Filed under: A Bit Of Inspiration, Christmas, Colenso, Creativity, Culture, Management
I’m back.
Actually I didn’t go away, as the meeting was postponed at the last moment.
I know … I know … that means I could have written posts through all of last week, but the plans changed so last minute that – to be honest – I just couldn’t be arsed and I knew anyone who does still come visit here, wouldn’t be exactly complaining, haha.
In some ways not going was a good thing because it was going to be in Shanghai and I am still filled to the brim on the energy and dumplings from my last visit there a few weeks ago.
Despite having not lived there for 10 years and it still evolving at a speed ‘brand transformation consultancies’ could only wish for, it still feels like home … still feels where I am at peace … still feels where I belong … even if in its continual evolution, it has arguably become too slick and too easy so some of the magic that makes the country so unique, has gone.
But I’ll take it as I continue to be transfixed by it.
And seeing so many friends and eating so much Din Tai Fung didn’t hurt either, haha.
It was strange seeing so many people I knew as I walked around. A decade away and yet I still bumped into more people in those few days than I have ever in NZ.
Or anywhere else for that matter.
I think part of it is the time I lived in China was a pretty unique, magical and mad time … and so I shared experiences that you would never have anywhere else. It’s the sort of thing that creates deep bonds with the people you’re doing it with … something probably similar to soldiers or police officers, albeit without the same dangers, obviously. Whatever, it was both personally and emotionally wonderful for me … especially when you compare it to the photo below – hahaha.
Let me start by saying I love my partners.
Angela Watson and Simon Vicars are two of the very best.
Not just as creative partners, but as humans.
Great people who happen to be very talented – which means our context is life rather than simply ads.
It makes a huge difference.
Not just to the work we make, but the conversations we have.
We have a genuinely good relationship – based on shared values, ambition and trust – which is handy, given we share a desk and nothing would reveal any cracks between us than that, especially the way Ange and Si ‘spread’ far beyond their space – hahaha.
But what I value most is our ability to have the hard conversations … safe in the knowledge it’s always coming from a place of wanting the best for Colenso … so if we ever hold each other to task about standards and expectations, we don’t see it as a sign of a toxic relationship, but a healthy one.
Which is handy, given this photo clearly shows Ange and Si’s inability to hide their feelings towards me … hahaha.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Comment, Communication Strategy, Corporate Evil, Corporate Gaslighting, Creativity, Culture, Management, Mental Health, Miley
Once upon a time, I saw someone who was doubted by their bosses.
Not because they were bad, but because their bosses were.
Blinkered.
Delusional.
Arrogant.
Toxic … albeit in a ‘positive’ way.
And of the opinion your job is to do whatever the client, or the bosses, want – regardless ofstandards, time or impact it has on the health and wellbeing of the team around them.
And yet each day, this individual did all they could to try and ‘win’ their bosses over.
But they failed.
Partly because they wanted to do the right thing, even if it was the harder thing.
Partly because they had their own ideas when their bosses just wanted them to blindly follow orders.
Partly because their bosses took some pleasure in bullying people into submission.
One day I took them out and asked what they were doing.
They told me they worked hard.
They told me they wanted to do the right thing for the client and the company.
They told me they just wanted to prove to their bosses they were good.
To which I told them this:
“Have you considered that if you win your bosses over, it means you’ve failed?”
There was a brief pause before they asked me what I meant – to which I told them that if they did eventually win their bosses approval, it would be because they had defaulted to what they wanted them to do/be rather than them bringing their bosses over to their standards or ideals.
I should point out that while this individual was young, they had excellent standards and taste and had come from a place where they’d done work that had been widely acknowledged as very good.
It’s ultimately what got them hired.
Except they now realized it had less to do with their new company valuing what they do and more to do with their new company valuing the PR they could now spin among clients and industry media.
I know, it’s mad, but it’s not uncommon.
I also experienced something like this and it took me ages to see it for what it was because I couldn’t believe someone would hire me and then actively NOT want me to do what made them want them to hire me in the first place.
The point is, while we should always try to demonstrate our value through the work we do, when you find yourself in a situation like this [and Corporate Gaslighting has shown us, there’s a lot of people in this position], the best action is to stop trying to prove yourself and start focusing on improving yourself.
That might mean doing additional training.
That might mean seeking external help and advice.
But more often than not, that might mean realizing you’re in the wrong place.
Of course, you need to be objective in evaluating your situation before you make that decision … but should you realise you’re in an organization that only focuses on what you’re doing wrong, regardless of what you do or why you did it … then you may have to accept you’re working for a place that won’t grow you, only destroy you.
And if you think that’s as toxic as it can gets you’re wrong.
Because as bad as that is, it’s ten times worse when the person doing the abusing has never achieved anything of note or worked anywhere of note because their goal is to make you play down to their standards rather than up to your potential … often to protect their ego from having to face the reality of their own shortcomings. [Which is why they’ll undermine your confidence rather than see your skills]
Also known as ‘Tom-syndrome’, as in Tom … from Succession.
Now I obviously appreciate suggesting getting a new job is a big thing – especially in this job market – however it’s also worth remembering that even acknowledging your reality can be a positive step forward, because not only will you start to realise their comments reveal far more about them than you, you can stop look at new opportunities without feeling you failed at proving your value to your bosses.
Because you never were going to … unless you acted just like them.
Which you weren’t going to, because you are better than that. And them.
Filed under: A Bit Of Inspiration, Attitude & Aptitude, Colleagues, Comment, Complicity, Context, Creative Development, Creativity, Planes, Planners, Planning, Process, Success, Teamwork
I appreciate the title of this post may suggest I am advocating kissing colleagues or clients – but HR and legal executives around the world, stand down – because this is a post that reminds us of the importance of, Keeping It Simple, Stupid.
Phew.
Anyway, years ago, one of my mentors – the wonderful Lee Hill – told me something that had a profound effect on me.
“When their solution is more complicated than your problem, why would you do it?”
The point he was making was there are a lot of companies out there who care more about showing-off how smart they are than addressing their clients actual need and so the result is they propose a lot of ‘complexity’ to either justify their price or to satisfy their ego.
There’s one place in my past that embodied this.
300-page decks.
Incredible amounts of technical detail.
An emphasis on their approach more than the problem.
Don’t get me wrong, they were good, had a bunch of talented people and did some truly brilliant work … however the problem [at least for me] was that every challenge ended up being approached in basically the same way because their way was to fit every client problem into how they worked rather than adapt their way of working to solve what the client problem actually needed.
By that, I’m not suggesting they should only have looked for simplistic solutions.
Nor am I suggesting they should have ignored their specific skills and talent.
And I’m not in any way suggesting they didn’t want to help their clients.
However, while you could argue many companies approach their work in a similar way, they were the only ones who seemed to revel in actively showing how complicated their ‘solutions’ were, which may explain why they revered consultancies more than creativity and why there was as much complexity inside the organization as there was in their recommendations.
Which reminds me of a story I’ve told many times:
Decades ago, the US navy were looking for a new fighter jet.
Over a series of days, the admiralty invited executives from the main fighter plane developers to come pitch their ideas.
Each day, a mass of engineers would walk into a room featuring a long table surrounded by highly awarded officers to explain why their plane was the one they should invest the billions of US tax dollars into.
On the last day, 3 people from Lockhead Martin walked into the room.
One went up to the end of the table, produced a ball-bearing and – in true Hollywood style – rolled it down the table.
As it slowly passed the Navy Officers, he stated:
“Gentleman, would you like a fighter jet that registers the size of this ball-bearing on the enemies’ radar? These gentlemen will explain how we can do it”.
They won the contract, which resulted in the iconic A-12.
The point of this is their approach was centered on identifying the clients real need – where all the other shit was stripped away – which allowed them to address the problem in a way where their solution could clearly, simply and powerfully express a focused benefit.
No complexity.
No ambiguity.
Just clarity.
Of course, building a plane is as complex-as-fuck, but by doing it this way everyone was not just focused on the prize, but united in the key objective.
Or as Michael Mann, the film director once told me:
“I explain how I see the movie I want to make to all the people in the team and ask them to bring their talent to make it even better than I hoped. But I remind them it’s how I see the movie, not how they wish I saw the movie”.
The point of this is because I saw something recently that I think is a brilliant example of ‘clarity thinking’.
Something I imagine that was full of challenges and complexity – both in terms of input and output – but has a solution that is compelling, unifying and simple for all parties and audiences.
This.
Don’t get me wrong, I know it takes a lot of hard work to be simple, but somewhere along the line, we seem to have forgotten that … and if you want proof of that, read some effectiveness papers, where it seems the goal is to bamboozle the reader rather than help them understand how everything leads to a single, simple, powerful solution.
Filed under: 2026, A Bit Of Inspiration, Advertising, Apathy, Attitude & Aptitude, Authenticity, Brand, Brand Suicide, Comment, Consultants, Corporate Evil, Crap Campaigns In History, Creativity, Culture, Kickstarter
I know I work in marketing.
I know everyone likes to think their ‘thing’ is a ‘unique’ thing.
And I know people like to ‘big up’ whatever it is they do to sound even bigger than it is … like claiming a solid marketing 101 course is a ‘mini-MBA’, which is made even more amusing by the fact the person behind it has developed a caricature of being ‘no nonsense’ … but the problem with this ‘blinkers on, always look straight ahead’ attitude is that while you’re spouting your ridiculousness, we don’t see the people around us laughing and pointing.
Self-awareness is increasingly becoming one of the most important and valuable attributes in business – and yet, too often, anyone who points out a problem is met with distain, as if they are trying to destroy an organization when all they’re trying to do is protect them.
At this point, I could point to that utterly horrific Ritz Cracker Superbowl ad … or that Maxwell House/Apartment abomination … but no, I found something even more potentially insane.
This.
Don’t get me wrong, I appreciate people have favourite notepads. It may be influenced by paper stock quality, design or number of pages … but selling a notebook on its ability to lay perfectly flat?
It’s a notebook for fucks sake, not a bloody Toblerone.
This is up there with the sort of bullshit hype you see on most Kickstarter pages … except on Kickstarter, they at least try and claim they’ve added some sort of innovation that marks it out from traditional approaches, whether true or not.
But a notebook that lies flat?
That’s where we’ve got folks.
That’s where the marketing industry is.
Where it is no longer good enough to simply be good at what you do, everything needs to have some sort of hype ingredient … even if it induces ridicule more than aspiration.
It’s not even fucking targeted to a particular audience who may – just may – value the aesthetic of multiple notebooks placed together more than what they put in the notebook.
If you take away the fact this ad is desperately and blatantly attempting to suggest it’s for a premium product with an innovative feature … this may actually be the most generic piece of generic communication ever created.
And before someone says, ‘but you noticed it and wrote about it’, I would remind people the opposite of good isn’t bad, it’s apathy and there’s more of that being triggered than ever before – driven by systems, processes and ego’s that care more about elevating the self-importance of the creator than addressing the realities, needs and contexts of the recipient.
What we do can be important.
Not life-changing important, but important all the same.
Let’s not forget we can emotionally move people, impact economies and categories and create different futures for millions in ways few other industries could ever dream of achieving.
But if we carry on with our blinkered, arrogant, tick-box, Emperor’s New Clothes attitude, we will eventually discover – as will the clients, pundits and peddlers who either buy into this approach, encourage it or flog it – that the only people who are listening, is themselves.
Of course, as an industry, we should always be open to the new and the next.
But that should never be at the expense of forgetting, ignoring or devaluing what we do and how great we can be at doing it.
Sadly, somewhere along the way, it appears we have … and are now our business model appears to be chasing whatever we think makes us look relevant to the procurement department in business rather than doing things that are valuable to the actual business.
Resulting in us having more tools but making less valuable stuff with it.
Or said another way, we’re increasingly becoming a division of Temu.
Filed under: Agency Culture, Attitude & Aptitude, Colleagues, Confidence, Contribution, Creativity, Culture, Easter, Leadership, Management, Mischief, My Fatherhood, Parents, Perspective, Privilege, Process, Professionalism, Provocative
Today is the last post until the 7th April, thanks to Easter.
As many of you know, I’m not religious in the least – but if there’s a holiday in it, especially a holiday with a justification to eat the stuff I don’t allow myself to consume at any other point of the year, I’m all in on it.
So before I get on with today’s post, I wish you all a happy chocolate eating period … let’s be honest, with the shit going on in the World right now, we deserve whatever can make us happy for a few minutes.
Right … so let’s get on with things shall we>
There’s a term that states:
“Ask for forgiveness rather than permission”.
I get why … because however open minded a company may claim they are, most only want to operate within the narrow guidelines they’ve always followed.
That’s why, if there’s something you want to do that you know challenges convention – it’s better to do it and apologise later [regardless of the outcome] than ask first and likely lose the chance forever.
I have decades of experience of doing this – and have the written warnings to prove it [haha] – but what enabled me to get away with it was this:
1. I always had/have a logic driving my actions. Even if others didn’t/don’t quite agree with it – there is a reason that drives my desire to do something commercially and creatively original, interesting and/or different.
2. Whatever I did never crossed any legal, moral, financial or commercial line. I may be a nightmare at times, but with a family of lawyers, I’m not a total idiot.
3. Regardless of the outcome – good or bad [and more often than not, it was good. Eventually – haha] I always came clean to my boss. The reality it I knew they’d always find out eventually and it was far better to own it than be owned by it.
4. For most of my career, I’ve worked with/for bosses who I deeply respect and who I knew not only understood who I was – and had hired me because of it – but shared a similar belief of pushing things to explore new things. Not for wreckless or egotistical reasons, but out of pure creative, cultural or commercial curiosity. [Albeit they tended to be more considered, deliberate and discerning in their choices than me]
And it’s this last point that I’ve come to realise is one of the most important and valuable things any employee could ask for. In fact I’d go one further, I’d say I regard it as one of the most important factors when looking for a job.
Right now, it appears too many managers are more focused on managing up rather than lifting their people up. Caring more about how they look to their bosses than enabling their teams to develop, grow and lead in such a way that their worth to the organisation is blatantly apparent.
On one level, I get it.
Times are tough out there and you don’t want your future placed entirely in the hands of others actions and behaviours – except that’s the whole point of being a manager. Or at least in my book it is.
As I’ve said many times over the years, I believe the role of a manager is to help their people embrace and grow their talent in such a way that when they leave – as we all do at some point – they have more opportunities than they ever imagined having and that when someone wants to hire them … its as much for who they are and what they do as it is there’s a role that needs to be filled.
Does that always happen? No.
Has it happened more often than not? Yes.
Now I should point out I am not claiming any credit for what people have gone on to achieve – they did it with their own talent, experience and work – but I am saying that is the driving force behind how I approach my job … how I’ve always approached my job … and how I hope my colleagues see me approaching my job.
Put simply, working towards what they’re working towards or putting them in positions of opportunity where they have the right to say “no” to something rather than it being decided for them by someone else.
And if that sounds selfless, it’s not.
Because fundamentally, if they do well, I do well.
It’s how I demonstrate my worth to the people who are evaluating my worth. Because I believe there’s more value in liberating my teams potential than supressing it so only I look good to the powers-that-be.
To be honest, I’m worried this is all coming out the wrong way. I’m not trying to big-up my management skills – at the end of the day, the only people who can evaluate if I’m any good are the people who work with me. The point of this post is more about the commercial and professional importance of elevating people’s potential rather than simply focusing on elevating their productivity.
Sure, everyone has a job they have to do.
Sure, everyone has standards and ‘quotas’ they have to hit.
But my view is you achieve much more than that if you let your team grow rather than just makie them work more. And faster.
It’s why I passionately believe my job is far less about giving the team permission, and far more about giving them protection.
Protection from others judgement.
Protection from others attempts to control.
Protection from others formulaic approaches that never led to anything great.
All underpinned in the knowledge you’ve set the right values, standards and rigor that will guide their choices and decisions for every challenge or opportunity – even if things don’t end up going quite as anyone hoped or planned.
In some ways, it’s a bit like being a parent.
Where your role is to teach your kid how to think about handling a situation, rather than what to specifically do.
Or said another way … trusting their judgement, rather than trying to control it, even if they do something differently to how you would have approached it.
Of course people need to earn that trust – as I need to earn it from them – but believing in their ability has to be the starting point, because if you don’t, not only are you failing to create the conditions where they will even ask for permission, you’re creating the conditions where they’ll be too frightened to do anything different in the first place.