Filed under: A Bit Of Inspiration, Attitude & Aptitude, Childhood, Emotion, Empathy, Football, Leadership, Nottingham, Nottingham Forest, Resonance, Respect, Talent
One of the people who made my childhood so amazing was someone not connected in the slightest to my family.
Brian Clough.
Over the years I’ve written a lot about him.
How he led my beloved Nottingham Forest to glory no one could have ever dreamed about.
How he led the football league in terms of standards and reputation.
How he led the Nottingham through its darkest days of Margaret Thatcher.
How he’d serve me at his newsagents in West Bridgford on a Sunday morning.
How he put a city on the map again.
Hell, I even did a presentation about the management lessons you could learn from him.
He was a hero to me.
It’s because of him I travelled to the other side of the World to see Nottingham Forest get into the Premiership again. He made me love them so much. He made me feel the sadness of 23 years in the wilderness.
Now it is fair to say at the end of his management at Nottingham Forest, the effects of his alcoholism had taken hold. He was not who he had once been.
He said he drank because he got to celebrate more than most … but everyone knew. And yet, despite that, everyone still respected him.
Even at his last game at the City Ground – where we lost – the entire stadium, including the opposition fans, rose up to applaud him and shout his name.
Can you imagine that happening for anyone else?
Hell, even with his long successful reign at Forest ending in relegation, all the fans – and the TV pundits – still loved him. Still wished he could get better to stay on.
And while there are lots of stories that help explain why he was so loved, I heard two new ones recently that really showed how important character and principals go a long way in having people follow and believe in you.
The first is how he talked a man off a bridge who was planning to die by suicide.
He was driving home and saw a large group of people on Trent Bridge, congregated in a particular spot.
Rather than drive past, he pulled over – literally on the bridge – to find out what was happening.
There he found a Policeman trying to talk the man down.
From there, he took over, talking gently to the man.
Asking questions. Being interested in what he was going through. Offering to help.
At one point the topic of football came up and the man revealed to Clough he was a Notts County fan. Without missing a beat, Clough said that he liked them but he should come and see his team as they’re doing pretty well. [They’d just won the European Cup]
Eventually the man was coaxed down and the Policeman who was there nominated Clough for an award – such was his influence in bringing him down, and later he was given a certificate naming him ‘citizen of the month’ by the Police.
Clough was an enigma.
You never knew what you were going to get.
Hugely charismatic but with an ability to be ruthless and vicious.
By the same token, he was incredibly generous and compassionate.
He loved his family. He loved Peter Taylor [despite them having a huge fallout that resulted in them never talking again] and he loved helping those who needed help.
The story of how he took in 2 young brothers who were poverty stricken and in an abusive home reads almost like a soppy Hollywood story. Except it’s true.
However the other story I heard recently that revealed his generosity is from his last ever match as Forest manager.
The date is May 8, 1993, and James Scowcroft, was a youth team player for Ipswich Town.
Scowcroft would become a popular striker for them – making more than 200 appearances – but back then, however, he was 17 and yet to make his first-team debut.
This was an era when apprentices had a list of match-day chores and his was to look after the away dressing room. His job was to make sure everything was tidy and organised and he would go in five minutes before kick-off – while all the players were waiting in the tunnel – so he could get a head start making sure everything was ready for half-time.
That day, however, was different.
This is what James said:
To the end, he cared about the game and especially the youngsters entering it.
No wonder the BBC Commentator, Barry Davies, summed up that day – and Clough’s career – with this:
“Clough emerged from the tunnel and, always keeping it interesting, hugged a policewoman before taking his seat. I reported that by saying “An embrace for the law on his last home appearance. The man with the green sweater. Whatever his failings, whatever his foibles, he’s been a power of good for the game of football.”
It’s a pretty perfect summation.
Clough was flawed but he was also a genius.
Many thought he was a maverick, but there was always method to his madness.
And a big part of that method was his belief in the potential of others.
He would fight for them.
He would protect them.
He would help them.
This article from The Athletic captures so much of the great man … from his earliest days to his lasting legacy.
And it is a lasting legacy … hell, he has 3 statues of him for a start.
They say if you remember people, they’re still with us.
Well I remember him. He helped write a big part of my brilliant childhood.
Filed under: A Bit Of Inspiration, Attitude & Aptitude, Audio Visual, Brand, Comment, Confidence, Context, Craft, Creativity, Culture, Emotion, Experience, Legend, Loyalty, Management, Metallica, Music, Relationships, Relevance, Resonance, Respect, Trust, Truth
Late last year, Metallica launched a new song called LuxEterna, from their upcoming new album, 72.
While it is a brilliant return to their roots, the choice of ‘yellow’ as a key colour was met with some negative commentary from ‘brand purists’.
I don’t mean fans, but brand and design folks.
This was amazing for 2 reasons.
The first is our job is to keep things moving evolving rather than continually replicating what’s gone before, so if anyone should be open minded to change, it’s brand and design folk.
[It also highlights my problem with people who keep banging on about ‘brand assets’, because they are confusing recognition with interesting. Or worse, thinking recognition beats being and doing interesting stuff for audiences]
Secondly, the album was designed – as many have been – by the brilliant folk at the wonderful Turner Duckworth … and given their body of work, if anyone knows about designing modern iconography, it’s them.
But overall, I just found the whole debate amusing.
Metallica have always approached albums as a way to express their current frame of creative mind … and given they always look to inject something new or challenging into their work, the choice of yellow seems the perfect way to communicate ‘next chapter’.
In the case of 27 Seasons – also known as the first 18, and arguably, most significant years of your life – James said this …
“There’s been a lot of darkness in my life and in our career and things that have happened with us … but always having a sense of hope, always having the light that is in that darkness, keeps us moving. Without darkness, there’s no light, and being able to focus a little more on the light instead of how it used to be and how horrible it is, that can only be a good thing. There’s a lot of good things going on in life — focusing on that instead helps to balance out my life. And there’s no one meaning to it — everyone has some sense of hope or light in their life, and, obviously, music is mine.“
When you read that, it’s not hard to work out that the use of yellow is part of a bigger idea around the album rather than a desire to build a one colour brand which some have claimed.
Unsurprisingly, they’re the same people who talk about brand assets like you can just buy them off the shelf rather than make them a byproduct of what you do, so that they have value in them that you also keep building.
By pure chance, I was asked by people connected to the band to do a talk to a music publishing company.
While not specifically related to Metallica, I was asked by someone in the audience for my opinion on their ‘new image’ and whether it risked upsetting their core audience.
I had thought this question may came up, which is why I had prepared an answer.
After informing them I had never known a brand – let alone a band – who knew their audience as well as them … and if you listen to the track, I doubt any of their fans would mistake a revitalised Metallica for Ed Sheeran … I said this.
“If Rock n’ Roll is about rebellion, then surely there’s nothing more rock n’ roll than Metallica using yellow rather than the category norm of black?”
It was met with applause.
And some disgust, hahaha.
But here’s the thing …
Brands – and bands – don’t move forward if all they do is give audiences the same thing over and over again. Nor will they if they just give audiences exactly what they want over and over again. Longevity is as much about keeping people on their toes as it is satisfying their passion and curiosity and you only stand a chance of achieving that by following what interests you, not what interests everyone else.
Metallica get this more than most.
It’s part of the reason they have stayed at the top … because by doing things that interest them, they do things that interests more people rather than just the same people.
As I wrote for MTV years ago, brands can learn a lot from bands … because while brands may think finding shortcuts or disguises allows them to optimise their efficiency, everyone else can tell it’s because they’ve run out of ideas or energy.
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By the way, 72 Seasons comes out tomorrow. This is not a sponsored post. Well, not directly anyway, hahaha.
Filed under: A Bit Of Inspiration, Agency Culture, Attitude & Aptitude, Craft, Creative Development, Creativity, Culture, Perspective, Planners, Planning, Point Of View, Relevance, Resonance | Tags: a
One of the most important skills of a strategist is the ability to communicate.
Not just in terms of the spoken word.
Or presenting to others.
But writing.
Actual words.
That should be obvious, but for all the ‘guru courses’ out there, none – as far as I have seen – have focused on the importance of writing.
Thinking.
Framing.
Explaining.
Yes.
Writing?
No.
And yet writing is the most powerful way to help others not just understand your thinking/framing/explaining … but feel it.
A way for them to understand how issues affect people.
The concerns. The tensions. The reasons behind the actions they take.
Wieden+Kennedy always valued the art of writing because Dan was a writer. It was a measure of your ability as a strategist. The skill of writing just enough, never too much. Truth without any hyperbole. Tensions not obstacles. A story not a set of points. A point of view not a range of general observations.
Some were exceptional at this. People like Weigel, Bloodworth and Lindblade to name but three … but everyone knew that while so much of the creative process came from conversations, the written word set the foundations.
Which is why – despite this not having anything to do with advertising, planning or brief writing – I am still in awe of the power of this piece of writing from The Economist that, in just 6 sentences, ignited the process that resulted in the destruction of a Prime Minister’s reign.
It is also the best ad for The Economist in years.
It’s why one of the best ways a planner can develop is read.
Not simply to expand your knowledge, but to discover how to help others expand theirs.
Filed under: Agency Culture, Attitude & Aptitude, Authenticity, Collegues, Comment, Corporate Evil, Culture, Inclusion, Management, Professionalism, Relevance, Resonance, Respect
I want to talk about redundancy.
Before I start, I’d like to inform my team that – even though I know they don’t read my rubbish – I’m not writing this for reasons they should fear. The reason for this post is because I recently heard of a terrible example of how a company handled it and it compelled me to write this post.
Let’s face it, redundancy is shit.
No one wants it and no one wants to have to do it.
But sometimes it has to happen and what bothers me is how so many companies approach doing it.
A big part of the issue is driven by the ‘legal’ mandates companies choose to adopt.
Please note I said ‘choose to’ rather than ‘have to’ … because their starting point is to minimise risk to the company during the process.
It’s why so many people often feel a change in how they’re being treated a few weeks before they find anything out. It’s also why, during the process, they feel they are being kept at arms length, regardless how long they’ve been there. And it’s definitely why they are faced with cold, ambiguous and functional interaction with the people who just a day before, we colleagues – and sometimes – friends.
And while that is all shit, I kind-of get it because it’s never nice to have to let someone go … but here’s the thing, it’s not about you, it’s about them.
Their feelings.
Their situation.
Their impact.
And that is why there’s almost nothing as offensive as the whole ‘it’s not personal, it’s business’ schtick so many organisations insist on rolling out.
Of course the reality is they’re not so stupid to really think that … it’s just another way to remove their complicity from the situation. Which is why so many then practice the subtle art of ‘blamethrowing’, so the person being let go feels they are in some way to blame for this situation, so they stay quiet because of the shame they have been made to feel … allowing the company to then put out some PR bullshit sayking, “while we have sadly had to make the tough decision to let some people go, we’re in amazing shape to keep doing the brilliant work we always do”.
Blah, blah fucking blah.
This is why, when I was made redundant, I made a big deal about being let go.
Not in a nasty way – I was generally treated OK by R/GA – but in ‘loud and proud’ way.
There were 2 main reasons for this.
The first, as I said at the time, was to acknowledge I was genuinely glad it was an old white guy being let go rather than someone young, female or a person of colour … who are often the ones who suffer the most.
The second was I wanted to own my own narrative about the situation – rather than have someone try and own it for me. There were a couple of reasons for this.
Part of this was because I saw it as an opportunity to let as many people as possible know about my situation because – the way I saw it – it was a great platform to tell as many potential employers/clients, that I was available.
The other part was because I saw by doing this, I could also help remove the stigma of redundancy many that companies have manufactured for their own gain for many years.
All of this came together because of a phone call I received a few days before I was given my news.
A very well respected industry person had reached out to me to ask if there were any options of work at R/GA. They told me they had recently been made redundant from their company and wanted to get a job without the industry knowing their situation.
When I asked why, they said they believed if people knew they’d been ‘let go’ their reputation would be forever sullied because people equate redundancy with failure.
That broke my heart.
It also made me angry. Not at them, but at the context they had been led to believe was real.
Here was a brilliant person with an exceptional career and reputation who thought their redundancy was all about their failings rather than the company they worked for.
Sure, sometimes companies are caught unawares.
Sure, market conditions change.
But while there are occasions where a company is relatively blameless for the situation they find themselves in, it’s definitely more them than the people they bestow the blame upon as part of their redundancy.
All that lit a fire in me and so in typical ‘Rob Is A Prick’ fashion, I decided to announce my news of redundancy with a real sense of pride … which hilariously led to it being picked up by Campaign and even The Guardian.
And while this directly led to job offers, project offers and client offers – which was amazing and why I write this living in NZ – the thing I was happiest about was how many people reached out to say that it had helped them feel a bit less shit about the situation they were in, or were scared they’d soon be in.
But despite this, a quick glance on Corporate Gaslighting shows that companies continue to act like assholes.
And what is so annoying is how easily they could change this.
Beyond the legal requirements … beyond the awkwardness … beyond the context of the situation … all you have to do is respect the person you are about to hurt.
And you will hurt them.
Understanding that is important.
However, respect ensures you help them get through it much better and faster … and why the hell wouldn’t you want to do that to someone who was a colleague.
So turn up … not just physically, but emotionally.
Talk like a human … not a legally oppressed robot.
Be honest and open … not secretive, ambiguous or gas-lighty.
Offer clarity … don’t leave people wondering and self-hating.
Consider their context … rather than just what suits you.
Commit to their wellbeing … rather than just wanting them out the building.
And most of all, make it about them … rather than trying to make it about you.
As I said, it won’t stop it hurting, but it won’t add even more damage to the damage you are already inflicting. And who the fuck wouldn’t want to do that for another human – especially people in companies who claim their people are their everything?
OK, so quite a few … which is why the more people feel confident in owning their redundancy with pride, the more companies will lose their power to silence the people they’re making redundant. And that’s why this is still my favourite redundancy revenge, excluding the blackmailing scene in the movie American Beauty.
Filed under: A Bit Of Inspiration, Advertising, Agency Culture, Attitude & Aptitude, Brand, Brand Suicide, Comment, Context, Creative Development, Creativity, Culture, Cunning, Devious Strategy, Effectiveness, Marketing, Marketing Fail, Martin Weigel, Mischief, Relevance, Resonance
In April, I have been asked to speak at a conference in Croatia.
Croatia! What a country … I cannot bloody wait.
I know … I know … I can hear you all from here, screaming ‘another holiday freebie’. And while I accept this is a terrible misjudgement on their part, does the fact I have to take 3 planes over 24 hours to get there from NZ make you feel any differently?
No … didn’t think so. Doesn’t for me to be honest.
Now this conference is apparently a big deal with some very big names appearing so when they asked what I would be talking about, I thought it best to honour the occasion while representing my abilities, which is why I told them this:
There are many ways I could describe this talk. I could say it’s an investigation into why so many brands fail to connect to audiences despite having more data, research and marketing investment than at any point in history. Or I could take a more controversial path with ‘What if the tools and processes of modern marketing are wrong?’ And while both of those questions will feature within this talk, the real narrative is if you want to be culturally, commercially and creatively powerful … please stop being so bloody boring.
And to double down on that premise, here is slide 2 from the upcoming preso …
While I fully appreciate this seems like I’m not taking things seriously, I am.
Very seriously.
Because the industry seems to only have 2 settings: serious or stupid.
Or said another way, purpose filled or sponsored comedy.
And while they can both work in the right context – and with real talent creating it – it’s all got so expected that it wins by relentless repetition, rather that intrigue and interest.
At least with agencies like Mischief – who I adore – they are painfully aware of who they are, what they do and how they do it.
They’re less ad agency of brand communications, and more meme agency of the internet. And they do it so, so well.
But even they run the risk of their approach ending up being expected. A bit like brands who ‘hijack culture’ … which has now got so common, you have to ask if it is hijacking anything.
Thank god in Mischief’s case they have the brilliant and irrepressible Greg Hahn at their helm – someone who not only is phenomenally creative, but also can read and play with the pulse of culture – so just when things get expected, he takes people somewhere new and interesting.
Or said another way, he kills boring before boring takes hold.
But the reality is what Mischief do is not new.
There are many brands – even industries – who have been doing this sort of thing for decades.
Fashion. Gaming. Hell, even certain TV shows have been doing it.
[Albeit, to different degrees]
And they do it in ways that builds their brands role and position in culture more than just gaining a moment of space for it to be seen and discussed in culture. [That sounds like a diss, it’s not meant to … it’s just my bad writing because Mischief already have achieved more than companies who have been around a century]
The real issue is that in our desperate need to be validated by business, we’ve forgotten what business we’re in.
Because to use creativity just for short-term sales goals robs creativity of it’s true commercial value and power for brands, products, tools and services.
To be intriguing … enticing … interesting and inviting.
Because as the title of this post, stolen from my beloved Martin Weigel so perfectly states …
“You can be relevant as hell and still be boring as fuck.”