Filed under: Attitude & Aptitude, Brand, Brand Suicide, Complicity, Context, Corporate Evil, Creativity, Culture, Innovation, Management, Marketing, Marketing Fail, Teamwork, Technology
I always laughed when people blamed Microsoft Powerpoint for bad presentations.
The idea that this program was purely responsible for you choosing to write 15,000 pointless words on a page in small font.
Sure, it had limitations … sure, it could encourage a certain ‘look’ for what you wanted to present … but fundamentally, that was on you, not it.
Don’t get me wrong, for a tech company … I’m shocked at how bad their user experience is.
If you think their classic platforms are bad, you should see the utter shit show that is a parents account on X-Box.
Or Microsoft Teams.
Oh my god, how can a company that can so carefully and considerately design an X-Box controller for those with disability make such a shit show of everything else.
I literally don’t understand it. Honestly.
Teams is the most user un-intutitive experience I’ve ever had.
Things don’t make sense. Things are unnecessarily complex. Things are hidden.
And yet, instead of fixing this – it seems their focus is to land-grab the video collaboration market, regardless if people like working with it or not.
You can’t go a week without being told Teams now offers a new feature.
Some – as you can see from the photo above – are relatively big things.
Most, aren’t.
A range of tools/functions that seem to only cater to the most niche or nerdy of Teams users.
It all feels like Samsung phones.
When you start one up, you see a bunch of apps that seem to serve no purpose whatsoever other than to be able to say you can do something with it that no one will ever want to do something with.
Ego rather than value.
And here lies the problem with Microsoft …
They claim all they do is about aiding collaboration, but in practice, it appears they have no understanding of how teams – or humans for that matter – actually work together.
For all the efficiency they claim they want us to be able to operate at, they are – arguably – making us more inefficient, either by making things more difficult than it should – or needs – to be, or trying to push us to answers without any capacity for giving the situation some thought to make things better.
And maybe that’s the next gen of their business model.
A desire to make efficiency about quantity than quality … a way to help their corporate clients keep their staff costs lower by not allowing any one individual to rise while also giving them more opportunities to sell tools, like their new AI model which will be incorporated in many of their products.
Yeah … I know, I sound like a conspiracy nutcase and I don’t really believe this is the reason, which means it’s something far worse.
They make for what they wish we did rather than who we actually are.
Or said another way, innovators of control, rather than efficiency.
Filed under: A Bit Of Inspiration, Agency Culture, Attitude & Aptitude, Context, Creativity, Culture, Dad, Daddyhood, Differentiation, Distinction, Diversity, Education, Effectiveness, Emotion, Empathy, Equality, Family, Fatherhood, Government, Happiness, Imagination, Inclusion, Individuality, Insight, Jill, Love, Management, Marketing, My Fatherhood, New Zealand, Otis, Parents, Perspective, Prejudice, Relevance, Resonance, Respect, Social Divide, Standards, Teamwork, Trust
I recently saw this piece of brilliance …
Isn’t it awesome?
Of course some people will think it’s cute … but wrong.
Whereas others may think it’s cute … and smart.
Putting aside the fact the responsibility for clarity of communication is with the communicator, not the recipient – which means the exam board have to accept their role in the answer given – it also highlights how one persons ‘normal’ is another persons ‘lateral thinking’.
I know that sounds a big leap for what is a young kids incorrect/correct answer to an exam question … but at a time where the British PM wants to kill the arts and freedom of expression for kids in schools – in favour of even more logical and rational studies – it’s a sign how early we try to destroy/control/devalue the imaginations of the young.
What I find ironic about the British PM’s stance is that he seems to be of the belief that having people study maths for longer will make everything better.
Putting aside the fact that much of the UK’s global influence – ignoring the violent invasions of other countries – has come from the arts, that’s a big call to make.
Even more so when you consider the financial mess the UK is in right now, has come from the hands of the very people he wants to encourage more of.
As a parent this situation is very difficult.
Of course we want our children to be set up to embrace life. But if they’re all being taught the same thing … in the same way … without consideration of what their own personal talents, interests and abilities are … then are you actually preparing them to thrive or simply survive?
Recently Otis got diagnosed with a learning difficulty.
I say difficulty, but really it’s a complication.
It’s called Dysgraphia.
While this doesn’t affect his ability to learn, it does affect how he does it and what he may be able to do because of it.
We are incredibly grateful the school he goes to – Birkenhead Primary – not only embraced this situation by changing the way he could engage and present his schoolwork. They did it by specifically tailoring their classes and approach to ensure Otis could participate in ways that actively played to his strengths while maintaining the pace of everyone’s learning. And if that wasn’t impressive enough … they were the ones who first noticed there may be an area of challenge for him and were proactive in acting on it.
The impact of this approach on Otis has been enormous.
Not just in areas of his schoolwork that were being impacted because of dysgraphia, but in his overall confidence, enjoyment and willingness to participate.
He has always been a kid who tries hard and wants to do the right thing [so definitely more like Jill than me] … but thanks to his teachers, he now feels he can express himself fully rather than having to become a smaller version of himself in an attempt to find a way to get through certain areas of class that challenged him because of his dysgraphia rather than his ability.
Frankly I doubt this would have happened if we were still in the UK.
Not because the teachers aren’t as good, but because the system doesn’t allow the sort of deviation of approach that Otis’ school created for him.
What’s scary is Sunak’s attitude towards education will only make this situation for kids like Otis, even harder.
Either actively leaving them behind or setting them up for a life of anxiety, guilt and feelings of inadequacy. And yet it doesn’t have to be that way.
So many of these complications aren’t barriers to learning capacity, just accessibility.
A bit of flexibility can unlock the full potential of a child, especially with the power of technology these days.
But the schooling system is increasingly about ‘targets’ rather than learning.
Preparing you for exams rather than life.
Systems rather than needs.
And while I totally accept creating an education system that caters to the masses as well as the edges is incredibly difficult, having a one-dimensional system that ‘succeeds’ by forcing compliance and oppression is not the solution either.
What the British PM needs to understand is making kids study maths for longer isn’t going to solve the UK’s economic woes. But maybe designing an education system that enables teachers to help kids learn how to play to their strengths, is.
Or to paraphase Sir Ken Robinson … see creativity and imagination as a strength, not a weakness.
We’re so lucky Otis’ school values potential rather than parity … but I can’t help but wonder how many other clever kids are out there who have been written off simply because the system would not allow for them to be recognised, embraced and helped.
When will certain governments understand an educated generation is a successful nation?
Probably when they understand school should be about learning not teaching and it’s an investment rather than a cost.
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.
Filed under: A Bit Of Inspiration, Agency Culture, America, Attitude & Aptitude, China, Colenso, Comment, Communication Strategy, Crap Products In History, Creativity, Culture, Deutsch, LaLaLand, London, Love, Loyalty, Management, New Zealand, Planners, Planners Making A Complete Tit Of Themselves And Bless, R/GA, Shanghai, Teamwork, Wieden+Kennedy
For some reason, I like having badges made for my colleagues.
Or anything a bit daft.
Of course, it started with the stickers I had made when I left Wieden.
600 of the buggers, hidden throughout the office – and buildings of interest – which they’re still finding to this day.
Then there was the packing tape of Jorge and the guy who is in Love Actually – which is a massive compliment even though he thought it was a huge pisstake.
Then there were the Zaid badges, made and bought on a snowy night in Boston.
Then my leaving Deutsch badges.
Followed by the pencils for Mike and Sam.
And the ‘don’t mess with me’ badge for Meg … after watching how disgusted she was at a presentation she had to attend.
Thanks to COVID, apart from the ‘you’re a twat’ sexual harassment badges we had made and sent to men who had made inappropriate comments to women in the workplace, I’ve been nothing but mature.
Until now.
Lizzie is in my team.
She has many qualities.
She’s fiercely smart. An incredibly talented, multi-instrument playing, musician. Community soup maker.
Basically, she is everything I’m not … but there’s one quality that she has that shines above even those bright lights.
She can see a dark side in everything.
I don’t mean in a depressing, mean, nasty way …
Nor do I mean in a hurtful, inconsiderate, selfish way …
I mean that in certain circumstances, she sees the worst case scenario in things.
Of course, she will claim she is simply being a realist – and there is a lot of evidence to suggest she’s right.
For example, when lockdown happened, we were having a bet on when we’d go back to work.
Most said early October, a few early November … but Lizzie swooped in and said,
“We won’t be going back till the new year”.
We laughed at her, until we didn’t and realized she was right.
Again.
Damnit.
Which is why I decided to commemorate her insightfulness with this ….
And while some may say this is not the nicest thing a boss could do for a colleague, I see it a bit differently. To me, I see it as an investment in my team – an investment at the price of my sons inheritance – which means I’m basically boss of the year.
Sadly, that year in 1953.
Happy weekend.
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.