Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, China, Comment, Confidence, Craft, Creative Brief, Creative Development, Creativity, Distinction, Emotion, Empathy, Entertainment, Environment, Experience, Fulfillment, Happiness, Honesty, Imagination, Innovation, Insight, Legend, Marketing, Technology
I’ve written a lot about experience in the past.
How important it is.
How it can drive brand value and growth.
How it can create distinction and differentiation in crowded categories.
I’ve also talked about how badly so much of it is done.
That it’s more about consistency than excellence.
That it isn’t a new approach, just a new profit centre.
That many aspire to everything average than some things spectacular.
It blows my mind what some agencies and companies think is ‘an experience’.
Especially when you compare it to people who genuinely ‘get it’.
Whether it’s certain luxury brands or my client, SKP-S in Beijing.
Which is why I love the picture at the top of this page.
At the time, the person on the runway was 62 years old.
SIXTY TWO.
This was taken on the first of 3 nights of performing to 68,000 paying people.
So over 200,000 in total.
In South America.
Think about that for a second.
OK, so the person in question is Brian Johnson … lead singer of rock band AC/DC.
But let’s also remember we’re talking about a group of pensioners.
Literally.
Yes, I appreciate there are all-sorts of factors/considerations/contexts/excuses you could use to explain why they can achieve that sort of response when brands – with all their experience models and big budgets – can’t.
But the one thing AC/DC understand is if you want to keep people coming back, you need to focus on creating a seminal moment for your audience not average consistency.
It’s why I always ask ‘experience strategists’ about their life rather than just their work. I want to know what their frame of references are for experience. Because frankly – and I appreciate I’m being a massive snob here – if it doesn’t include festivals, theatre, art, music, retail, museums … then I don’t know if we’re ever going to share the same ambitions.
Because while I appreciate ‘average but consistent’ has value to some organisations, I would rather drink bleach than advocate that as a brand goal.
Not simply because I have an aversion to average.
But because when you do experience right – which means knowing who you are and who your customers are – the profits extrapolate. See, I’m not totally selfish.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Authenticity, Chris Jaques, Comment, Confidence, Context, Creativity, Culture, Diversity, Education, Effectiveness, Emotion, Empathy, Environment, Experience, Fulfillment, Insight, Legend, Loyalty, Management, Perspective, Planning, Point Of View, Relevance, Resonance, Respect, Standards, Teamwork, Wieden+Kennedy
A while back I wrote about how some companies offer incentives and bonuses to their staff to try and boost morale when the reality is all the employees actually want is the company to act in ways they can be proud of and believe in.
Values.
Standards.
Behaviours.
Ambitions.
The most depressing part of this is that in many cases, the companies know this but just think it’s easier to try and ‘buy staff off’, than to change how they act.
But if you think that’s bad, there’s some who are even worse.
The ones who believe their staff will be inspired and impressed by any gesture the companies shows towards them … even if it is an act that shows how little they really think of them.
Acts like this …
Or this …
Seriously, what on earth were they thinking???
Even if they were giving away a bunch of bananas rather than a single one, it would still be bad … but a postage paid envelope, that reiterates this is a ONE TIME act of generosity.
Either the people behind these ‘gifts’ are evil or utterly delusional … which is why the best leaders I’ve ever worked for have been the ones who are transparent and honest, whether for good news or bad.
There’s something really reassuring of knowing where you stand. Where there is constant dialogue with where you’re at and where things are. That even in bad times, you know what is going on, what needs to change and some suggestions how to do it … because the person telling you genuinely wants you to succeed. Not simply to make their life easier, but to help make yours bigger.
While there are a lot of benefits to management, it can’t be denied it’s a tough gig.
You’re dealing with a bunch of moving parts all at the same time.
Egos.
Colleagues.
Team development.
Individual growth.
Client satisfaction.
New business requirements.
Company reputation and profit.
And then your own, personal satisfaction and growth.
In some ways, each of these moving parts can act as a barrier to the other being successful … and that’s when a manager can get into real trouble, because pressure means they can end up choosing what ultimately makes their life easier rather than what makes everything better.
Now I am not saying I am a great manager.
While I think I am OK, I definitely have my failings.
However over the years – and with some excellent mentors and role models – I’ve definitely learnt there are some ‘rules’ that I believe can help companies ensure managers create an environment where good things happen can happen, for the work … the clients … the individuals … the team … and the company as a whole.
1. Stop promoting people simply because that’s the only way to give them a pay rise.
This is more than just about managing staff cost ratios – or keeping salary bands in line – it’s the reality that some people are just much better at doing their specific job than managing other people doing their specific jobs. Often they know this, but feel they have to accept the promotion ‘opportunity’ to get the money they want. The great irony of this approach is it ends up costing everyone more in the long term. Because the promoted person ends up stopping doing the work that made them – and the company – stand out and other talented people leave, because they are being badly managed. Until the day the company realises their mistake and lets the person go who didn’t really want the job in the first place, but did it as it was the only way to get fairly valued for their talent and experience.
2. Stop thinking being good at the job means you are naturally good at managing
Being good at a job doesn’t automatically mean you are going to be good at managing others doing it. Not only that, being good at your job doesn’t mean your approach will – or should – translate to how the entire department operates. Sadly, too many companies don’t think this way. Instead they promote without consideration to the ways of the individual or the needs of the department and company. Of course, sometimes the reason for that is because it’s a way to ‘keep’ talent from going to another company or because doing it makes things more ‘convenient’ for the company when someone has resigned. What makes that approach even worse is they then place huge expectations and judgement on people so that when things don’t go exactly as planned, they start adding additional stress and barriers. The reality is you don’t make good managers through a title, you do it by giving them training and time.
3. Every level needs training
It doesn’t have to be formal. It doesn’t have to be academic. But it does have to happen.
Not just in terms of learning the company processes and org charts … but in terms of learning how to actually manage. What to look out for … how to engage … how to encourage and motivate. Not from a book. Not from an online course. But proper training with people who have done it very well rather than people who just hold the title. There are so many great managers who never got to realise that simply because they were thrown in the deep end and then kicked out because they weren’t given the support and time to train for their new position.
However I know the things I’ve suggested won’t be common, because too many companies see personal training as an expense and judge success as getting stuff done, regardless of the cost. Which is why after all the years I’ve had doing it, I still rely on 4 huge lessons I learnt from Dan Wieden and Chris Jaques.
+ When your focus is the work, every decision becomes easier.
+ Brilliant work sorts out almost every problem,.
+ Honesty and transparency is the greatest gift you can give someone.
+ The best way to stop complicity is to create an environment of openness and debate.
Sure, none of these are as easy as giving a banana or even a paid-return envelope … but I guarantee the positive effect will last a hell of a lot longer.
Filed under: A Bit Of Inspiration, Advertising, Attitude & Aptitude, Comment, Confidence, Context, Creativity, Culture, Diversity, Egovertising, Emotion, Empathy, Equality, Experience, Fulfillment, Legend, Management, Perspective, Relevance, Resonance, Standards
I’m reading and hearing more and more people position themselves as some sort of elite force … because the pain, hardship and obstacles others face, didn’t affect them.
Except – as the tweet by Daniel above shows – it did.
It’s happening everywhere.
From that prick Piers Morgan claiming he is in someway responsible for the brilliant achievement of Emma Raducanu through to certain members of the marketing community who acknowledge there’s many barriers people face in the industry, but then add how they were still able to succeed … unsubtly insinuating their talent is so exceptional, they got to the top despite all the obstacles others say “holds them back”, conveniently ignoring the fact they’re white, educated to hell and privileged as fuck.
I’m over it.
There’s so many people out there who face challenges the majority of us will never appreciate.
Never understand.
And while that doesn’t mean the achievements of anyone should be dismissed, the assumption that everyone is playing by the same rules and contexts is total bullshit.
Which is why those who put others down by saying ‘they faced challenges and they turned out alright’ are missing the point … both in terms of the effect their actions and behaviours had on their wellbeing and the definition of what success has to be.
We’re all fighting demons and challenges only we know about.
So by all means be proud of what you’ve done, but don’t use that to then backhandedly dismiss the achievements of others – especially when they’re not really comparable in terms of context, category or celebration.
Past or present.
Have a great weekend.
Filed under: A Bit Of Inspiration, Attitude & Aptitude, Comment, Creative Development, Creativity, Culture, Film, Fulfillment, Guns
I love Nicholas Cage.
Yes, I know he’s become a caricature of himself.
Yes, I know he’s not made a good movie in an age.
But my god – whether the movie is good or bad – you remember him.
One of my favourite movies with him in it is one of my favourite movies.
Lord of War.
It is arguably the last great movie he made.
It’s the story of a global arms dealer – Yuri Orlov – however the reality is the lead character, played by Cage, is an amalgamation of a number of real life ‘Lords of War’ with many of the scenes in the movie being based on true stories.
In fact, the way they made the movie – specifically the tank scene – is worthy of its own film.
But that’s not what this post is really about.
It’s about the opening scene to the movie … one of the best opening scenes ever made.
People talk about the opening credits of Seven … or Limitless … but while they set the mood, they don’t tell a story … and this does it brilliantly. The story that set ups the story you’re going to watch.
I can’t remember how they previewed the movie, but I hope they just ran this because it is better than any trailer they could ever have come up with. Mainly because it doesn’t attempt to tell the whole story, it tells just enough to make you want to find out more.
As a trailer should, but generally never.
OK, it’s not totally perfect.
The CGI is not as good – or as impactful – as it would be if they made it today … however the idea of showing the life of a bullet is a masterclass in storytelling.
And film making.
And creating anticipation.
And proof that occasionally, Nicolas Cage, makes the best decisions of anyone.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Chris Jaques, Comment, Emotion, Fake Attitude, Fear, Fulfillment, Honesty, Interviews, Management, Parents, Point Of View, Relationships, Relevance, Respect, Standards, Teamwork, Truth
Recently I was interviewed by 2 creatives who have set up a podcast about imposter syndrome.
As I wrote a while back, imposter syndrome affects pretty much everyone in the industry and can be utterly debilitating.
In that same post, I suggested one way to deal with it, is not to hide from it, but to embrace it.
Because in some circumstances, imposter syndrome can help your career.
Seriously.
It means it never let’s you phone something in.
It means it always demands you push your talent further.
It means it will force you to keep exploring possibilities.
I’m not saying that isn’t painful, but it may change your relationship with it … because instead of undermining your career, maybe you can use it to build it.
Maybe.
Anyway, I was interviewed about this and a bunch of other issues connected to imposter syndrome and if you want to listen to that – or the much better ones, such as Nils from Uncommon – then you can go here and find out more about something that more people than you’d imagine have to deal with.