English language.
I don’t mean with their desperate attempts to make their slogans and tropes part of popular vernacular – though that is also true – I mean it in terms of them literally and consistently destroying the meaning of words.
Over the years, I’ve seen all manner of examples …
From positioning a new brand of toilet cleaner as an innovation.
To claiming a new flavor of ‘Chicken Tonight’ is revolutionary.
And just recently, the most 80’s of 80’s band, being promoted as a symbol of rebellion.
Don’t get me wrong, I like Duran Duran.
Hell, back in my session guitarist days, I even played with Simon Le Bon … but even when they went through their ‘Wild Boys’ macho phase, they were about as dangerous and rebellious as Paddington Bear.
What the hell are the people behind this thinking?
Do they actually think Duran Duran are a badge of rebellion or is it more a case of them suggesting you’re a rebel if you actively choose to wear a shirt that does not feature the name of a modern music icon emblazoned all over the front?
If that’s the case, then I must be Satan personified. Or I was, prior to losing weight – hahaha.
But regardless of the reason, they’re either gaslighting, exploiting or as delusional as fuck.
What next, the color beige gets branded as controvertial?
Or maybe green ‘Starbursts’ get called confrontational?
Or possibly the entire marketing industry claims they are dangerous-as-fuck?
To paraphase Ronald Reagan and Lee Hill [who made his comment in relation to companies who have to overtly state and explain why their company, product or campaign is revolutionary/innovative/rebellious or even effective] …
“If you have to explain it, you’re probably not it”.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Audacious, Authenticity, Bands, Brands, Business, Comment, Confidence, Context, Creative Development, Creativity, Culture, Differentiation, Distinction, Emotion, Empathy, Imagination, Individuality, Innovation, Leadership, Loyalty, Management, Marketing, Marketing Fail, Mediocrity, Metallica, Music, Provocative, Relationships, Reputation, Resonance, Respect, Talent
Recently I watched a documentary on a band.
A household name. Not just in America, but around the World.
It was pretty good … but the most interesting part of it was the interview with the manager.
Specifically how he described what he was there to do:
He said: “My job is to do one or two things that change your life. Not ‘good moves’ but change your life”.
And while they turned out to be arguably more focused on their own fortune than the artists they represent, it cannot be denied they achieved exactly what they said for the band in question … helping turn them into the biggest band in the world for a period of time. An accolade they have managed to forge into a long-lasting career that sees them continue to be at the top end of their industry.
Now of course, there’s a lot of things that go into achieving success like that.
Songs.
Talent.
Drive.
Concerts.
Fans.
Distribution.
Copyright ownership.
But a good manager has a huge influence and role to play in all of this … which got me thinking.
What if clients saw their agency partners as people whose role was to do the same as this manager?
To help them fundamentally change the trajectory of where their business is rather than continually communicating – and reinforcing – where they are.
Dramatic change, not incremental.
OK, there’s some clients who actually do that – and a lot more who think they are, but are doing the opposite – but the reality is for all the talk of ambition and change, so much of it what is done is about keeping things exactly where they are.
Part of this is because of the influence of ‘industry guru’s’ who have positioned themselves as business liberators when really they’re more insurance salesmen [made even more hilarious by the fact the vast majority have never created any actual creative work or built a brand of note] … and part of it is because of a narrative that’s been going around that suggests agencies care more about taking clients cash through excessive timelines and pricing.
As I’ve written before, this attitude is more bullshit than fact … shaped by a procurement process that doesn’t value quality of work – just the price of it – and a corporate attitude where the expectation is complicity not challenge.
Of course that doesn’t ignore the fact some agencies have also played their part in creating this situation by devaluing creativity, devaluing training and agreeing to whatever gets them the revenue – regardless of the consequences – which just reinforces what a mess we’re in.
It’s why I loved that managers quote so much …
The goal being to create the conditions to be ‘the exception’ by being exceptional..
Not ‘a little bit better than before.
Not ‘a little bit better than those around them’.
But to fundamentally change the context and rules of the game.
Champions, not just players.
Of course, it’s easier said than done … but I’ve had the pleasure of seeing it in action up-close-and-personal through Metallica’s management, which is why I know it can be done and I know you can increase the odds of it being able to be done.
Because in their case, what they’ve helped achieve is remarkable.
Put aside the fact they have worked with the band for almost 4 decades. Put aside they’re the most successful music management duo in music history. And think about how they’ve enabled 4 old men – who write what can best be described as ‘mass niche’ music – not just continue to live at the forefront of popular culture, but do it in a way where their creativity is deeply respected by all.
Hell, they’ve become the second most successful American group of all time.
OF. ALL. TIME.
But it’s even more than that … because they’ve also helped the band find new ways to push, explore and expand what they do with their creativity and how they can do it.
Incredible.
Of course, none of this would be possible without the band having the hunger and desire to keep pushing, but their relationship – and trust – of their managers is a key part of what enables it to be possible.
Which is why there’s a couple of things Peter Mensch – one half of their management team – said to me that has had as much impact as the quote that inspired this whole post.
1. “Our job is not to market the band, but to protect their truth”.
2. “We’re not paid to kiss their ass, we’re paid to tell them the truth”.
And maybe that’s a couple of the reasons why Metallica have been able to build a business and a brand [even though they would hate those terms] which is wildly more successful –culturally and commercially – than many brands who spend tens of millions trying to be.
Not just because music connects to people in ways brands rarely can, but because many brands don’t actually know who they are and don’t want to listen to anything that asks questions of them, they don’t want to acknowledge or accept.
So it’s little surprise an agency can change a brands life when brands so often choose to delude themselves with where they currently are … where their version of a relationship is based on how much you cost and how easy you are to deal with, than the quality of the advice and results you help them gain.
For all the systems and processes our industry has latched onto in a bid to prove our credibility and method behind our approaches … how many brands can we say have fundamentally ‘changed their life’.
One?
Ten?
One Hundred?
Certainly not as many as you would expect from the US$87 billion dollars spent on market research in 2023 delivered.
Which is why I leave this post with another music reference … another perspective that had a profound affect on me.
This time it’s from the band – albeit they were more artists than musicians – The KLF, who not only captured what I believe defines a great manager, a great agency and a great brand … but what also creates the chance for someone, anyone, to properly change their life.
“Don’t give them what they want, give them what they’ll never forget”